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STATES THAT PREDICTION OF SUCCESS IN SELLING IS POS-' WHICH WITH WRITIEN INTERVIEWS. THUS IMPROVEMENT OF SALES SIDLE IS THEREBY POSSIBLE PERSONNEL LIST OF FOUR FACTORS OF RATING DATA WHICH INCLUDES A JOB PERFORMANCE, LEAOERSHIP BEHAVIOR, PROPER JOB INTELLIGENT AND RELATIONS WITH OTHERSt IS PRESENTED DEFINED ATTITUDEt DESCRIBED TWO TABLES ARE USED TO PRESENT FREQUENCY AND AND FIGURES VALIDIIY HARDIN E 034 OF PARTICIPANTS IN AN EMPLOYEE SUGGESTION CHARACTERISTICS PLAN PSYCHOLOGY AUTUMn I964 PERSONNEL ATTITUDES SUPERVISORS, ARTICLE IS CONCERNED WITH THE PERSONAL-BACKGROUND, THE AND SIIUATIONAL FACTORS ASSOCIATED WITH OFF-' ATTITUDINAL PARTICIPATION OF WHITE COLLAR EMPLOYEES IN A NEW FERENTIAL PLAN OF A MEDIUM SIZEO CASUALTY INSURANCE COMPANY SUCGESTION THE UNITED STATES AFTER A BRIEF DISCUSSION CF PREVIOUS IN ALONG THE SAME LINES, THE AUTHOR GOES INTO THE PRO-' STUDIES OF HIS OWN SIUDIES HE THEN GIVES HIS FINDINGS USINC CECURES AND NUMEROUS FORMULAS TO PRESENT MUCH OF HIS IN TABLES FORMATION. RESULTS OF IHE STUOY FOUND NO SUPPORT FOR COMMON THE THAT SUGGESIORS ARE PRONE TO GRIPE ANO TO BE HURT BY NOTIONS OF SUGGESTIONS OR, BY CONTRAST TO BE COMPANY MEN REJECTION DID, HOWEVER, PROVIDE SOME SUPPORT FOR THE ASSERTIONS THEY MUCH MANAGEMENT LITERATURE THAT THE SUPERVISORS CAN OF AFFECT THE SUCCESS CF A SUGGESTION PLAN GREATLY RITTI RR 0C35 IN FACTOR-ANALYSIS OF A SUPERVISORY BEHAVIOR INVENTORY HALO PSYCHOLOGY AUTUMn, 1964 PERSONNEL EVALUATION RATING ARTICLE DESCRIBED A FACTOR ANALYSIS OF SUPERVISORY THIS RATINGS USING A PROCEDURE OF STANDARDIZING BOTH BY BEHAVIOR AND BY SUBJECT, IN ORDER TO ELIMINATE A COMPONENT VARIABLE CORRELATION DUE IO DIFFERENCES IN SUBJECTIVE MEANS AND OF DEVIATION THIS PROCEDURE RESULTS IN A LARGE RE-' STANDARD IN THE RELATIVE SIZE OF THE FIRST PRINCIPLE COMPON-' DUCTION A SYSTEMATIC REDUCTION IN THE CORRELATIONS BETWEEN ENT, VECTORS OF IHE OBLIQUE FACTOR SOLUTION, AND IN A PRIMARY CLEARLY DEFINED SIMPLE STRUCTURE RESULTING FROM THE MORE ROTATIONS OBLIQUE AN INTRODUCTION CF VARIOUS RESEARCH PROJECTS, AFTER AND RESULTS, THE AUTHOR FILLS THE BULK OF THE METHODS, WITH COMPARISON OF THE RESULTS AND FACTORS TABLES ARTICLE USED TO SUMMARIZE THE INFORMATION ARE MCLAUGHLIN, WJ C036 USE OF STATISTICAL SAMPLING BY INTERNAL AUDITORS THE INTERNAL AUDITOR FALL, 1964 THE ACCOUNTING CERTAINTY IN AUDIT TESTS IS THE ULTIMATE GOAL ABSOLUTE IT IS NOT OFTEN PRACTICAL POSSIBLE SOLUTIONS UNFORTUNATELY, EVER-PRESENT RISK AND UNCERTAINTY ARE JUDGEMENT AND FOR SAMPLING, THE LATTER BEING FAR MORE RELIABLE IT STATISTICAL NOT WIDELY ACCEPTED, THOUGH IT OFFERS THE INTERNAL IS BETTER INFORMATION IN MORE ECONOMICAL UNITS IT DOES AUDITOR REPLACE THE AUOITOR OR HIS GOOD JUDGEMENT, BUT MAKES HIM NOT MORE VALUABLE TO HIS FIRM EVEN APPLICATION OF STATISTICAL SAMPLING IS PRESENTED FOR AN DATA PROCESSING, IN A COMBINATION OF TWO NEW MANAGERIAL FOR BUSINESS TOOLS RELUCTANCE OF AUDITORS TO EMPLOY THIS METHOD IS THE AND FOUND TO HAVE LITTLE BASIS BEYOND MISUNDER-' DISCUSSED EDUCATION, EXPERIMENTATION AND USEFUL APPLICA STANDING ARE SUGGESTED AS MEANS OF DISCLVING THIS AVERSION SO TIONS STATISTICAL SAMPLING WILL CEASE TO BE A PROBLEM AND THAT ITS RIGHTFUL PLACE AS VALUABLE SOLUTION TAKE BLLMENTHAL SC 0037 THE CHAIN OF COMMAND BREAKING AUTOMATION DECEMBER, 1964 BUSINESS COMMUNICATION ARTICLE DESCRIBES THE RECENT TREND FROM TRADITIONAL THE APPLICATIONS INTO MORE ADVANCED BUSINESS SYSTEMS IN COMPUTER OF ITS DEVELOPING IMPACT ON LARGE BUSINESS ORGANIZA-' TERMS MANAGEMENT MUST LEARn THE MANAGEMENT OF COMPUTERS AS TICNS AS MEN AND ORGANIZATIONS SO THAT THE MEN AND COMPUTERS WELL COMPLEMENT EACH CTHER AND WORK EFFICIENTLY CAN WELLS WD 0038 SON OF EQ, AND TE REACTION PROFILE EQ OF MARKETING OCTOBER 1964 JOURNAL RATING, SCALES EMCTION TESTING, AUTHOR CONDUCTED A SERIES OF EXPERIMENTS ON AD THE RATING SCALES SCALE TO MEASURE EMOTIONAL AP VERTISEENT WAS DEVELOPED THIS IS THE EMOTIONAL CUOTIENT WHICH IS PEAL IN A TABLE. THIS SCALE TELLS HOW MUCH THE RESPONDANT SHOWN ATTRACTED TO AN AO THE EX DEVELOPED SCALE, ALSO IN A IS SAYS SOMETHING ABOUT THE EANINGFULLNESS OF ThE ADS TABLE OTHER TABLES INCLUDE SUBSCALES REVEALED BY SCALO MESSAGE ANALYSIS, SCALE CLUSTERS, 26 SEMANTIC SCALES, REACTION GRAM SCALES THE AUTHOR DESCRIBES THE LOGIC BEHINO THE PROFILE OF THESE SCALES ANOTHER DIMENSION TAT CAN DEVELOPMENT BE PREDICTED IS WHETHER THE AD HAS VITALITY AND POSSIBLY HE INDICATES THAT RESULTS FROM RATING SCALES HAVE A LIFE. RELATIONSHIP TO THE RESULTS OBTAINED FROM AIDEO RE-' USEFUL CALL TESTING SCFMIDT DT KAVANAGH, TF 0039 OECISION STRUCTURE TABLES USING VOL lO NO FEBRUARY 1964 DATAMATION, EFFICIENCY, ECONOMY DECISION-MAKING, TABLES PROVIDE A SIMPLE METHOD OF RECORDING STRUCTURE DECISIVELY AND UNAMBIGUOUSLY, ELIMINATING MANY CODING LOGIC PROGRAMFING EFFORTS. THEY ARE BEST APPLIED WHEN MANY AND INTERACTING DECISIONS ARE INVOLVED IN PROBLEM SO-' DETAILED AND SHIFT THE EMPHASIS FROM FLGW OF ACTIVITIES, AS LUTIONS FLOW CHARTING, TO DECISION LOGIC IN THE AUTHORS PROPOSE 6 GROUND RULES FOR WRITING DECISION 92 TABLES DEFINE SPECIFIC BCUNCARIES OBJECTIVES STRUCTURE LIMITS 2 ENUMERATE INDIVIDUAL ELEMENTARY DECISIONS AND NECESSARY OUTCOMES 4 DEVELOP VALUE STATES FOR EACH DEFINE OUTCOME 5. DEVELCP DECISION PARAMETERS AFFECTING ALLOWABLE DECISION B DEVELOP DECISION PARAMETER TESTS AN EACH THESE RULES ARE ILLUSTRAIED BY AN EXAMPLE FROM THE VALUES X-RAY DEPT ONE RUN THROUGH THESE STEPS DOES NOT MEAN GE OF THE JOB IF AT ALL POSSILLE, A FOCUS SHOULD BE COMPLETION ON THE GENERAL BECAUSE OF RELATED PRCBLEMS, ANO EN-' KEPT BECAUSE OF EFFICIENCY AND ECONOMY IN THE SOLUTION GINEERING SCANLAN, BK 0040 OF PENSION PLANS ON MOBILITY AND HIRING OLDER EFFECTS WORKERS JOURNAL JANUARY 965 PERSONNEL PLACEMENT LABOR AGED WHAT EXTENT ARE PENSION PLANS ACTUALLY RESPONSIBLE TO REDUCING LABOR MOBILITY AND HINDERING THE FIRING OF FOR WORKERS. HAVE SUCH EFFECTS BEEN OVER-RATED. THERE IS OLDER EVIDENCE TO SUPPORT THE CLAIM THAT PENSION PLANS ARE LITTLE RESTRICTIVE IN TERMS OF REOUCING LABOR MOBILITY OR UNDULY THE HIRING OF OLDER WORKERS RATHER, IT WOUL SEEM HINDERING PENSION PLANS HAVE BECOME THE SCAPEGOAT FOR OTHER MORE THAT FACTORS ALSO ON THE SURFACE THEY OFFER AN EASY SIGNIFICANT OF PROBLEMS WHOSE SOLUTION IS MORE COMPLICATED EXPLANATION THE FACTS OF THE SITUATION AS PRESENTEG BECOME MORE AS RECOGNIZED, IT IS INCREASINGLY LIKELY THAT OTHER WIDELY FOR LACK OF MOBILITY AND THE IENDECY TO EXPLANATIONS REFRAIN FROM HIRING WORKERS OVER FORTY YEARS OF AGE WILL TO BE SOUGHT MCCLURE, JA DO41 SYSTEMS AND COST REDUCTION SYGGESIION JOURNAL JANUARY, 1965 PERSONNEL SUGGESTIONS MORALS, AND OPPONENTS OF SUGGESTION SYSTEMS OFFER PROPONENTS THEY CONSIDER CONCLUSIVE EVIDENCE IN SUPPORT OF THEIR WHAT THIS AUTHOR PRESENTS A GOOD CASE FOR HIS CONTENTION VIEWS LARGE ORGANIZATIONS CAN DERIVE MONETARY SAVINGS AND THAT GOODWILL FROM CAREFULLY PLANNEO MANAGEMENT EMPLOYEE AND WELL ADMINISTERED SUGGESTION AWARDS PROGRAMS SUPPORTED KIRK, B C042 PARTICIPATION IN PERFORMANCE INTERVIEWS APPRAISEE JOURNAL JANUARY I965 PERSONNEL EVALUATION, SUPERVISORS NONCIRECTIVE-TECHNIQUE, OF A SURVEY OF 294 ARA MANAGERS TO DETERMINE RESULTS AND TO WHAT EXTENT THEY HAD PARTICIPATED IN FORMAL WHETHER WITH THEIR SUPERVISORS INDICATE THE VALUE OF HIGF INTERVIEWS ON THE PART OF THE APPRAISEES AS AGAINSI LOW PARTICIPATION PARTICIPATION RESULTS SHOW THE VALUE CF HAVING APPRAISSEES THE IN THEIR PERFORMANCE APPRAISAL INTERVIEWS THIS PARTICIPATE INDICATES THAT APPRAISERS SHOULD ENCOURAGE EMPLOYEES FINDING EXPRESS THEMSELVES DURING THE APPRAISAL INTERVIEW TO CAN ENCOURAGE EMPLOYEES TO PARTICIPATE BY USING APPRAISING NONDIRECTIVE TECHNIQUES AS REFLECTED FEELING AND SUCH IDEAS FROM APPRAISEES THRU EXPLORATORY QUESTIONS ELICITING NEWPORT, MG C0 LOOK AT MIDDLE MANAGEMENT DEVELOPMENT A JOURNAL JANUARY, I965 PERSONNEL SUPERVISORS-TRAINING WITH US AND WITH INCREASING URGENCY, IS THE PRO-' EVER OF PROGRAMS FOR THE DEVELOPMENT OF MATERIAL FOR MIDDLE BLEM POSITIONS COMPETENT EXECUTIVES ARE SIILL IN MANAGEMENT SUPPLY SHORT FIRMS INCLUDED IN THE STUDY HAD PROGRAMS WHICH MANY SOME PROVISIONS FOR THE DEVELOPMENT OF INDIVIDUALS CONTAINED THE MIDDLE MANAGEMENT AREA. THESE WERE DESIGNEO TO EXTEND IN THINKING BEYONO THE CONFINES OF ONE FUNCTIONAL AREA THEIR DEVELOPING MANAGERIAL KNOWLEDGE ANO SKILLS SOME OVER BY WAS FOUND TO EXIST BETWEEN TYPES OF OUTSIDE MANAGE-' LAPPING DEVELOPMENT PROGRAMS THE OBJECTIVE OF DEVELOPMENT PENT IS TO PROVIDE ALL MIDDLE MANAGERS WITH A BREADTH ACTIVITIES MANAGERIAL VISION AND KNCWLEDGEo ENABLING TEEM TO PERFORM OF DUTIES MORE EFFECTIVELY, WHILE PROVIDING A POOL OF PRESENT PRGMOTABLE TALENT FOR THE FUTURE. SCFWARTZ M 004 RECIPROCITIES MULTIPLIER--AN EMPIRICAL EVALUATION THE SCIENCE QUARIERLY DECEMBER, 1964 ADMINISTRATIVE RULE-ENFORCEMENTe SUPERVISION EVALUATION PRESENT RESEARCH TESTS THE CONCEPT OF STYLE OF RULE THE AS A FUNCTION OF THE RECIPROCITIES MULTIPLIER ENFORCEMENT BY ALVIN W GOULDNER THE ANALOGY IS DRAWN BETWEEN ADVANCED RECIPROCITIES MULTIPLIER AND PARTIAL REINFORCEMENT THE THE OF ENFORCEMENT OF BUREAUCRATIC RULES IS CONSIDERED TO LACK A REWARD FACTOR FOR CONFORMING BEHAVIOR BY SUBORDINATES BE SHOULD ACT TO ELICIT RECIPROCITY FROM SUBORDINATES. FOUR AND CONDITIONS WERE ESTABLISHED IN A LABORATORY EXPERIMENTAL RULE ENFORCEMENT PARTIAL ENFDRCEMENT EXPERIMENT--CONSTANT ENFORCEMENTt AND LAISSEZ-FAIRE GROUP EFFECTIVENESS WAS NO TO BE HIGHEST UNDER CONSTANT AND PARTIAL ENFORCEMENT. FOUND IS INTERPRETED AS A GREATER PROPENSITY TO RECIPROCATE THIS ACTIONS UNDER PARTIAL ENFORCEMENT AND, IN GENERAL SUPERIOR IO SUPPORT GOLLDNERS HYPOTHESIS SEEMS DUKES CW CC45 MEASUREMENT OF A PROFESSIONAL RECRUITING EFFORT EFFECTIVE JOURNAL JANUARY, 1965 PERSONNEL EVALUATION FEW YEARS AGO IT WOULD HAVE BEEN PHYSICALLY IMPOS-' A TO GATHER, RECORD ANO ANALYZE THE MASS DF DATA WHICH SIBLE SEEMS NECESSARY IF MANAGEMENT IS TO PROCURE THE BEST TODAY ENGINEERING SCIENTIFIC AND AOMINISTRATIVE PERSONNEL THE IN DATA PROCESSING SYSIEM DESCRIBED HERE FCR THE RECRUITING OF
PERSONNEL HANDLES A TREMENDOUS VCLUME OF IN-' PRCFESSIONAL AT A GREAT SAVING FORMATION ON APPLICANTS CARD INCLUDES DEGREE, SOURCE INFORMATION REFERRAL, INTERVIEWER, ACCEPTANCE OR REFUSAL OF OFFER, OF AND OEPARIMENT HIRING THIS ALSO ALLOWS A SUMMARY OF SALARY EFFECTIVENESS OF THE INTERVIEWERS AND OF AOVERTISEMENTS THE BONJEAN, CM DLSON, DM CC46 LEADERSHIP--DIRECTIONS OF RESEARCH COMMUNITY SCIENCE QUARTERLY DECEMBER, 1964 AOMINISIRATIVE DECISION-MAKING STUDY OF COMMUNITY POWER LEAOERSHIP DECISION MAKING THE BEEN RELATIVELY INTENSE DURING THE PAST DECADE INVEST-' HAS USUALLY CONDUCTED BY PCLITICAL SCIENTISTS OR IGATIONS, VARY IN METHOD AND CONTENT AND APPEAR AT FIRST SOCIOLOGISTS, TO LACK CCNTINUITY, COMPARABILITY, AND DIRECTION IMPRESSION REVIEW OF THE LITERATURE SEEKS TD NOTE EMERGING TRENDS THIS REGARD TO METHCP, IDENTIFICATION OF SALIENT LEADERSHIP WITH AD OTHER PHFNOMENA OF HEURISTIC VALUE IS A STRUCTURES AND CRITICISM OF EACH OF THE MAIN METHODS DESCRIPTION REPUTATIONAL, AND DECISIONAL-- A CONSTRUCTIVE POSITIONAL, SUMMARIZING THOSE FEATURES OF LEADERSHIP STRUCTURES TYPOLOGY HAVE ATTRACTED THE MOST ATTENTION IN PREVIOUS RESEARCh HHICH A OESCRIPTION OF THE TYPES OF PHENOMENA OF CONCERN IN AND ANALYSIS COMPARATIVE COPELAND, BR BOA? BURDEN VARIANCE FCR PROFIT PLANNING AND CONTROL ANALYZING SERVICES JAN FEB 1965 MANAGEMENT EFFICIENCY BUDGET-PLANNING, THERE SHOULO BE ONE BEST ANALYSIS OF BUROEN LOGICALLY, FOR ANY GIVEN SET CF FACTS YET COST ACCOUNTING VARIANCE OFFER A VARIETY OF METHODS OF ANALYSIS THIS AUTHOR TEXTS EACh OF THESE METHODS AND ATTEMPTS, THROUGH A STUDY ANALYZES THEIR WEAKNESSES, TO DEVELOP A MORE VALID TECHNIQUE. HE OF AT A FOUR-PART ANALYSIS COVERING BUDGET, VOLUME, ARRIVES ANO VOLUME--EFFICIENCY VARIANCE, WITH ALLOWANCE EFFICIENCY, CALENDAR VARIATIONS FOR NEWMAN, MS 0048 ESSENCE OF BLOGETARY COTRCL THE MANAGEMENT SERVICES JAN FEB 1965 MERE EXISTENCE OF BUDGET DOES NCT GUARANTEE ANY THE INTERNAL CONTROL THAW A COMPANY WOULD HAVE WITHOUT BEITER ESSENTIALLY, BUDGETARY CONTROL IS A SYSTEM FOR IT THE BUSINESS AND ITS PROBLEMS AI REGULAR, APPRAISING INTERVALS THE AUTHOR CITES TWO TESTS FOR A PREDETERMINED BUOGET, SENSITIVITY AND REACTION TIME, AND TWO GOOD FOR ATTAINING IT MANAGEMENT SUPPORT AND AN ESSENTIALS INFORMATION STRUCTURE ADEQUATE MORGAN, JI CC49 TABLES DECISION SERVICES JAN FEB 1965 MANAGEMENT DECISION-MAKING DEC[SICN TABLE, A CONCISE METHOD CF DISPLAYING THE FOR OR RESLLTS OF ALTERNATIVE ACTIONS, IS BEING WIDELY RULES IN PROGRAMING CCMPUTER CONTROL SYSTEMS ITS USED HOWEVER, ARE BY NO MEANS LIMITED TO ELECTRONIC APPLICATIONS, PROCESSING AS THIS ARTICLE POINTS OUT, THE DECISION DATA OFFERS A SIMPLE, PRECISE WAY OF EXPRESSING ALMOST ANY IABLE DR PROCEDURE FOR USE OF ANALYSISTS PROGRAMERS, AND SYSTEM PERSONNEL OPERATING JOYCE, CC COBO EVOLUTION AND REVOLUTION o' COP WATERHOUSE REVIEW WINTER, 1964 PRICE COMPUTERIZATION MIGHT VIEW THIS PAST EVOLUTION IN COP AND THE CEV-' WE FORSEEN IN THE FLTURE AS A CONTINUING PROGRAM TO OELOPMENTS THE TWO MAJOR PROBLEMS ASSOCIATED WITH COMPUTERS, OVERCOME PROGRAMMING AND SCHEDULING IN ACCOMPLISHING THIS, NAMELY HAS BEEN TAKEN OF THE COMPUTERS INTERNAL ADVANTAGE POWERS BY PROGRAMMING THE COMPUTER TO ASSIST IN PROCESSING MANY OF ITS OWN SCHEDULING AND CONTROLLING PERFORMING THIS EXTENSION OF COMPUTER PROCESSING FUECTIONS THROLGH SOFTWARE DEVELOPMENTS MAKES IT POSSIBLE CAPABILITIES TAKE ADVANTAGE OF MORE POWERFUL HARDWARE FEATURES WHICH TO TURN MAKE POSSIBLE STILL FURTHER ADVANCES IN SOFTWARE IN DEVELOPMENTS TGETHER MADE POSSIBLE WHAT HAS BEEN THESE THE EDP REVOLUTICN CALLED lOAN JR AB CO51 SCIENCE--ITS IMPACT ON MANAGEMENT THINKING MANAGEMENT WATERHOUSE REVIEW WINTER, PRICE STAFF-ADVICE DECISICN-MAKING, SCIENCE AND ITS PRACTITIONERS HAVE GIVEN MANAGEMENT INDICATION THAT THEY HAVE SOMETHING VALUABLE TO OFFER EVERY THE PRACTICE OF TOP MANAGEMENT WE HAVE SEEN HOW THEY CAN TO HOW MANAGEMENT THINKS ABOUT ITS PROBLEMS, HOW INFLUENCE OBTAINS AND USES STAFF ADVICE ON SPECIFIC ISSUES MANAGEMENT WHICH IT MUST DEAL EVEN HOW IT CAN CONTROL OR INFLUE-' WITH THE WAY IN WHICH MANAGEMENT DELEGATES PORTIONS OF ITS ENCE MAKING ROLE DECISID IS EVIDENT THAT AS EXPERIENCE WITH THE IDEAS, METH-' IT AND TECHNIQUES OF THE MANAGEMENT SCIEKDES INCREASES, DDOLOGY SCIENCE WILL CLAIM A BIGGER, FULLER ROLE IN THE MANAGEMENT OF MANAGEMENT IT SEEMS EQUALLY EVIDENT THAT IT PRACTICE BE ACCORDED THAT RCLE AS THEIR ACCCMPLISHMENTS ARE MORE WILL TC USE THEM HENDERSON, BD C052 PLANNING STRATEGY HORIZONS WINTER, 1964 BUSINESS ACHIEVEMENT PERFORMANCE, MANY CCMPANIES LABCR TD MAKE SMALL DIFFERENCES TCO PRODUCE SMALL DIFFERENCES IN PROFITABILITY PERFORMANCE FORTUNES REALLY DEPEND UPCN FEW BASIC DECISIONS, CORPORATE DECISIONS THAT MUST BE METHODICAL, ANALYTICAL, AND STRATEGY THE AUTHCR HAS SEVERAL SUGGESTIONS FOR THE ART OELIBERATE STRATEGY FORMULATION HE DISCUSSES THE CHANGING USINESS OF AND HOW THIS ENVIRONMENT NECESSITATES STRATEGY ENVIRONMENT AFTER DEFINING STRATEGY AS OUR GOALS IN TERMS OF PLANNING CHARACTER AND DIRECTION IN IHE PERIOD FIVE TO TEN CORPORATE AHEAD AND ThE METHODS USED IN ACHIEVEING THESE GOALS, YEARS AUTHOR GIVES A LIST OF THE MAJOR OBJECTIVES OF STRATEGY THE THIS LIST INCLUDES APPRAISING CORPORATE RE-' FORMULATION AND CONSTRLCTING, TRANSLATING, AND GAINING ACCEPT-' GOALS, OF THE GOALS AND SIRATEGY A COMSENSUS AMONG TOP MAN-' ANCE AS TO WHAT TD DO AND HOW TO DO IT IS ALSO NECESSARY. AGEMENT WILLIAMS, EGI 0053 SYSTEMS APPROACH TC MANPOWER MANAGEMENT. A HORIZONS WINTER, 1964 BUSINESS RECRUITMENT, TRAINING SELECTICN, CONVENTIONAL SPECIALIZATION OF PERSONNEL EXECUTIVES ThE NO LONGER APPROPRIATE A BEITER APPROACH IS ONE THAT IS MANPOWER MANAGEMENT AS A TOTAL SYSTEM INTERACTING WITh VIEWS SYSTEMS OF WORK A TOTAL MANPOWER SYSTEM HAS AT LEAST OTHER SEPARATE SUBSYSTEMS--EMPLCYMENI, DEVEIDPMENT UNILI-' FIVE COMPENSATION, AND MAINTENANCE, ALL OF WHICH ARE ZATION, AND INTEGRATED INTERRELATED GABER, NH CHEANEY, ES C054 SOME GUESSWORK OUT OF R D INVESTMENTS TAKING HORIZONS WINTER, 1964 BUSINESS RESEARCH PLANNING EVALUATE, DECISION TD INVEST IN RESEARCH AND DEVELOPMENT ANY CONSIDER ITS RELATIONSHIP TO CORPORATE STRATEGY. SHOULD ALONE IS INSUFFICIENT FOR PLANNING SUCH A PROGRAM. INIUITION ARIICLE TELLS HOW TO USE TOOLS TO EVALUATE AND AD-' THIS A TECHNICAL INVESTMENT PROPOSITION THE PROCESSES MINISTER ESTABLISH OBJECTIVES, GENERATE PROPOSALS, YIELD DE-' THAT PLANS AND ESTIMATES ANC APPRAISE RISKS TAILED ARTICLE SHOWS HOW TO INTEGRATE THESE TOOLS INTO A THE ANALYSIS FRAMEWORK AND ILLUSIRATES THIS TECHNIQUE MEANINGFUL A PRACTICAL EXAMPLE A SERIES OF CHARTS AND TABLES ARE WITH IN THIS EXAMPLE USEO SCOTT, WE C055 ACTUARIAL-CLINICAL CONTROVERSY IN MANAGERIAL SELECTION THE HORIZONS WINTER, 1964 BUSINESS PERFORMANCE RECRUITMENT SELECTION SELECTION OF MANAGERIAL TALENT IS A PROBLEM OF THE CONCERN LITTLE IS KNOWN HOWEVER, ABOUT PER CONSIDERABLE AND ITS BEHAVIORAL CORRELATES. IT HAS BEEN SUG FORMANCE THAT MANAGEMENT USE THE CLINICAL APPROACFEEACTUARIAL GESTED EVEN IF POSSIBLE TO DEVELOP, WOULD NEVER BE AS EF-' METHODS, EVIDENCE, HOWEVER, INDICATES PROGRESS IN THE FECTIVE OF ACTUARIAL METHODS DEVELOPMENT AUTHOR DISCUSSES THE ACTUARIAL-CLINICAL DEBATE AND THE METHODS INVOLVED IN THE TWO APPROACHES. HE THEN GIVES THE ARGUMENT FOR THE CLINICAL APPROACH, CITING EVIDENCE FOR THE THIS METHOD THE ACTUARIAL PROGRESS IS GIVEN AND JUDGING THE ACTUARIAL PREDICTION METHODS WILL NOT BE ALIHOUGF OVERNIGHI FIRMS SHOULD BEGIN NOW TO THINK IN DEVELOPED F THIS PROCESS AND BEGIN TO INVESTIGATE AND STUDY TERMS METHODS AND TO TRY TC GAIN A BETTER UNDERSTANDING SELECTION MANAGERIAL PERFORMANCE OF SMITH vE 0056 IN THE MACHINE FOR SUPPER WHAT TOPICS WINTER 1964 BUSINESS FOOD POVERTY, AUTHOR DISCUSSES TE POSSIBILITIES OF USING THE ANALYSIS DF HUMAN CLEFS IN ANSWER TO PROBLEMS OF COMPUTER FOOD ADMINISTRATION ALTHOUGH PERSONAL DIFFER-' LARGE-SCALE IN TASTE CAN NOT PRESENTLY BE PROVIOEO FOR PRECISELY ENCES COMPUTER CAN SHOW US POSSIBILITIES FOR ECONOMIZING EVEN THE PALATABILITY CCNSIDERATIONS ARE VERY IMPORTANT WHEN DIETS CAN BE OBTAINED FROM WHICH THE DIETITION LEAST-COST SOCIAl WORKERS, AND ECONOMISTS CAN ADVISE AND NUTRITIONIST, THOSE WHO COME TO THEM WITH PROBLEMS OF NUTRITION, AID FOOD COSTS, OR SIMILAR MATTERS POVERTY, EFFICIENCY, AND APPLICATION OF THE PLAN ARE COSTS, ALONG WITH SOME RATHER INTERESTING MENUS DISCUSSED COLLINS, OF MOORE, DG UNWALLA, D 005? ENTERPRISING MAN AND THE BUSINESS EXECUTIVE THE TOPICS WINTER, 1964 BUSINESS RECRUITMENT SELFC/ICN, MEN STRIKE OUT ON THEIR OWN OTHERS JOIN THE SOME OF ESTABLISHED ORGANIZATIONS THIS STUDY REVEALS HIERARCHY ESSENTIAL DIFFERENCES BETWEEN THEM AFTER GIVING THE CERTAIN AND METHODS USED IN IHE SIUDY, A STATISTICAL PROFILE SAMPLE SOME OF THE DIFFERENCES BETWEEN THESE TYPES OF MEN CITES TABLES ARE USED TO PRESENT THIS INFORMATION NUMEROUS OF ACTION PATTERNS ARE MADE TO EXPLAIN OTHER COMPARISONS DIFFERENCES SIGNIFICANT AUTHOR CONCLUDES THAT THE ESSENTIAL DIFFERENCE BE-' THE ThE ENTREPRENELR AND THE BUSINESS HIERARCH LIES IN TWEEN OF THEIR MODE OF APPROACH IO THE WORLB AROUND THEM. THE AREA FACTOR ABOLT THE ENTREPRENEURS IS THAT THEY FOUND AN UNIQUE FOR THEIR CREATIVITY BY MAKING OUT OF AN UNDIFFER-' OUTLET MASS OF CIRCUMSTANCE A CREATION UNIQUELY THEIR OWN, ENTIATED BLSINESS FIRM A BLEMENIHAL, SC DOBB THE CHAIN OF COMMAND BREAKING AUTOMATION DECEMBER, BUSINESS COMPUTERIZATION ARTICLE DESCRIBES THE TREND OF THE CHANGING AND THIS ROLE OF COMPUTERS IN LARGE COMMERCIAL ENTERPRISES EXPANDING PERCEPTABLE CHANGE IN ORGANIZATIONAL STRUCTURE IS AC A THE EVOLLTION PRCM TRADITIONAL COMPUTER COMPANYING INTO MORE ADVANCED BUSINESS SYSTEMS. APPLICATIONS THE PAST COMPUTERS PERFORMED MUNDANE FUNCTIONS SUCH IN PAYROLL, INVENTORY RECORDING, AND ACCOUNTS PAYABLE AND AS BUT NOW THERE IS AN INCREASING USE OF COMPUTER RECEIVABLE, IN COMMUNICATIONS MANUFACTURING CONTRDL SCHEDULING SYSTEMS RETAILING THESE NEW USES HAVE IMPLICATIONS TO CORPOR-' AND AS THEY GROW IN SIZE, PRODUCT LINES, EMPLOYEES AND ATICNS INVESTMENT SIGNIFICANT AMONG THE IMPLICATIONS ARE CAPITAL INADEQUACIES OF ACCUSTOMED MANAGEMENT METHODS THE DE-' THE
Page 1 and 2:
Decision Maker's Guide The to Plann
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CONTENTS How TO EFFECTIVELY USE THE
Page 6 and 7:
Ask yourself "In what other profess
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ABILITIES ABILITIES ABILITIES 0205
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A ALLOCATION ALLOCATICNA TAX ALLCCA
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APPLYING AFELYIMO EMPIRICAL METHODS
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N|E BA NORTGAGE PLAN FELPS SMALLER
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CASE METHOD CASE-METECC TRAINING 10
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(conhnued) COMMUNICATION CCPMLNICAT
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CONSULTANT COKSbLTANT TO CFOCSE CCN
Page 23 and 24:
COSTS COSTS COSTS C240 BbECET BOP,
Page 25 and 26:
(conhnud) DECISION CONTROLS C653 OE
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DIRECT DIRECT CF STANDARD DIRECT CO
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(cont,nued) EDUCATION EDCATIC C560
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ENTERPRISING ENTERPRISINO ENTERPRIS
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EXPECTATIONS EXPECTATIChS SOCIALIZA
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(continued) FUNCTIONS SYSTEM [;IACR
Page 37 and 38:
HOW (conhnued) HOW TO USE RCbTINE O
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(conhnued) INFORMATION FLAhhIhC IhF
Page 41 and 42: INTELLECTUAL IKTELLECTLAL SELECTIEh
Page 43 and 44: DESCRIPTION (conhnued) JOB JC-OESCR
Page 45 and 46: MAGEENT (conhnue THE MANACEMEnT CF
Page 47 and 48: (conhnued) MARKETING A Eh MARKETINC
Page 49 and 50: MORALE PORALE FERFCRMACE, CIIVATIOh
Page 51 and 52: OPERATIONAL OPERATIONAL STRATEGIC A
Page 53 and 54: ORGANIZING (cont,nued) CRGANIZINC S
Page 55 and 56: (conhnue) PERSONNEL CF SATISFACTION
Page 57 and 58: PLANNING (conhnued) PITFALLS IK PLA
Page 59 and 60: PRODUCT (conhnued) CPM FOR hEN FRCL
Page 61 and 62: (conhnued) PROGRAMS PLAnNInG, CONTR
Page 63 and 64: REACTION REACTICN SON CF E AN ThE R
Page 65 and 66: RESEARCH (continued) RESEARCH CEVEL
Page 67 and 68: SAMPLING SAMPL[KG LSE OF STATISTICA
Page 69 and 70: ELECTION (conhnued) ¥ESIING, SELEC
Page 71 and 72: (conhnued) STAFF EVERSELL Ih SIAFF
Page 73 and 74: SUPERVISORY SUPERV[S£RY IN EACTCR-
Page 75 and 76: TECHNOLOGY (conhnued) EDbCATIEhAL 1
Page 77 and 78: TRAINING (cnhnued) TRAINING SELECTI
Page 79 and 80: (conhnued) URBAN C RENEWAL C39E ETR
Page 81: (conh nued) WORKERS ATAIhPET OF kCR
Page 84 and 85: DUNNETTE, MARVIN 0 MD DUNNETTE, GEO
Page 86 and 87: NUCKOLS, ROBERT C. CHRIS NUGENT FRA
Page 89 and 90: COOl CC03 H HAYFIELD, OPPORTUNITY S
Page 91: AND DEFICIENCIES OF THE FIRM PROECT
Page 95 and 96: IN THE YEARS IMMEOIATELY AHEAD, AND
Page 97 and 98: CORRECTION GENERAL EMPLOYMENT PRACT
Page 99 and 100: AREAS ADECUATELY SATISFIED BOTH CRI
Page 101 and 102: ASSOCIATIONS SIX TESTS WHICH ARE FU
Page 103 and 104: 0166 FOR REDUCING THE INSTABILITY A
Page 105 and 106: DEFIRES MOTIVATIOR AS A STIMULUS TH
Page 107 and 108: STORAGE HARDWARE AND SUPPLIES, AND
Page 109 and 110: VIA TELEVISION IS ONE METHDD OF COP
Page 111 and 112: SIMILAR ARE THE AUDIENCES OF TWO DR
Page 113 and 114: COMPARE SALARY LEVELS WITH COMPARAB
Page 115 and 116: REMAINS ACHINGLY UNRESOLVED GOALS H
Page 117 and 118: PRESENT PROGRAMS MUST BE INDIVIDUAL
Page 119 and 120: ALLt AN EXECUTIVE NEEDS AN UNDERSTA
Page 121 and 122: WOMEN THAT THEY DO NOT HAVE TO CHOO
Page 123 and 124: MANAGEMENT REVIEW, SUMMER, 1966, VD
Page 125 and 126: ASSIGN EACH ITEM A GENERAL CLASSIFI
Page 127 and 128: THROUGH A FREE, OPEN, AND LIBERAL S
Page 129 and 130: NATION FRANK, RONALD MASSY, WILLIAM
Page 131 and 132: EQUATIONS TO ANTICIPATE THESE POSSI
Page 133 and 134: FITNESS- -DECREASING ELTON, CHARLES
Page 135 and 136: PAGES Z6 SATISFACTICN, CRGANIZATIGN
Page 137 and 138: HE DISCOVERED WIDE DIFFERENCES IN R
Page 139 and 140: AND EMPLOYEE ATTITUDES KEEP FACTS F
Page 141 and 142: DATA CENTER IS JUSTIFIED BY THREE R
Page 143 and 144:
VIA TELEPHONE BANKS SUPPORTING THIS
Page 145 and 146:
REQUIREMENTS FOR A PLANNING SYSTEM
Page 147 and 148:
TO THE NEW INDEPENDENT SAMPLE SIGNI
Page 149 and 150:
CONFRONTATION MEETING PROVIDES MANA
Page 151 and 152:
MOTIVATOR-HYGIENE THEORY HERZBERG-M
Page 153 and 154:
HAVE BEEN WONDERING ABOUT FOR SOME
Page 155 and 156:
CONTRIBUTE TO THE WHOLE THEY ARE -[
Page 157 and 158:
ORGANIZATION PLANS, ARTICLE PRESENT
Page 159 and 160:
FUNCTION ASSDCIATIOh OF ACCOUNTANTS
Page 161 and 162:
A CHICAGO-BASED MAIL ORDER FIRM, IS
Page 163 and 164:
BY THE GENERAL ELECTRIC COMPUTER DE
Page 165 and 166:
ASSUME RESPONSIBLE POSITIONS ALSO,
Page 167 and 168:
INTERNATICNAL ALL THE TIMEr AND WHE
Page 169 and 170:
IS COMPLETE ONLY WHEN THE RECIPIENT
Page 171 and 172:
TERMINAL EXTINCTION SESSICN CRITERI
Page 173 and 174:
AIDS FOR THE RETAILER II CONCLUDES
Page 175 and 176:
SCIENCES TO THE PRACTICE OF MANAGEM
Page 177 and 178:
THREE IkTERRELAIED PROBLEMS ARE OF
Page 179 and 180:
IVES, K H GIBBONS, J D ICOT CORRELA
Page 181 and 182:
LENS [NC FINDS TIGHT COST CONTROL T
Page 183 and 184:
REPRINTED HAYNES* ULRIC 111k JOB OP
Page 185 and 186:
IN -UNSHELTERED-WORKSHDPS CAPABLE C
Page 187 and 188:
IMPORTANCE DESPITE PROSPECTS FOR CO
Page 189 and 190:
OF DEFENSE EMPLOYS A SIMILAR SYSTEM
Page 191:
1210 PAYMENTS ANC WORK INCENTIVE SO
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