Y007075 1
034116 BKM84L1516 
'Corporate Culture' In Financial Services. 
Gordon, G.G.; ; Haegele, M.J. 
Bankers Monthly Vol.101, No.12, Dec. 15, 1984, P. 16-18. 3 Pages. 
Co. of Pub.: U.S.A.
LANG.: ENG. 
CODEN: BNKMAK ISSN: 0005-5476 
DOC. TYPE: Journal ARTICLE TYPE: Feature 
SPEC. FEATURES: includes Graphs; 
Banks and insurance companies have traditionally cultivated an internal emphasis on stability that was suited to the gradual nature of changes that occurred in their products, customers, competitors, technologies, regulations, and economic conditions prior to the early 1970s. This emphasis fostered highly structured employee organization, procedures, responsibilities, training, and communication channels. Today's kaleidescopic business environment demands that financial service firms emulate successful companies in other industries that have adapted to a constant market flux by generally encouraging employees to initiate creative individual action. This can be accomplished if the chief executive officer (CEO) manifests a clear conception of the corporations identity and direction that can be translated into concrete goals and communicated throughout the organization. Figure One compares management values in utility companies with those in high performance manufacturing companies relative to three stability oriented and three change oriented attitudes. Figure Two similarly contrasts management values in high perfomance financial institutions with those in low performance financial institutions, and implicitly demonstrates that corporate flexibility is compatible with financial risk management. 
DESC.: Financial Service Industry; Financial Instruction; Financial Management; Financial Planning; Business Organization; Strategic Planning; Strategic Management; Human Resource Development; Bank Management ; Human Resource Management; Insurance Industry; Employee Orientation; Training and Development; Goals and Objectives; Management Strategy; Employee Behavior; Organization Structure

Y007075 2
0340978 MWL85A0032 
Shaping Strategy 
Ferris, G.R.; Curtin, D. 
Texas A & M University, College Station, TX 
Management World Vol.14, No.1, Jan. 1985, P. 32-33, 38. 
Co. of Pub.: U.S.A.
LANG.: ENG. 
ISSN: 0090-3825 
DOC. TYPE: Journal ARTICLE TYPE: Column 
SPEC. FEATURES: includes Diagrams; 
Successful companies recognize the important roles of personnel management that contribute to the overall organization effectiveness. These role are: 1) entry and exit, 2) work redesign, and 3) planning and evaluation. The emphasis is on smarter planning using selection devices, effective forecasting, systematic analysis of job skill and ability demands, and more effective use of program evaluation procedures. A diagram is included. 
DESC.: Human Resource Management; Personnel; Personnel Problems; Staffing; Personnel Director; Problem Solving; Forecasting; Job Analysis; Program Evaluation; Hiring; Strategic Management; Procedures

Y007075 3
0340599 DRV8520024 
Redundancy And Unemployment: The Role Of the Personnel Manager. 
Chell, E. 
University of Salford, 
Personnel Review Vol.14, No.2, 1985, P. 24-30. 8 Pages. 
Co. of Pub.: U.S.A.
LANG.: ENG. 
CODEN: PRRVAQ ISSN: 0048-348 
DOC. TYPE: Journal ARTICLE TYPE: Research Findings 
SPEC. FEATURES: Bibliography: 31 references; includes Tables; 
The personnel manager's role in an employee termination action, the management of its psychological consequence on the remaining workforce and the social-psychological conceptual nature of employee termination are explored. Employee termination emphasizes personnel management conflicts in reconciling organizational and employee needs. Insufficient data limited the research and conclusions regarding how employee termination affects the remaining workforce, though evidence indicated there was an effect. The research indicates the need for further investigation, particularly at the early planning stages of employee termination. Tables show the probability of using methods for manpower reduction by industry, the methods of announcing redundancy, and observations on initial reactions by employees at termination. 
DESC.: Unemployment; Employee Counseling; Employee Behavior; Industrial Psychology; Personnel; Personnel Problems; Human Resource Management; Employee Relations

Y007075 4
0339442 TDJ85E0076 
A New Competitive Weapon: The Human Resource Strategy. 
Hax, A.C. 
Massachusetts Institute of Technology, Cambridge, MA, 02139 
Training & Development Journal Vol.39, No.5, May 1985, P. 76, 78-82. 6 Pages. 
Co. of Pub.: U.S.A.
LANG.: ENG. 
CODEN: TDEJA7 ISSN: 0041-0861 
DOC. TYPE: Journal 
SPEC. FEATURES: Bibliography: 6 references; includes Chart; 
Recent pressures have put new emphasis on human resource strategies. Increased international competition and declining markets in many industries are among these recent pressures. Any methodology must be tailor-made to accommodate a given industry. A chart showing the major decision making categories is provided. Charts show strategic categories and the business life cycle, the formal corporate strategic planning process, availability of human resources data, the use of human resource activities in strategy implementation, and present personnel policies regarding the major decision making categories. 
DESC.: Decision Making; Human Resource Development; Corporate Planning; Business Cycle; Personnel; Competition Strategy; Strategic Planning

Y007075 5
0339440 TDJ85E0084 
HRD At the Roots Of Corporate Strategy. 
Likow, P. 
Boston University, Boston, MA, 02215 
Training & Development Journal Vol.39, No.5, May 1985, P. 84-87. 4 Pages. 
Co. of Pub.: U.S.A.
LANG.: ENG. 
CODEN: TDEJA7 ISSN: 0041-0861 
DOC. TYPE: Journal 
SPEC. FEATURES: Bibliography: 2 references; includes Diagrams, Drawings; 
The human resource development (HRD) department has an important role to play in the strategy development of the organization. It can be of vital importance in the formulation process. It can also be important in the implementation phases by way of training, development, and education. Strategy is generally formed by either a formal or an informal process. When the strategy is informal, the HRD department must use a process called the strategic audit. The development of strategic thinking programs should be encouraged. A drawing of a tree and its roots - intuition, bargaining, and negotiating - is included. A diagram illustrating the formal strategic planning process is provided. 
DESC.: Human Resource Development; Organization Structure; Training and Development; Training Method; Organization Planning; Strategic Planning; Strategy; Management Strategy

Y007075 6
0339100 IEN85A0072 
IE's Face Challenges In Managing Human Resources To Improve Declining Productivity. 
Miller, R.W. 
Superior Assembly Distribution Center Inc., Los Angeles, CA 
Industrial Engineering Vol.17, No.1, Jan. 1985, P. 72-76, 79. 5 Pages 
Co. of Pub.: U.S.A.
LANG.: ENG. 
CODEN: IDLEB9 ISSN: 0019-8234 
DOC. TYPE: Journal 
Human resources must be effectively managed to maintain productivity. Industrial engineering (IE) managers face a shortage of trained personnel, technical complexity and integrated management team demands. Personal values of today's employee have shifted from monetary/status desire company loyalty, job security and organization identity to leisure desire, challenging work assignments and personal/professional identity. The strategic management of employees requires employee opinion unput, problem solving participation, a manpower plan, a succession plan, career path planning, training programs and periodic audits. The IE function must be organized according to the department mission with defined goals and responsibilities. 
DESC.: Industrial Engineering; Management; Productivity; Production; Human Resource Management; Strategic Management; Analysis; Personnel; Human Resource Development

Y007075 7
0338779 HRM84P0129 
Strategic Management Of Human Resources In the Multinational Enterprise.
Tung, R.L. 
Pennsylvania, Univ. of, 
Human Resource Management Vol.23, No.2, Summer 1984, P. 129-143. 10 Pages. 
Co. of Pub.: U.S.A.
LANG.: ENG. 
ISSN: 0090-4848 
DOC. TYPE: Journal ARTICLE TYPE: Research Findings 
SPEC. FEATURES: Bibliography: 30 references; 
Strategic management has recently begun to include utilizing human resources in the most efficient way possible by emphasizing the quality of management. In the multinational corporation there are many pitfalls to the successful management of human resources. They are: 1) shortchanging the human resource function in terms of relegation to a lesser status; 2) the primary criterion for selecting personnel for overseas duties is technical competence to the exclusion of people skills 3) failure to competently complete an overseas assignment can be due to the inability of the family of an employee to adjust; 4) many firms do not provide adequate training for assignments; 5) frequently the overseas assignment is too short to be completed correctly; 6) many firms are too quick to label the attempts by overseas employees failures; and 7) not adequately utilizing alternative human resources. The Japanese utilization of overseas employee can be looked to for an example of success. They are especially strong in the following areas: 1) the importance that they give to the human resource management function; 2) they assign their employees to overseas posts for a prolonged time; 3) they supply an adequate support system; 4) they use testing to make choices for assignments based, at least in part, on people skills; and 5) they provide adequate training. 
DESC.: International Corporation; Multinational Corporation; Japan ; Employee Relations; Management Strategy; Strategic Planning; Overseas Employees; Foreign-Based Employee; Human Resource Management; Human Resource Development; Japan

Y007075 8
0338771 HRM84M0365 
Strategies For Adapting To High Rates Of Employee Turnover. 
Mowday, R.T. 
Oregon, Univ. of, 
Human Resource Management Vol.23, No.4, Winter 1984, P. 365-380. 16 Pages. 
Co. of Pub.: U.S.A.
LANG.: ENG. 
ISSN: 0090-4848 
DOC. TYPE: Journal ARTICLE TYPE: Feature 
SPEC. FEATURES: Bibliography: 13 references; includes Tables; 
Turnover rates are frequently viewed from a negative point of view. However, there are conditions under which an organization might want to encourage voluntary turnover. At times it becomes necessary for an organization to be able to adapt to high turnover rates even if it would rather not. High turnover rates cause insecurity within the workforce and uncertainty in the environment. These problems can be dealt with by buffering activities, such as: (1) introducing slack into the system; (2) expanding training and development; (3) making job classifications and rules less restrictive; (4) using autonomous work groups, thus creating a sense of belonging; (5) fostering a core of employees who are really committed and (6) dealing with speculations among employees concerning turnover. Other activities are leveling in their strategic effect, which tend to decrease levels of uncertainty while allowing turnover rates to remain high. It is less disruptive if an organization can predict an increase in turnover and minimize any problems caused by this increase. Adaptation strategies must be effective, possible, and as cost effective as possible. Tables which describe adaptive strategies and the negative consequences of turnover increases are included. 
DESC.: Human Resource Development; Strategic Planning; Organization Planning; Strategic Management; Management Strategy; Turnover Employee; Employee Behavior; Industrial Relations; Training and Development

Y007075 9
0338764 HM84M0409 
Organization And Human Resource Professionals In Transition. 
Sears, L.N. Jr. 
General Electric Co., 
Human Resource Management Vol.23, No.4, Winter 1984, P. 409-421. 13 Pages. 
Co. of Pub.: U.S.A.
LANG.: ENG. 
ISSN: 0090-4848 
DOC. TYPE: Journal ARTICLE TYPE: Feature 
SPEC. FEATURES: Bibliography: 6 references; includes Diagrammatic Models, Tables; 
The future of organizations depends on their ability to combine and integrate the organizational needs with the needs of the people who function there. Traditional human resource functions must be related to the overall organizational stratety and to the changing environment. In order to accomplish a proper fit, critical needs of the organization must be assessed. Matching those needs with demonstrated abilities and aptitudes of the individual, and relating these things with individual personalities within the organization are necessary. The goals and objectives of an organization must be defined as the business strategy and then clearly understood by all. Profitability of the organization must be compared to like organizations. Once the direction and performance have been ascertained, the capability of meeting the needs as presented must be defined. Lastly, the external environment must be considered. To meet all these needs, the future human resource manager will need: (1) business skills; (2) human resource skills; (3) self awareness; (4) communication skills; and (5) planning and organizational skills. The overall difference for the person involved in human resource management will be to attain more balance between functional and business knowledge. A diagrammatic model of role dynamics is included as well as a table defining human resource activities. 
DESC.: Human Resource Management; Human Resource Development; Job Requirement; Job Development; Forecasting; Industrial Dynamics; Organizational Development

Y007075 10
0338558 SBR84L0079 
The Lesson Learned From Mistakes: Get Back To Basics. 
Anon 
Small Business Report Vol.9, No.12, Dec. 1984, P. 79-81, 83. 4 Pages. 
Co. of Pub.: U.S.A.
LANG.: ENG. 
DOC. TYPE: Journal 
SPEC. FEATURES: includes Drawings; 
James R. Balcom, Jr., president and chief executive officer of Techsonic Industries, Inc., of Lake Eufula, Alabama has learned by trial and error the six basics for company success. Planning was conducted to establish long range goals that were not simply a reaction to the market. People were selected based on their aggressive, hard driving intelligence rather than on training for a position. Quality was upgraded by upgrading research and development and by stressing quality in the manufacturing end. Marketing research was extensive and regulated what the final product would be. Delegation is a principal part of the chief executive officer's (CEO) management style and is reflected at all levels. Control has been exercised to keep the phenomenal success of their new product from catapulting them into a risky position by overextending their abilities and cash flow. Balcom's concern for his employees has led to many benefits for employees, including an employee stock option plan (ESOP), health and fitness plans, on and offsite training, including use of personal computers, and employee of the year and month awards.
COMPANY NAME: Techsonic Industries Inc., , Lake Eufaula, AL, Fishing Industry, 
NAMED PERSON: Balcom, James R. Jr. - CEO, Techsonic Industries Inc. - 
DESC.: Long Range Planning and Objectives; Quality Control; Expansion; Research and Development; Strategic Management; Management Style ; Management Strategy; Employee Benefits; Morale; CEO; Leadership; ESOP

Y007075 11
0338023 SMJ85A0039 
Managing the New Venture Division: Research Findings And Implication For Strategic Management. 
Burgelman, R.A. 
Stanford University, Stanford, CA 
Strategic Management Journal Vol.6, No.1, Jan./March 1985, P. 39-54. 16 Pages. 
Co. of Pub.: England
LANG.: ENG. 
CODEN SMAJDB ISSN: 0143-2095 
DOC. TYPE: Journal ARTICLE TYPE: Feature; Research Findings 
SPEC. FEATURES: Bibliography: 25 references; includes Chart, Organization Charts, Tables; 
Due to a need to maintain a competitive status in order to survive, many corporations are attempting to facilitate entrepreneurship. This has often resulted in the development of the new venture division (NVD), which has created new managerial problems related to a lack of understanding of the autonomous nature of the NVD. There are differences in characteristics between the present operating system and the NVD. Some problems encountered in integrating the NVD into corporate operations are: 1) domain; 2) synergy; 3) the management system; and 4) personnel transfers. There is considerable ambiguity in areas such as: 1) expected strategic importance in relation to corporate development; 2) volatile assessments of venture activities; and 3) the degree to which these ventures are related to the activities of the operating system. The overall concern is that large corporations should start to structure their operating systems in such a way as to be able to incorporate more autonomy in their respective departments. Creativity and action that is well organized can both create tension which a corporation must be able to deal with. Tables, charts, and an organizational chart are included. 
DESC.: Management Science; Management Strategy; Strategic Planning ; Entrepreneur; Entrepreneurship; Corporate Behavior; Industrial Dynamics; Corporate Planning; Corporate Reorganization; Organizational Development; Operations Research; Operations Management; Autonomy; Creativity; Restructuring

Y007075 12
0337954 ISM84M0091 
The Strategies Of Foreign Subsidiaries: Responses To Organizational Slack. 
Poynter, T.A.; White, R.E. 
University of Western Ontario, London, Ontario 
International Studies of Management & Organization Vol.14, No.4, Winter 1984, P. 91-106. 14 Pages. 
Co. of Pub.: U.S.A.
LANG.: ENG. 
ISSN: 0020-8825 
DOC. TYPE: Journal ARTICLE TYPE: Research Findings 
SPEC. FEATURES: Bibliography: 11 references; includes Diagrammatic Models; 
Multinational firms have problems in their international operations which require new strategies as well as new approaches to organizational structure. Subsidiaries of these firms face problems unique to their environment as well as specific to their strategic placement in the organization. Varying business strategies of subsidiaries are: 1) miniature replicas; 2) marketing satellites; 3) rationalized manufacturers; 4) product specialists; and 5) independent strategists. Factors that affect the choice of strategy are: 1) the total environment; 2) available resources; 3) the values of those in a position to implement strategy; and 4) the relationships that exist within an organization. Organizational slack occurs when human resources exceed current needs, but create problems in managing the amount and kind of slack present. Trying to eliminate or use this slack can result in: 1) proliferation of the product; 2) excessive local adaptation; and 3) decreases in return on investment. Diagrammatic models are included. 
DESC.: Organization Structure; Strategic Planning; Environmental Constraints; Business Structure; Resource Management; Human Resoudce Management; Resource Allocation; International; Multinational Corporation; Subsidiary

Y007075 13
0337702 SMR85N0035 
Corporate Strategy And the Design Of Computerized Information Systems. 
Camillus, J.C.; Lederer, A.L.
Pittsburgh, Univ. of, 
Sloan Management Review Vol.26, No.3, Spring 1985, P. 35-42. 8 Pages. 
Co. of Pub.: U.S.A.
LANG.: ENG. 
CODEN: MRVAO ISSN: 0019-848X 
DOC. TYPE: Journal ARTICLE TYPE: Feature 
SPEC. FEATURES: Bibliography: 17 references; includes Diagrams; 
Computerized information systems (CIS) are having a major impact on organizations. It is important that the selection and design of CIS be in tune with the strategic management processes of the organization. How to select and orient the design of CIS is discussed. Major differences exist between computer systems for transaction processing and decision support systems. Hardware, software, personnel, and management style needed are quite different depending on objectives of the sytems. Generic strategies are reviewed and related to different corporate environments. There should be a match between design of CIS and strategic management choices. Diagrams are included. 
DESC.: Computer Systems; Computers and Data Processing; Data Processing; Information Systems; Decision Support Systems; Systems Design; MIS; Management Strategy; Strategic Planning; Management Style; Management Policy

Y007075 14
0337427 HUR85G0643 
Procedural Justice And Participation. 
Cohen, R.L. 
Bennington College, Bennington, VT 
Human Relations Pol.38, No.7, July 1985, P. 643-663. 21 Pages. 
Co. of Pub.: U.S.A.
LANG.: ENG. 
CODEN: HUREAA ISSN: 0018-7267 
DOC. TYPE: Journal 
SPEC. FEATURES: Bibliography: 48 references; 
Resource distribution decisions are more readily accepted by those who have participated in them. Procedural justice can have significantly different effects in situations that arise involving legalities and those involving wages in profit oriented organizations. In legal settings, three characteristics of procedural justice are encountered: 1) the possibility of consequences that could affect the stability of the institution; 2) this stability influence results from differences of procedure, participation, and control; and 3) features of the paradigm such as equality of the process, belief in the possibility of impact, and impartiality of the decision control. Research in a judicial setting encompasses impartial judgments, and research in an organizational setting encompasses the profit motive. Participation can be employer initiated. Limiting paricipation can result in frustration plus a feeling that any resulting decision is distinctly unjust. It is possible that participation deemed good by employees could be harmful to employers, or that participation deemed helpful by employers could not benefit employees. 
DESC.: Participative Management; Management Style; Organization Structure; Profit Motive; Legal; Judicial; Decision Making; Decision Science; Justice; Human Relations; Human Resource Management

Y007075 15
0337378 SPM85E017 
The Unifying Theory Of Productivity (UTOP): How To Manage Human Resources. 
Bodek, N. 
Productivity Inc. 
Supervisory Management Vol.30, No.5, May 1985, P. 17-26. 5 Pages. 
Co. of Pub.: U.S.A.
LANG.: ENG. 
CODEN: SPMNAU ISSN: 0039-5919 
DOC. TYPE: Journal ARTICLE TYPE: Feature 
SPEC. FEATURES: includes Tables; 
The unifying theory of productivity (UTOP) is a process which helps managers utilize the creativity in themselves and each worker. It increases productivity by ensuring that each employee is working at the top of his creative level. UTOP's most effective tool is the creative improvement suggestion system (CISS), which by direct involvement of workers in their jobs, continually inspires creativity. Productivity, Inc.'s study of American,  European and Japanese firms found that the best systems for employees come from their own creative ideas. It is management's job to maintain this creative atmosphere since the success of the company and its employees are one. To urture this atmosphere, managers must be among their workers seeing that needs are met so employee satisfaction is maintained. An important part of the manager's job is to manager the CISS program. Guidelines for developing a system are included, with the main thrust coming from the chief executive office. A table is included that shows workers' needs, company responses and supervisors' actions. 
DESC.: Human Resource Management; Quality Control; Supervision; Management Strategy; Productivity; Production; Creativity; Employee Environment; Work Environment; Employee Behavior; Employee Participation; Industrial Relations; Employment Policy; Job Enrichment; Job Satisfaction; Job Development; Job Motivation; Incentives; Job Performance; Productivity Pay Increase; Quality of Work; Success; Management Functions

Y007075 16
0337262 HRM83R0209 
Strategies For a New Age. 
Harrison, R. 
Harrison Assoc., Berkley, CA 
Human Resource Management Vol.22, No.3, Fall 1983, P. 209-235. 27 Pages.
Co. of Pub.: U.S.A.
LANG.: ENG. 
ISSN: 0090-4848 
DOC. TYPE: Journal ARTICLE TYPE: Research Findings 
SPEC. FEATURES: Bibliography: 15 references; 
Strategic planning within organizations must not be viewed in the light of alignment, or joining together of individuals within the organization, and attunement,  which is supporting one another because of a sense of shared responsibility, caring, and love. Alignment to the organization is a voluntary expansion of individual identification and sense of purpose to include the needs of the organization. Our cultural belief in individual autonomy and control frequently overlooks the natural balance and connectedness of things and possibly even harms the very things we are trying to control by managing or improving. Purpose and intention play important roles in any change that is positive and lasting. Through purpose we seek harmony with our environment and intention in the form of strategic thinking gives meaning to things. A sense of commitment is necessary in order to accomplish such a fundamental strategic change. One thing people need is an acknowledgement of appreciation in order to feel attuned to the environment and this means a commitment in terms of tie. A step toward the implementation of change can be supported and encouraged through setting up discussion groups to encourage dialog. 
DESC.: Strategic Planning; Organizational Development; Human Resource Management; Changes; Human Resource Development; Cooperation; Management; Human Behavior; Industrial Psychology; Industrial Dynamics

Y007075 17
0337261 HRM83R0237 
Developing Strategic Capability: An Agenda For Top Management. 
Prahaad, C.K. 
Michigan, Univ. of, Ann Arbor, MI 
Human Resource Management Vol.22, No.3, Fall 1983, P. 237-254. 10 Pages.
Co. of Pub.: U.S.A.
LANG.: ENG. 
ISSN: 0090-4848 
DOC. TYPE: Journal ARTICLE TYPE: Research Findings 
SPEC. FEATURES: Bibliography: 33 references; includes Tables; 
The fact that competition and economic conditions have been and are changing rapidly makes it easy to understand why impersonal operations orientation does not fully supply the needs of top management. The development of strategic capacity within an organization is an answer to this problem. The implementation of strategic capacity entails allowing for dissent, pluralism, and a fluid and flexible power structure. Organizations think and act strategically only when emphasis is placed on human resource development. It is necessary to keep four things in mind to accomplish this end: 1) the global patterns of competition; 2) the analytical and organizational capabilities are stressed by the efforts to compete; 3) definition of strategic capability; and 4) development of an agenda for change. Three parts of decision making cultures must be developed in order to enhance the organizational capacity: 1) the multiple advocacy process;  2) fluidity and flexibility in the hierarchical power within an organization; and 3) dissent based on good analytical skills. Tables that explain the needs and process are included. 
DESC.: Competition; Market Structure; Economic Conditions; Economic Effects; Strategic Planning; Management Strategy; Organizational Development; Human Resource Development; Industrial Dynamics; Human Resource Management; Changes; Decision Making

Y007075 18
0337259 HRM83R0257 
Bringing Human Resources Into the Strategy Formulation Process. 
Dyer, L. 
Cornell University, Ithaca, NY, 14850 
Human Resource Management Vol.22, No.3, Fall 1983, P. 257-271. 14 Pages.
Co. of Pub.: U.S.A.
LANG.: ENG. 
ISSN: 0090-4848 
DOC. TYPE: Journal ARTICLE TYPE: Research Findings 
SPEC. FEATURES: Bibliography: 9 references; includes Flow Chart; 
Due to changing needs of the business environment, it has become increasingly important to involve the human resource factor in development of strategic plans. A strategy is an indication of what an organization's key people intend to accomplish and how. Strategy making consists of the following phases: formulation, implementation, and evaluation. Human resources, financial resources, manufacturing capacity, and research and development all play a part in strategy development. Human resources become active and helpful in implementation of a new strategy that is feasible and desirable from all points of view. In order to link up human resources to strategic planning, the following strategies are helpful: 1) parallel preparation; 2) inclusion; 3) participation; and 4) review through feedback. In this process the personnel function takes on an all important role of cooperation and integration. Flow charts to explain strategies and the implementation process are included.
DESC.: Human Resource Management; Human Resource Development; Management Strategy; Strategic Planning; Industrial Dynamics; Industrial Relations; Management Functions; Management Tools

Y007075 19
0337258 HRM83R0272 
Commentary On Dyer. 
Hain, T. 
General Motors Technical Center, Warren, MI 
Human Resource Management Vol.22, No.3, Fall 1983, P. 272-273. 
Co. of Pub.: U.S.A.
LANG.: ENG. 
ISSN: 0090-4848 
DOC. TYPE: Journal ARTICLE TYPE: Editorial 
SPEC. FEATURES: includes Chart; 
To be effective, strategic implementation must understand relationships. the important relationships are: strategy, organization, management, and the system of control. The organization as a whole is important and the synergistic effect of its component parts must be considered. Compatibility between strategy and control systems can make or break its implementation. 
DESC.: Critique; Organizational Development; Strategic Planning; Implementation; Control; Control and Planning; Human Resource Management; Human Resource Development

Y007075 20
033757 HRM83R0275 
The Key To the Productivity Dilemma: 'The Performance Manager'. 
Berman, D.L.; Mase, H. 
Citibank Corp., 
Human Resource Management Vol.22, No.3, Fall 1983, P. 275-286. 12 Pages.
Co. of Pub.: U.S.A.
LANG.: ENG. 
ISSN: 0090-4848 
DOC. TYPE: Journal ARTICLE TYPE: Research Findings 
SPEC. FEATURES: includes Tables; 
Improvement in productivity and profitability can be achieved through the advantageous utilization of internal capabilities and potential. The creative and productive potential of personnel within the organization is the responsibility of the management function. The individual manager is the key to the success of the strategic plans. Three conditions that make improvement possible are: 1) the ability to accomplish the task in terms of knowledge, skills or learning aptitude; 2) the motivation and commitment to accomplishing the task; and 3) the support system available to allow the task to be completed. A performance manager can create the necessary conditions and make changes as they become necessary. A manager must select, train, and support the personnel being supervised. Tables and explanatory charts are included. 
DESC.: Productivity; Profitability; Human Resource Management; Human Resource Development; Management Strategy; Manager Behavior; Supervision; Management Skills

Y007075 21
0337256 HRM83R0287 
The Consultants Wake Up To Human Resources. 
Berry, J. 
Human Resource Management Vol.22, No.3, Fall 1983, P. 287-296. 10 Pages.
Co. of Pub.: U.S.A.
LANG.: ENG. 
ISSN: 0090-4848 
DOC. TYPE: Journal ARTICLE TYPE: Research Findings 
Consultants to organizations have come to recognize the value of human resources as defined by corporate culture. This is due in part to economic conditions, the competitive environment, and to clients who are more aware of their real needs and how they should be met. Consultants tend to specialize more and the organization's management must provide the necessary expertise for integration of their suggestions. Clients in general want to see consultants reject fads and keep things simple. Experimentation is going on to test new techniques consultants could utilize to help improve management skills. Some answers to existing problems come from: 1) research into the attitudes and values present in an organization; 2) comparison of results with organizational objectives and strategy; 3) establishment of ways to achieve consistency; 4) design, testing, and implementation of programs for change; and 5) checking progress through feedback. These things can help identify and establish culture within an organization and ways to integrate human resources.
DESC.: Consultant; Consulting; Organizational Development; Human Resource Management; Human Resource Development; Management Strategy; Coordination

Y007075 22
0337255 HRM83R0297 
The Importance Of Strategic Staffing As a Component Of Human Resource Management. 
Borucki, C.C. 
Human Resource Management Vol.22, No.3, Fall 1983, P. 297-312. 16 Pages.
Co. of Pub.: U.S.A.
LANG.: ENG. 
ISSN: 0090-4848 
DOC. TYPE: Journal ARTICLE TYPE: Industry News 
According to Alan F. Lafley of Chase Manhattan Bank, the human resource executive can have a major impact on the strategic direction and, therefore, the performance and success of an organization. The human resource manager must oversee recruitment, selection, appraisal, development, and reward systems. Both insiders and outsiders must be acclimated to the corporate culture in order to integrate their special talents into the needs of the organization. Successful managerial staffing depends on competence, experience and characteristics of those in competition for the job. This need is fulfilled through emphasis on the interdependence of staffing requirements and human resources in management. Criteria for selection of entry level staff are: 1) ability to communicate; 2) openmindedness; 3) ability to relate; 4) mental abilities; 5) versatility; and 6) achievement motivation. Upward mobility occurs as a result of performance and perceived ability.
NAMED PERSON: Lafley, lan F. - Executive, Chase Manhattan Bank - Spokesperson 
DESC.: Strategy; Human Resource Management; Human Resource Development; Strategic Management; Strategic Planning; Manager; Management Potential; Staffing; Management Functions; Personnel Services

Y007075 23
0337178 SPM85A0032 
Rewarding Can Be Rewarding. 
King, D. 
Procter & Gamble Manufacturing Co., Long Beach, CA 
Supervisory Management Vol.30, No.1, Jan. 1985, P. 32. 
Co. of Pub.: U.S.A.
LANG.: ENG. 
CODEN: SPMNAU ISSN: 0039-5919 
DOC. TYPE: Journal ARTICLE TYPE: Feature 
Rewarding employees is a part of effective management that can have a positive impact on performance. Positive ways to recognize individuals are listed. Work assignments, giving responsibility, opportunities for achievement and growth all have a positive rewarding effect. To determine the best ways to reward employees, seek to understand what they value. 
DESC.: Human Resource Management; Behavior Modification; Management Style; Manager; Employee Behavior; Employee; Supervision; Employee Counseling; Job Performance; Feedback

Y007075 24
0336455 IIN84J0336 
The Pressure To Produce. 
Ipsen, E. 
Institutional Investor Pol.18, No.10, Oct. 1984, P. 336-338. 3 Pages. 
Co. of Pub.: U.S.A.
LANG.: ENG. 
CODEN: IT?VAK ISSN: 0002-3580 
DOC. TYPE: Journal ARTICLE TYPE: Current Issues 
The major stock brokerage films are increasing pressure on their account executives to generate more commissions or move over for brokers who can. Although some firms deny hard and fast quotas for even seasoned brokers, employment specialists confirm that many firms are eliminating their least productive account executives. Aggressively pursuing their human resource management policies by such techniques as lowering the percentage payout on the first $100, 000 to $250, 000 in commissions, managers are forcing brokers on the lower end of the scale to find other work. There are still firms that are not following the trend, however. The fear is that too much pressure on brokers to increase commissions will lead to account churning. As a result, some of the smaller and regional firms are picking up some disgruntled account executives from the bigger wire houses. 
DESC.: Brokerage Industry; Stock Brokers; Commission; Human Resource Management; Quotas; Productivity; Productivity Pay Increase; Production Management; Management Strategy; Employee; Broker

Y007075 25
0336449 ASB84P0034 
Impact Of Counseling On Small Business Performance. 
Rocha, J.R.Jr.; Khan, M.R. 
Lowell, Univ. of, Lowell, Ma, 01854 
American Journal of Small Business Vol.9, No.1, Summer 1984, P. 34-43. 10 Pages. 
Co. of Pub.: U.S.A.
LANG.: ENG. 
ISSN: 0363-9428 
DOC. TYPE: Journal 
SPEC. FEATURES: Bibliography: 10 references; includes Chart, Tables; 
The University of Lowell offers its Small Business Institute (SBI) As a consulting program to small companies. Through questionnaires of client companies the SBI's effectiveness is evaluated. Recommendations are classified in one of five areas: 1) accounting and finance, 2) marketing and advertising, 3) personnel administration, 4) operations and 5) other. Suggestions for accounting and finance were the most frequent because of poor recordkeeping and neglecting long range problems. Marketing recommendations were made because of too little spending in the area. Development of personnel was recommended in a number of cases. Inventory control was suggested i many operational matters. The other recommendations were usually for long range planning. Implementation of programs was measured, including, extent, impact, timeliness and manifestation of impact. It was found that 76.4 percent of the clients gave SBI high marks. The program benefits both the university and small businesses. Charts are included, showing a breakdown of survey responses by SBI client firms. 
DESC.: Small Businesses; Record Keeping; Marketing; Advertising; Personnel; Human Resource Management; Finance; Consulting; Consultant; Service Industry; Accounting; Business Planning; Forecasting; Consulting

Y007075 26
0336053 SPM85I0012 
How To Ensure Your Secretary Will Stay. 
Vreeland, E. P. 
Katherine Gibbs School Inc., 
Supervisory Management Vol.30, No.9, Sept. 1985, P. 12-16. 4 Pages. 
Co. of Pub.: U.S.A.
LANG.: ENG. 
CODEN: SPMNAU ISSN: 0039-5919 
DOC. TYPE: Journal ARTICLE TYPE: Feature 
Office productivity is greatly affected by the loss of a secretary. According to the U. S. Dept. of Labor, approximately 2.5 million secretaries will change jobs by 1987. The Human Resource Dept. of Thomas Cook, Inc. estimates that the cost of replacing one secretary is $7, 600. The role of secretary is no longer a dead end. Office technology is increasing their status and enabling them to concentrate more on administrative duties, making them more visible in company operations. Computer knowledge increases opportunities to move up into management level jobs. Guidelines for keeping a secretary are listed, and include hiring the right person, recognizing efforts, offering challenging work opportunities and maintaining a professional relationship. 
DESC.: Resignation; Replacement; Office;  Office Automation; Secretary; Personnel; Workers; Employee; Human Resource Management; Personnel Problems; Clerical Personnel; Staffing; Guidelines; Manager Behavior; Management Functions; Management Strategy; Management Skills; Morale; Manager-Subordinate Relationship; Supervision; Professional Conduct ; Job Satisfaction; Job Motivation; Job Enrichment; Job Development; Job Mobility; Companies; Productivity

Y007075 27
0336052 SPM85I0017 
Making Personnel Relations a Personal Responsibility. 
Sherwood, H. 
Goodrich & Sherwood Co., New York, NY 
Supervisory Management Vol.30, No.9, Sept. 1985, P. 17-22. 6 Pages. 
Co. of Pub.: U.S.A. 
LANG.: Eng. 
CODEN: SPMNAU ISSN: 0039-5919 
DOC. TYPE: Journal ARTICLE TYPE: Feature 
A manager or supervisor is the key person in personnel relations because of his close day to day contact with employees. He represents company policies concerning employees and must make it a personal responsibility to deal with human resource development. Some common problems that originate at the work group level are discussed. These include: equal employment opportunity (EEO); safety and health; employee relations; career development, suggestion plans; absenteeism; turnover; employee communications; motivating employees, and teamwork. Because the manager works closely with employees, problems such as these can be avoided or dealt with before they become major issues. A checklist for meeting personnel responsibilities and promoting good employee relations is included. 
DESC.: Personnel; Human Resource Management; Key Personnel; Personnel Problems; Workers; Employee; Problem Solving; Management; Supervision; Management Functions; Management Control; Management Skills; Manager Behavior; Management Style; Participative Management; Manager; Management Tools; Manager-Subordinate Relationship

Y007075 28
033048 SPM85I0037 
To Supervise Effectively: Know Your Employees' Behavioral Styles. 
Alessandra, A.; Cathcart, J. 
Cathcart Alessandra & Assoc., La Jolla, CA 
Supervisory Management Vol.30, No.9, Sept. 1985, P. 37-40. 4 Pagess. 
Co. of Pub.: U.S.A.
LANG.: ENG. 
CODEN: SPMNAU ISSN: 0039-5919 
DOC. TYPE: Journal ARTICLE TYPE: Feature 
Effective supervision involves recognizing individual employee behavioral styles that signal specific types of management. Four styles are identified. They are: the socializer; the director; the thinker; and the relater. The specific strategies for dealing with each style include ways to motivate, compliment, counsel, correct and delegate. Relating to individuals acording to their personalities increases managerial effectiveness and improves employee performance. 
DESC.: Supervision; Employee Behavior; Manager Behavior; Behavioral Science; Human Resource Development; Human Behavior; Psychology Manager-Subordinate Relationship; Management; Management Skills; Industrial Psychology; Morale; Attitude; Management Development; Management Style; Management Tools; Management Control; Personality

Y007075 29
0335979 TDJ85D0015 
The Case For Career Development. 
Souerwine, A.H. 
Connecticut, Univ. of, CT 
Training & Development Journal Vol.39, Vo.4, April 1985, P. 15. 
Co. of Pub.: U.S.A.
LANG.: ENG. 
CODEN: TDEJA7 ISSN: 0041-0861 
DOC. TYPE: Journal ARTICLE TYPE: Editorial 
Career development deals with change. However, it is hard to deal with change without becoming involved in strategic planning and systems approaches. Mentoring has become a new rage. The role of change in career development must be taken seriously so that the effect on the organization can be intense. 
DESC.: Human Resource Development; Human Resource Management; Development Potential; Training and Development; Career Development; Career Change; Career Path; Career Guidance; Changes; Mentor; Management Development

Y007075 30
0334477 PPR84P0103 
Productivity In the New York City Department Of Sanitation: The Role Of the Public Sector Manager. 
Steisel, N. 
New York City Dept. of Sanitation, 
Public Productivity Review Vol.8, No.2, Summer 1984, P. 103-126. 12 Pages. 
Co. of Pub.: U.S.A.
LANG.: ENG. 
ISSN: 0361-6681 
DOC. TYPE: Journal 
The Commissioner of the New York City Department of Sanitation, Norman Steisel, evaluates that department's efforts to improve productivity over the last several years, 1980 through 1985. Budget and personnel data are provided. Background information on the department's situation before Steisel's appointment is included. The transformation from an inefficient bureaucratic organization to the present more effective, productive, agency is outlined in terms of the management methods applied. The plan described includes: personnel actions, organizational actions, and management of information through computerization. The present evaluation includes a detailed description of methods used to improve the reliability of the equipment fleet. Also detailed are efforts taken to reduce personnel costs and deal with budget cuts. Strategies and techniques involved include financial incentives and labor and management committees.
NAMED PERSON: Steisel, Norman - Executive, New York City Dept. of Sanitation - 
DESC.: Evaluation; Reorganization; Service Industry; Operations Management; Management Strategy; Management Functions; Manpower Planning; Decision Making; Solutions; Personnel; Human Resource Management; Information Management; Information Systems; Productivity

Y007075 31
0334476 PPR840128 
Panel 3 - The Applicability Of the Japanese Model To U.S. Public Sector Organizations: Applications Of Theory Z To American Public Institutions. 
Bachmann, R. 
Public Productivity Review Vol.8, No.2, Summer 1985, P. 128-135. 3 Pages. 
Co. of Pub.: U.S.A.
LANG.: ENG. 
ISSN: 0361-6681 
DOC. TYPE: Journal ARTICLE TYPE: Panel Discussion 
The use of quality circles (Z teams), by the Fort Collins, Colorado, Utilities Department to solve water pollution problems is described in a panel discussion format. The adoption of Theory Z techniques, team building, participation, and trust, are discussed in terms of the developmental stages of the department's plan to initiate quality circles. Commitment, corporate philosophy, and management techniques are stressed. Specific examples of problems solved are included. Productivity data before and after two years of quality circle technique are provided. Participation by all personnel was seen to increase when supervisory and nonsupervisory staff were combined in the same quality circle. Panel members' questions and reactions are included following the succeeding presentation. 
DESC.: Evaluation; Reporting System; Human Resource Development; Japan; Quality Circles; Solutions; Management Theory; Theory Z; Manager-Subordinate Relationship; Management Strategy; Strategic Planning; Participative Management; Productivity; Public Utilities

Y007075 32
334289 BWE85E2734 
Getting Rough With the Raiders - Companies Will Do Almost Anything To Thwart Takeover Artists. 
Ehrlich, E.; Norman, J.R. 
Business Week No.2896, May 27, 1985, P. 34-36. 
Co. of Pub.: U.S.A. 
LANG.: Eng. 
CODEN: BUWEA3 ISSN: 0007-7135 
DOC. TYPE: Journal 
SPEC. FEATURES: includes Drawings; 
With companies becoming more defensive, raiders are finding it more difficult to accomplish corporate takeovers. The defensive tactics vary, including restructuring through divestiture, taking on more debt, reducing equity bases, going private or stepping up payouts to shareholders. Many corporations have amended their charters, creating roadblocks for potential raiders. However, an undervalued company remains vulnerable. The use of poison pills by wary companies can backfire, as in the case of Crown Zellerbach Corp.'s tactics in fighting Sir Jimmy Goldsmith. Management decided to restructure, splitting the company into paper, packaging and timberlands to raise its stock's value. Now, Crown cannot hope to find a white knight with its stock prohibitively expensive, yet Goldsmith can buy more shares and force the company to liquidate. It is becoming more common for shareholders to rebel against changes installed without their approval that have the potential to limit profit. Politicians are also getting involved, with ten states now having passed limited anti-takeover laws, and federal legislators advancing proposals to eliminate the tax benefits of hostile takeovers. The company most likely to be safe from a raid is one which has stock selling at close to its full value. Some firms are restructuring to this end, taking on additional debt and shrinking their equity bases with the goal of increasing their return on equity and stabilizing stock ownership. Other firms have issued new classes of super common stock which tends to increase control by long term owners, generally management. Still other tactics include finding friendly outsiders to become large equity partners, inauguration of employee stock ownership plans, and leveraged buyouts which involve going private. A sketch of a raider being foiled in his attempt to take over a company is shown. 
DESC.: Business Takeovers; Acquisition; Merger; Buy-Outs; Finance Corporate Acquisition; Financial Management; Investment Strategy; Corporate ; Corporations; Corporate Behavior; Corporate Reorganization; Strategic Management; Strategy; Management Strategy

Y007075 33
332933 ASQ84I0355 
Changing Interpretive Schemes And Organizational Restructuring: The Example Of a Religious Order. 
Bartunek, J.M. 
Boston College, Chestnut Hill, MA, 02167 
Administrative Science Quarterly Vol.29, No.3, Sept. 1984, P. 355-372. 17 Pages. 
Co. of Pub.: U.S.A.
LANG.: ENG. 
CODEN: ASCQAG ISSN: 0001-8392 
DOC. TYPE: Journal ARTICLE TYPE: Theory 
SPEC. FEATURES: Bibliography: 50 references; includes Flow Chart; 
Organizational Change when initiated by environmental changes creates a change in second-order interpretive schemes. Organizational members' actions and emotional reactions, and organizational restructuring are all involved in change. The vertical organizational structure has greater difficulty implementing changes in interpretive schemes because the basic values and beliefs of the group are in question. When environmental changes cause a group to review its interpretive schemes, the change from a vertical organizational structure to a horizontal one is necessary for change. A flow chart showing the relationship between second-order change in interpretive schemes, members actions and emotions, and organizational restructing is included.
DESC.: Management; Management Functions; Management Style; Authoritarian Leadership; Participative Management; Management Policy; Centralization; Management Strategy; Long Range Planning and Objectives; Human Resource Development; Behavioral Science; Resistance to Change

Y007075 34
332600 FOR85C0441 
Managing Innovators. 
Kiechel, W.I I 
Fortune Vol.111, No.3, March 4, 1985, P. 181-182. 
Co. of Pub.: U.S.A.
LANG.: ENG. 
CODEN: FORTAP ISSN: 0015-8259 
DOC. TYPE: Journal 
SPEC. FEATURES: includes Drawings; 
A growing number of corporate managers are aware that innovative, creative employees must be managed differently than average personnel. Innovators are identified by their output and ideas. They must be allowed to work on their own; possibly in a separate facility. However, managers must not upset the work force by openly catering to innovators. Mmanagers must trust innovators, offering guidance and even constructive discipline, when necessary. Outstanding work should be rewarded. Humorous drawings of innovative managers are included. 
DESC.: Management Strategy; Employee; Innovation; Management Skills; Creativity; Human Resource Development

Y007075 35
329887 SPM84L0028 
Effective Meetings - A Management Must. 
Klumph, N. 
Ned Klumph Assoc., Cherry Hill, NJ 
Supervisory Management Vol.29, No.12, Dec. 1984, P. 28-32. 5 Pages. 
Co. of Pub.: U.S.A.
LANG.: ENG. 
CODEN: SPMNAU ISSN: 0039-5919 
DOC. TYPE: Journal ARTICLE TYPE: Feature 
SPEC. FEATURES: includes Photographs; 
The importance of a manager's ability to prepare, plan and present effective meetings for the purpose of tapping human resources within an organization is established. Today, managers need to value the information from all employee levels in the process of decision making. Why meetings fail, tips for better meetings and ways to handle question and answer periods in a meeting are described. The basic reason why meetings fail is that the manager either failed to determine the purpose of the meeting or did not encourage an open problem-solving approach. Some of the tips for better meetings include: having the right people there; setting rules for decision making; utilizing an agenda; and covering every item to a point of solution. A photograph of a meeting is included. 
DESC.: Supervisor; Management Tools; Participative Management; Strategy; Decision Making; Solutions; Management; Meetings; Team Approach; Management Strategy; Management Skills; Human Resource Management

Y007075 36
327568 WWM84A0038 
Managers Can Afford Wasting It. 
Ashkenas, R.N.; Schaffer, R.H. 
Robert H. Schaffer & Assoc., Stamford, CT 
Working Woman Vol.9, No.1, Jan. 1984, P. 38, 40, 42+. 3 Pages. 
Co. of Pub.: U.S.A.
LANG.: ENG. 
ISSN: 0145-5761 
DOC. TYPE: Journal ARTICLE TYPE: Column 
Every manager's job has aspects that trigger anxiety. Escape from this anxiety comes from job induced mechanisms such as rationalization and blaming, and denial. These escape mechanisms take the form of busyness and reduced productivity. Anxiety provoking tasks include tackling new activities rather than burying oneself in day to day routine; achieving better results with the same resources; and obtaining better results from subordinates. Four strategies for combating these problems are related. The strategies are not elaborate, and can be used to create greater payoffs in management productivity. 
DESC.: Management; Management Style; Management Strategy; Manager Behavior; Human Behavior; Behavior Modification; Human Resource Development ; Development Potential; Manager-Subordinate Relationship; Time Saving

Y007075 37
32619 PPM84R0249 
Retrenchment, Human Resource Erosion, And the Role Of the Personnel Manager. 
Levine, CH. 
Brookings Institution, Washington, DC 
Public Personnel Management Vol.13, No.3, Fall 1984, P. 249-263. 15 Pages. 
Co. of Pub.: U.S.A.
LANG.: ENG. 
CODEN: PPMNCX ISSN: 0091-0260 
DOC. TYPE: Journal ARTICLE TYPE: Feature; Research Findings 
SPEC. FEATURES: Bibliography: 12 references; 
The problems of human resource erosion in periods of retrenchment which are caused by necessity to battle fiscal stress are analyzed. The measures to which government agencies often revert in periods of resource scarcity are discussed. The consequences of decrementalism are critically analyzed. Tools used to manage the retrenchment and to combat uncertainty drift and disinvestment are discussed. Strategic structural options are suggested as staff centralization or decentralization the balancing of high professionals and lows professionals, use of a part-time work force and management of benefits, which are often underutilized. The roles of the information and the personnel manager in the period of retrenchment are emphasized and compared to the importance of personnel management during periods of growth.
DESC.: Human Resource Management; Personnel; Public Sector; Management Economic Policy; Resource Management; Financial Management; Budget; Local Government; Public Administration; Operations Management; Decision Making; Strategic Management; Government; Government Services; Personnel Problems; Uncertainty; MBO; Staff Organization

Y007075 38
326411 PPM84R0197 
Japanese Management: Personnel Policies In the Public Sector. 
Bowman, J. 
Florida State University, 
Public Personnel Management Vol.13, No.3, Fall 1984, P. 197-219, 221+. 50 Pages. 
Co. of Pub.: U.S.A.
LANG.: ENG. 
CODEN: PPMNCX ISSN: 0091-0260 
DOC. TYPE: Journal ARTICLE TYPE: Feature; Research Findings 
SPEC. FEATURES: Bibliography: 365 references; includes Tables; 
Japanese personnel management practices in the area of civil service were determined to large extent by the National Personnel Authority which was developed due to the realization of the need for a modern central government. The Japanese employment system and personnel behavior are analyzed in terms of the recruitment process which involves the aspects of selectivity and educational requirements; long-term employment versus employee mobility; classification of duties and definition of responsibilities; training programs and methods; compensation, including the seniority wage system; performance appraisal and employee evaluation in the framework of vague job descriptions; promotion and advancement patterns; employee turnover with the specific procedures for layoffs and retirement; and implications of the analysis of the current practices for the future, when the increase of labor costs can be anticipated. The Japanese public personnel system is compared to the American one in a table. It is emphasized that changes due to the economic realities of the 1980's are to be expected in Japanese personnel management. But, it still compares well to the Western open-career systems. 
DESC.: Japan; Human Resource Management; Employment; Management Style; Employment Policy; Government Employee; Civil Service; Public Administration; Seniority; Training and Development; Organizational Development; Government Agency; Job Security; Recruitment; Development Potential; Vocational Training; Employee Compensation; Salary; Employee Benefits; Job Advancement; Retirement

Y007075 39
326093 PIR84E0016 
Zero Inventories: How Do You Get Started 
Hay, E.J. 
Rath & Strong Inc., 
P&IM Review Vol.4, No.5, May 1984, P. 16-17. 
Co. of Pub.: U.S.A
LANG.: ENG. 
ISSN: 0274-9874 
DOC. TYPE: Journal 
Just-in-Time (JIT) is a new manufacturing philosophy which requires the total commitment of the whole organization. Successful motivation of the organization requires an 'Opportunity and Readiness Assessment'. The'Opportunity Assessment', used to motivate management, objectively identifies the opportunities provided by JIT or Zero Inventories. It also prioritizes these opportunities according to the company's business strategy. The 'Readiness Assessment' determines what must be done to ensure the acceptance of JIT by the work force. The implementation of JIT can result in a fifteen to fifty percent incease in productivity, fifty to eighty percent decrease in lead time and inventory, and a thirty to fifty percent decrease in space. 
DESC.: Manufacturing; Materials Management; Inventory Control; Motivation; Strategic Planning; Operations Management; Management Strategy Human Resource Development; Implementation; Productivity

Y007075 40
325731 USN85B1866 
Is Your Friendly Computer Rating You On the Job 
English, C.W. 
U.S. News & World Report Vol.98, No.6, Feb. 18, 1985, P. 66. 
Co. of Pub.: U.S.A.
LANG.: ENG. 
DOC. TYPE: Journal ARTICLE TYPE: Industry News 
SPEC. FEATURES: includes Photographs; 
Computer monitoring of employee output increases in use. Employers argue that it increases productivity and saves money. Employees and opponents argue it puts too much stress on workers and dehumanizes jobs. A photograph shows telephone operators being monitored. 
DESC.: Computers; Employer; Employee; Industrial Psychology; Morale; Job Motivation; Employee Evaluation; Monitoring; Employee Behavior Productivity; Psychology; Stress; Evaluation; Management Strategy; Human Resource Management

Y007075 41
320906 INC84L0094 
Whatever Happened To the Class Of '83? 
Richman, T.; Kahn, J.P. 
Inc. Vol.6, No.12, Dec. 1984, P. 94-97, 100+. 4 Pages. 
Co. of Pub.: U.S.A.
LANG.: ENG. 
ISSN: 0162-8968 
DOC. TYPE: Journal ARTICLE TYPE: Feature 
SPEC. FEATURES: includes Photographs; 
Of the 1983 INC. 500 list, 208 are on the list for 1984. Of the rest, most of them did well, just not well enough to make the list. Over fifty had sales lower in 1984 than in 1983. Fifteen companies were acquired, fourteen went public and two companies went under. Four of the companies are examined in closer detail to uncover what really went on in 1984. Warehouse Appliance, after being number five on the 1983 list, discovered it had been spending sixty dollars to make fifty, and now has revamped and has a new five year plan. Inacomp Computer Centers Inc. went through some shaky times and an initial public offering, but continue to grow in 1984. Fred and Barbara Tater of Deerfield Communications sold their business when it was doing well, and now help run it as employees. When sales and costs both began to rise at American Marketing Services Inc. the founders decided on a strategy to cut costs and sales, but wound up with profits that were a bigger percentage of sales. Executives from these companies are pictured
DESC.: Private Sector; Private Companies; Management Strategy; Problem Solving; Strategic Planning; Strategic Management; Decision Making

Y007075 42
319341 TRA84K0024 
The `People' Side of Strategic Planning. 
Hennecke, M. 
Training Vol.21, No.11, Nov. 1984, P. 24, 25, 28+. 6 Pages. 
Co. of Pub.: U.S.A.
LANG.: ENG. 
CODEN: TRNGB6 ISSN: 0095-5892 
AVAIL.: Available from Management Contents 
DOC. TYPE: Journal ARTICLE TYPE: Feature; How-To 
SPEC. FEATURES: includes Diagrams, Drawings; 
Most companies overlook human resources and focus their planning efforts on inanimate resources. Their method of planning fails to meet their needs in terms of future staffing and leadership by ignoring these human resources. Replacement planing and succession planning are the two most common approaches to human resource planning. Both methods can be adapted to fit the practical guide to becoming a human resource strategist. The fourteen steps outlined include: testing the waters; demographics; technology and attitudes; tracking organizational direction and life cycle; taking inventory; performance appraisal; career planning; harvesting high potentials; projecting the shortfall; planning for the future; development; recruitment; establishing a talent pool; succession and judging the system. Drawings of a corporate strategist and a diagram of an organizational life cycle are included.
DESC.: Management Strategy; Personnel; Staffing; Human Resource Management; Strategic Planning; Organization Structure; Human Resource Accounting; Administration; Chain of Command; Analytical Techniques; Training and Development; Behavioral Science; Human Resource Development; Career Development; Career Guidance; Corporate Growth; Human Behavior; Development Potential

Y007075 43
318037 HRP8430111 
Human Resource Planning at IBM. 
Dyer, L. 
Cornell University, Ithaca, NY, 14853 
Human Resource Planning Vol.7, No.3, 1984, P. 111-125. 15 Pages. 
Co. of Pub.: U.S.A.
LANG.: ENG. 
AVAIL.: Available from Management Contents 
DOC. TYPE: Journal ARTICLE TYPE: Research Findings 
SPEC. FEATURES: includes Diagrammatic Models, Heuristic Models; 
The human resource planning (HRP) procedures developed and utilized by IBM are detailed. The IBM organization is described, and pertinent statistics are included. HRP processes are explained in two categories; strategic HRP and operational HRP. Three specific processes of strategic HRP are further evaluated: 1) Business investment cycle planning; 2) corporate and 3) functional strategic HRP. Operational HRP is broken down and further described in terms of: 1) commitment planning; 2) executive resources planning; 3) college recruitment planning; and 4) equal opportunity planning. Each approach is examined and explained in terms of which personnel are involved and the step by step procedure they follow. Specific examples are provided. Figures illustrating HRP relationships and processes are included. Ongoing changes in the HRP system and the commitment of top managers are cited as reasons for its success. Diagrammatic and heuristic models are included.
COMPANY NAME: IBM Corp., Organization Structure, , , Computer Industr,  Financial DataFinancial Data 
DESC.: Evaluation; Human Resource Management; Human Resource Development; Methods; Strategy; Management Strategy; Management Functions; Recruitment; Plan Implementation; Operations Management; Program Management ; Examples

Y007075 44
317042 PAD84F0035 
Human Resources 1984: The State Of the Profession. 
Ortman, J.K. 
Personnel Administrator Vol.29, No.6, June 1984, P. 35-38, 40+. 8 Pages.
Co. of Pub.: U.S.A.
LANG.: ENG. 
CODEN: PEADAY ISSN: 0031-5729 
AVAIL.: Available from Management Contents 
DOC. TYPE: Journal 
SPEC. FEATURES: includes Photographs; 
A poll of opinions of twelve human resource managers (photographs of seven of whom accompany the story) representing different types of different size organizations is presented. The questions discussed include: changes in employer-employee relationships; alternative work styles caused by changing life styles, special needs of employees such as child care, the and growing role of women in the work force; aging of the American working population; specific demands on managerial skills in human resource development; different approaches to human resource planning; labor relations; and problems of womens' recognition. Attention is drawn to the government role in human resource develpement, especially to that of a democratic administration like that of President Reagan. Industrial productivity is linked to successful merging of goals of labor and management, where human resource management is supposed to be of great importance. Sidebars address the topics of midde managers numbers growing in 1984; and of hiring practices in relation to employee's skills obsolescence. 
DESC.: Human Resource Management; Personnel; Employment; Personnel Problems; Age; Human Resource Development; Training and Development; Benefits Management; Population Dynamics; Career Development; Demotion; Management Development; Participative Management; Line Managers; Labor; Industrial Relations

Y007075 45
317015 PAD84F0109 
The Principles Of Program Design: A Successful Career Development Model.
Farren, C.; Kaye, B. 
Personnel Administrator Vol.29, No.6, June 1984, P. 109-115, 117+. 7 Pages. 
Co. of Pub.: U.S.A.
LANG.: ENG. 
CODEN: PEADAY ISSN: 0031-729 
AVAIL.: Available from Management Contents 
DOC. TYPE: Journal 
SPEC. FEATURES: Bibliography: 3 references; includes Chart; 
In December 1980 Merrill Lynch started a Management Readiness Program. The purpose of the program was to find new talent among the company's employees suitable for training for managerial positions. The program comprised six months of analysis, training, counseling, planning, and a variety of courses. The program resulted in visible job changes, including promotions, upgrades, special assignments, and lateral transfers. Objectives of the program appeared more successfully fulfilled than was expected. The principles of success, comparing the program with previous less successful efforts are analyzed. Charts illustrate the program and its implementation. Various training strategies are described. It is noted that the program was especially successful in developing a resource of potential managers with a high percentage of women and minorities among them.
DESC.: Human Resource Management; Career Development; Career Guidance; Management Development; Management Training; Management Education ; Management Potential; Training and Development; Organizational Development; Strategic Management; Supervision

Y007075 46
316997 PAD84F0151 
Retirement And Human Resource Planning For the Aging Work Force. 
Morrison, M.H. 
Pennsylvania, Univ. of, 
Personnel Administrator Vol.29, No.6, June 1984, P. 151-152, 154+. 5 Pages. 
Co. of Pub.: U.S.A.
LANG.: ENG. 
CODEN: PEADAY ISSN: 0031-5729 
AVAIL.: Available from Management Contents 
DOC. TYPE: Journal 
SPEC. FEATURES: Bibliography: 13 references; 
In the coming twenty years, growth of the middle-age to older work force will be the major characteristic of the labor force. This will find its reflection in the need to modify early retirement policies and employee benefit policies in order to make postretirement participation in the work force more attractive for older employees. Human resource management will have to cope with the growing importance of qualitatively new kinds of retirement planning. New employment and benefit options for older workers will have to be explored and put into practice. New programs will have to include partial retirement, phased retirement, job sharing, training, career changes, and flexible work schedules. Corporate human resource planners will have to introduce the planning programs rather early in the employee's work life and to interpret them into the compreheusize career life planning. This imposes new professional training demands on the human resource specialists. 
DESC.: Human Resource Development; Retirement; Retirement Age; Early Retirement; Labor Force; Labor Market; Employee Benefits; Employment Policy; Benefits Management; Flexible Schedule; Training and Development; Part-Time Employment; Preretirement; Postretirement; Population Dynamics; Social Security

Y007075 47
316806 PSL84G0027 
Manpower Planning For the 1990s: How Models Beat Muddles. 
Barnes, A. 
Redundant Churches Fund, 
Personnel Management July 1984, P.27-29. 3 Pages. 
Co. of Pub.: England
LANG.: ENG. 
CODEN: PTMABL ISSN: 0031-5761 
AVAIL.: Available from Management Contents 
DOC. TYPE: Journal 
SPEC. FEATURES: includes Chart, Photographs; 
A manpower planning model can aid in projecting manpower needs and trends for the future. A former manpower resources manager discusses the approach used by ICI's paints division in Britain to solve its manpower problems. The computer model used is examined and figures from 1978 to 1984 are evaluated in a chart. A photograph of a computer controlled production technique is shown. 
DESC.: Human Resource Development; Human Resource Management; Training and Development; Manpower Planning; Management Strategy; Manpower Projection; Labor Force; Modeling

Y007075 48
316805 PSL84G0030 
What's New in Organization Development. 
Pritchard, W. 
Shell International Petroleum Co. Ltd., 
Personnel Management July 1984, p.30-33. 4 Pages. 
Co. of Pub.: England
LANG.: ENG. 
CODEN: PTMABL ISSN: 0031-5761 
AVAIL.: Available from Management Contents 
DOC. TYPE: Journal ARTICLE TYPE: Feature 
SPEC. FEATURES: Bibliography: 12 references; 
Organizational development (OD) encompasses many varied jobs. The OD practitioner may at one time or another play the role of adviser, consultant, facilitator, change agent, occupational psychologist, third party or behavioral scientist. Strategic planning seems to be where OD professionals are going to lead in the future. This reflects the trend from problem centered OD to more future centered thinking. Duality and productivity are seen as interrelated with work design, style of organization, strategy and business objectives, and come under the care of the OD professional. Strategic planning and current trends in OD are discussed. 
DESC.: Human Resource Management; Personnel; Quality Circles; Quality Control; Quality Of Life; Organizational Development; Training and Development; Human Resource Development

Y007075 49
316804 PSL84G0034 
The Personnel Role In Technological Change. 
Oliver, S. 
Salford College of Technology, 
Personnel Management July 1984, P.34-37. 4 Pages. 
Co. of Pub.: England
LANG.: ENG. 
CODEN: PTMABL ISSN: 0031-5761 
AVAIL.: Available from Management Contents 
DOC. TYPE: Journal ARTICLE TYPE: Feature 
SPEC. FEATURES: includes Organization Charts; 
As technological change is implemented by management, the personnel staff must be ready to assume its roles in the introduction of change. By using the management-by-objectives (MBO) approach, the personnel department can successfully introduce new technology. Figure one outlines the organization chart for a hypothetical manufacturing company used to demonstate current issues. The pattern for ordering and commissioning the new capital equipment program is seen in figure two. The manpower planning schedule for 1984 to 198? is discussed. 
DESC.: Human Resource Management; Personnel; Human Resource Development; Training and Development; Management Strategy; Technological Change; Manpower Planning; Industrial Dynamics; Technical Training; MBO

Y007075 50
316530 MAG8330028 
From Within: Strategic Implications of Robots. 
Extejt, M. 
Pittsburgh, Univ. of, 
Managing No.3, 1983, P. 28-31. 
Co. of Pub.: U.S.A.
LANG.: ENG. 
AVAIL.: Available from Management Contents 
DOC. TYPE: Journal 
Robots are emerging in the industrial workplace. Robots are of value because of their reliability, their precision, and their cost saving advantage. Specific management strategy is required when introducing robots. Job displacement due to robots will vary according to industry and occupation. Retraining will become important as new jobs are created from the introduction of robots. Good employee communication is recommended when installing robots. Benefits from robotics include providing recession resistance, reducing barriers to entering new areas, and increasing manufacturing flexibility.
DESC.: Robotics; Management Strategy; Productivity; Communication Planning; Product Introduction; Retraining; Job Development; Human Resource Management; Cost Saving; Benefits

Y007075 51
316281 MRE84J0008 
How Tough HR Management Helped Untangle Del Webb. 
Anon 
Management Review Vol.73, No.10, Oct. 1984, P. 8-12. 5 Pages. 
Co. of Pub.: U.S.A.
LANG.: ENG. 
ISSN: 0025-1895 
AVAIL.: Available from Management Contents 
DOC. TYPE: Journal ARTICLE TYPE: Interview; Profile 
SPEC. FEATURES: includes Photographs; 
The Del E. Webb Corp. has avoided financial disaster through a turnaround initiated by Robert K. Swanson, chairman, president, and chief executive officer (CEO) of the company. The Webb Corporation developed retirement communities like Sun City, but got involved in Atlantic City casino operations and accrued a long term debt of nearly $279 million. Swanson has reduced debt and has improved income from operations by selling valuable Webb properties. His strategy has also involved an aggressive human resource management program. Qualities of an effective human resource manager are outlined. Specific changes in the Webb Corporation are detailed. Photographs of Swanson are included. 
COMPANY NAME: Del E. Webb Corp., Debt, , , Real Estate, Financial DataFinancial Data 
NAMED PERSON: Swanson, Robert K. - CEO, Del E. Webb Corp. -
DESC.: Human Resource Management; Executive; Management Strategy; Strategic Planning; Job Qualifications; Efficiency; Corporate Control

Y007075 52
31576 PSL84G0027 
Manpower Planning For the 1990s: How Models Beat Muddles. 
Barnes, A. 
Redundant Churches Fund, 
Personnel Management July 1984, P.27-29. 3 Pages. 
Co. of Pub.: England
LANG.: ENG. 
CODEN: PTMABL ISSN: 031-5761 
AVAIL.: Available from Management Contents 
DOC. TYPE: Journal 
SPEC. FEATURES: includes Chart, Photographs; 
A manpower planning model can aid in projecting manpower needs and trends for the future. A former manpower resources manager discusses the approach used by ICI's paints division in Britain to solve its manpower problems. The computer model used is examined and figures from 1978 to 1984 are evaluated in a chart. A photograph of a computer controlled production technique is shown. 
DESC.: Human Resource Development; Human Resource Management; Training and Development; Manpower Planning; Management Strategy; Manpower Projection; Labor Force; Modeling

Y007075 53
315714 PSL84G0030 
What's New in Organization Development. 
Pritcard, W. 
Shell International Petroleum Co. Ltd., 
Personnel Management July 1984, P.30-33. 4 Pages. 
Co. of Pub.: England
LANG.: ENG. 
CODEN: PTMABL ISSN: 0031-5761 
AVAIL.: Available from Management Contents 
DOC. TYPE: Journal ARTICLE TYPE: Feature 
SPEC. FEATURES: Bibliography: 12 references 
Organizational development (OD) encompasses many varied jobs. The OD practitioner may at one time or another play the role of adviser, consultant, facilitator, change agent, occupational psychologist, third party or behavioral scientist. Strategic planning seems to be where OD professionals are going to lead in the future. This reflects the trend from problem centered OD to more future centered thinking. Quality and productivity are seen as interrelated with work design, style of organization, strategy and business objectives, and come under the care of the OD professional. Strategic planning and current trends in OD are discussed. 
DESC.: Human Resource Management; Personnel; Quality Circles; Quality Control; Quality Of Life; Organizational Development; Training and Development; Human Resource Development

Y007075 54
315712 PSL84G0034 
The Personnel Role In Technological Change. 
Oliver, S. 
Salford College of Technology, 
Personnel Management July 1984, P.34-37. 4 Pages. 
Co. of Pub.: England
LANG.: ENG. 
CODEN: PTMABL ISSN: 0031-5761 
AVAIL.: Available from Management Contents 
DOC. TYPE: Journal ARTICLE TYPE: Feature 
SPEC. FEATURES: includes Organization Charts; 
As technological change is implemented by management, the personnel staff must be ready to assume its roles in the introduction of change. By using the management-by-objectives (MBO) approach, the personnel department can successfully introduce new technology. Figure one outlines the organization chart for a hypothetical manufacturing company used to demonstate current issues. The pattern for ordering and commissioning the new capital equipment program is seen in figure two. The manpower planning schedule for 1984 to 1987 is discussed. 
DESC.: Human Resource Management; Personnel; Human Resource Development; Training and Development; Management Strategy; Technological Change; Manpower Planning; Industrial Dynamics; Technical Training; MBO

Y007075 55
315496 PAD84C0104 
Environmental Changes. 
Kahalas, H. 
State University of New York (Albany), Albany, NY 
Personnel Administrator Vol.29, No.3, March 1984, P. 104-107. 3 Pages. 
Co. of Pub.: U.S.A.
LANG.: ENG. 
CODEN: PEADAY ISSN: 0031-5729 
AVAIL.: Available from Management Contents 
DOC. TYPE: Journal ARTICLE TYPE: Feature 
Human resource planning in organizations is affected by environmental changes. The effects of technology, demographics, government regulations and social values on corporate planning and decision making are discussed. Such issues as urban locations, hiring and training of minorities and social values over cost effectiveness are all variables that are changing the way businesses operate today and will operate in the future. A goal programming model which focuses on the identification of corporate goals and the realization that environmental input will have a goal attainment is recommended. 
DESC.: Human Resource Development Management Strategy; Corporate Planning; Corporate Social Responsibility

Y007075 56
315267 HRP84C0063 
Observations on SHARPS Implementation. 
Smith E.C. 
Human Resource Planning Vol.7, No.1, March 1984, P. 63-66. 4 Pages. 
Co. of Pub.: U.S.A.
LANG.: ENG. 
AVAIL.: Available from Management Contents 
DOC. TYPE: Journal 
The Strategic Human Resources Planning System (SHARPS) is discussed. A method of combining human resource planning with the strategic business plan is explained. The step by step process is outlined. Additional books on the subject are mentioned. The transcript of a speech delivered to the Chicago Human Resource Association is included. 
DESC.: Human Resource Management; Human Resource Development; Strategic Planning; Strategic Management

Y007075 57
315265 HRP84C0047 
Measuring and Managing Corporate Culture. 
Bookbinder, S.M. 
Human Resource Planning Vol.7, No.1, March 1984, P. 47-53. 7 Pages. 
Co. of Pub.: U.S.A. 
LANG.: ENG. 
AVAIL.: Available from Management Contents 
DOC. TYPE: Journal ARTICLE TYPE: How-To 
SPEC. FEATURES: includes Diagrammatic Models; 
Corporate culture is defined. The role in human resource planning is explored. A five step plan for identifying the organization's culture is described. Figure one illustrates how strategies, systems and cultural values are interrelated. A case study is used to demonstrate the concept. The effect this process will have within an organization is discussed. Diagrammatic models are included. 
DESC.: Human Resource Management; Human Resource Development; Strategic Planning; Strategic Management

Y007075 58
315264 HRP84C0039 
A 'No Frills' Approach to Human Resource Planning. 
Baytos, L.M. 
Quaker Oats Co., Chicago, IL 
Human Resource Planning Vol.7, No.1, March 1984, P. 39-46. 8 Pages. 
Co. of Pub.: U.S.A.
LANG.: ENG. 
AVAIL.: Available from Management Contents 
DOC. TYPE: Journal ARTICLE TYPE: Profile 
SPEC. FEATURES: includes Block Diagrams, Chart; 
The Quaker Oats Company has established long-range personnel plans and objectives. The method used to combine human resource plans with financial operations plans is described. The planning format process is illustrated in figure one and the specific steps are keyed to the chart. Figure two illustrates the human resource building blocks. Human resource objectives are outlined in figure three. The communication package is blocked out and includes examples in figure four. 
DESC.: Human Resource Management; Human Resource Development; Strategic Planning; Strategic Management

Y007075 59
315263 HRP84C0031 
Gaining a Competitive Edge through Human Resource Strategies. 
Gould, R. 
General Host Corp., Stamford, CT 
Human Resource Planning Vol.7, No.1, March 1984, P. 31-38. 8 Pages. 
Co. of Pub.: U.S.A.
LANG.: ENG. 
AVAIL.: Available from Management Contents 
DOC. TYPE: Journal ARTICLE TYPE: How-To 
An approach for developing human resource strategy within the company planning proces is described. Questions to aid focusing on the human resource issues within the organization are given. The step by step process is outlined from where to begin through implementation. Trends affecting competitive strengths are explored. The implications of this process within the human resource profession and the business life cycle are discussed. 
DESC.: Human Resource Development; Human Resource Management; Strategic Planning; Management Strategy; Strategic Management; Competitive Advantage

Y007075 60
315262 HRP84C0001 
The HRS Matrix: Managing the Human Resource Function Strategically. 
Baird, L.; Meshoulam, I. 
Human Resource Planning Vol.7, No.1, March 1984, P. 1-30. 30 Pages. 
Co. of Pub.: U.S.A.
LANG.: ENG. 
AVAIL.: Available from Management Contents 
DOC. TYPE: Journal ARTICLE TYPE: How-To; Research Findings 
SPEC. FEATURES: includes Graphs; 
A model and approach for becoming strategic with human resource management is discussed. The five stages of development of human resource management and the six strategic components are combined to form the Human Resources Strategic Matrix (HRS Matrix). Examples are used to illustrate how the HRS Matrix can be used. Figures three to nine illustrate the five stages of development of human resource management. Transition through the stages is demonstrates in figure one. The HRS Matrix is outlined in figure two. Graphs are included. 
DESC.: Human Resource Development; Human Resource Management; Training and Development; Matrix; Strategic Management

Y007075 61
315063 PAD84G0093 
Communications Strategies for Improving HRM Effectiveness. 
Hollmann, R.W; Campbell, M.E. 
Montana, Univ. of, Missoula, MT 
Personnel Administrator Vol.29, No.7, July 1984, P. 93-98. 5 Pages. 
Co. of Pub.: U.S.A.
LANG.: ENG. 
CODEN: PEADAY ISSN: 0031-5729 
AVAIL.: Available from Management Contents 
DOC. TYPE: Journal ARTICLE TYPE: Feature 
SPEC. FEATURES: Bibliography: 7 references; includes Tables; 
Authors and researchers in the human resource management (HRM) field will play a more prominent role in organizations. HRM authorities agree that HRM personnel will become key decision makers, be involved in long range organizational planning, be change agents, and adopt a proactive anticipatory approach. Four strategies are recommended to improve organizational communication, thus aiding the acceptance of HRM ideas: 1) develop skills of persuasion 2) understand the organizational climate 3) conduct a communication audit and 4) encourage creativity. A table demonstrates the Gunning Fog Index used in the communication audit to relate the number of years of education of the audience to its ability to understand the message. 
DESC.: Human Resource Management; Communication in Organizations; Organizational Communications; Management Srategy; Organization Planning

Y007075 62
315047 PAD84E0090 
Work Constraints: Barriers to Productivity. 
'Connor, E.J.; Peters, L.H.; Kline, C.R.; Brush, D.H. 
Personnel Administrator Vol.29, No.5, May 1984, P. 90, 92, 9+. 6 Pages. 
Co. of Pub.: U.S.A.
LANG.: ENG. 
CODEN: PEADAY ISSN: 0031-5729 
AVAIL.: Available from Management Contents 
DOC. TYPE: Journal ARTICLE TYPE: Feature 
SPEC. FEATURES: Bibliography: 11 references; includes Formulae, Table; 
International obsession with higher productivity is making the human resource manager's job increasingly significant. Studies show productivity is not increased even with new programs, if work constraints are not removed. A table illustrates the major types of constraints, worker reactions, and potential impact. Constraints rob the organization in three areas: worker motivation, performance and attitudes; personnel programs; and profitability. To deal effectively with this problem, managers identify constraints using several steps listed. Once constraints are recognized, a plan of change is developed. Cost/benefit analysis involves three primary steps whose figures when placed in a mathematical equation estimate dollar value of a benefit. 
DESC.: Work Environment; Productivity; Human Resource Management; Guidelines

Y007075 63
315043 PAD84E0064 
Getting through the Maze: Knowing the Fundamentals of Employee Health Benefit Planning. 
Bracken, J.W. 
Personnel Administrator Vol.29, No.5, May 1984, P. 64-66, 68+. 8 Pages. 
Co. of Pub.: U.S.A.
LANG.: ENG. 
CODEN: PEADAY ISSN: 0031-5729 
AVAIL.: Available from Management Contents 
DOC. TYPE: Journal ARTICLE TYPE: Feature 
SPEC. FEATURES: Bibliography: 41 references; 
The human resource (HR) manager of today must be familiar with the laws and issues affecting the company's health insurance plans, to control costs without violating employee rights or legal statutes. Several basic elements and issues are highlighted. They are: types of plan, financial arrangements, administration, bargaining rights with unions, federal laws, and cost containment. Laws affecting health benefit plans are: 1)Medicare 2) The Tax Equity and Fiscal Responsibility Act (TEFRA) 3) cafeteria-style health plans and 4) The Health Maintenance Organization Act of 1973. With the many frequent changes, the HR manager needs to become a health benefit specialist as well as a legal advisor. The HR manager also needs to be able to help employees become careful users of the health care system. 
DESC.: Medicare; TEFRA; HMO; Health Benefits; Guidelines; Human Resource Management; Legal Aspect; Health Plan

Y007075 64
314551 TRA84J0133 
Earl Joseph Predicts: Training Is a Growth Industry. 
Anon 
Training Vol.21, No.10, Oct. 1984, P. 133, 135. 
Co. of Pub.: U.S.A.
LANG.: ENG. 
CODEN: TRNGB6 ISSN: 0095-5892 
AVAIL.: Available from Management Contents 
DOC. TYPE: Journal 
SPEC. FEATURES: includes Photographs; 
Earl Joseph believes that training is going to be even more important in the future. Joseph states that knowledge doubles every five years, so people constantly need more training to keep pace with technology. Joseph's forecast for the high-tech work place of the future is discussed. A photograph of Joseph is included. 
NAMED PERSON: Joseph, Earl - - 
DESC.: Human Resource Development; Training and Development; Management Development; Management Style

Y007075 65
313440 HRP8420105 
Human Resource Planning: Observations on the State of the Art and the State of the Practice. 
Manzini, A.O. 
Ebasco Services, 
Human Resource Planning Vol.7, No.2, 1984, P. 100-110. 6 Pages. 
Co. of Pub.: U.S.A.
LANG.: ENG. 
AVAIL.: Available from Management Contents 
DOC. TYPE: Journal 
SPEC. FEATURES: Bibliography: 1 references; includes Diagrams, Flow Chart; 
State of the art and the practice of human resource planning are discussed. Results of a Human Resource Planning Society conference are summarized. A detailed flowchart of strategic forecasting/planning/development and a diagram of integration of planning are provided. Development of an integrated planning system is discussed. Steps include: 1) integrate with other planning systems, 2) develop database, 3) develop a contingency analysis system, 4) supply useable data to managers, and 5) support career development. Technological changes are necessary, particularly computerization, in human resource planning. 
DESC.: Human Resource Management; Planning; Strategic Planning; Operations Model; Integrated Approach; Technological Change

Y007075 66
313372 FEX84J0040 
Make Employee Pay a Strategic Issue. 
Sears, D. 
New York Times Co., NY 
Financial Executive Vol.5, No.10, Oct. 1984, P. 40-43. 4 Pages 
Co. of Pub.: U.S.A.
LANG.: ENG. 
CODEN: FIEXAW ISNN: 0015-1998 
AVAIL.: Available from Management Contents 
DOC. TYPE: Journal 
SPEC. FEATURES: includes Chart; 
Employee compensation is probably the major expense for almost all companies. Using compensation in a strategic plan for overall corporate growth is important. There are six basic types of employee pay: base pay, merit pay, short-term incentives, long-term incentives, benefits, and perquisites. It is important that a company decide on the proper mix of these pay types. A chart is included that shows the integration of pay element levels with growth states in a profitability/potential matrix. Four stages of organization growth are given with an example pay mix for each. Some basic pay concepts are discussed using the matrix. 
DESC.: Employee Compensation; Employee Benefits; Pay Structure; Strategic Management; Strategic planning

Y007075 67
312258 TDJ84J0035 
The International Scene, 1984 - Management Development and Culture: Sweden. 
Svanberg, K. 
Training & Development Journal Vol 38, No.10, Oct. 1984, P. 35. 
Co. of Pub.: U.S.A.
LANG.: ENG. 
CODEN: TDEJA7 ISSN: 0041-861 
AVAIL.: Available from Management Contents 
DOC. TYPE: Journal 
The development of Sweden's managment style is examined. Management leadership qualities need to be developed. Management vitality is defined and a model for change is described. Organizational changes needed to encourage leadership development are discussed. 
DESC.: Human Resource Development; Human Resource Management; Training and Development; Sweden; Management Style

Y007075 68
311681 TDJ84G0068 
Will Your Workers Sing the Company Song 
Hall, J.L.; Leidecker, J.K.; Posner, B.Z. 
Santa Clara, Univ. of, Santa Clara, CA 
Training & Development Journal Vol.38 No.7, July 1984, P. 68-70. 
Co. of Pub.: U.S.A.
LANG.: ENG. 
CODEN: TDEJA7 ISSN: 0041-0861 
AVAIL.: Available from Management Contents 
DOC. TYPE: Journal 
SPEC. FEATURES: Bibliography: 13  references; 
Many U.S. companies are adopting traditional Japanese practices in order to improve productivity. Japanese style management (JSM) utilizes the participative management method. The issues involving managers, employees, and organizations and suggestions for dealing with many of the issues are listed. In order for JSM to be successful in the U.S. these issues should be dealt with before the program is implemented. 
DESC.: Human Resource Development; Training and Development; Training Method; Participative Management; Japan; Management Style; Human Resource Management; Management

Y007075 69
311677 TDJ84G0050 
The New Frontier: Volunteer Management Training. 
Wilson, M. 
Volunteer Management Assoc., Boulder, CO 
Training & Development Journal Vol 38, No.7, July 1984, P. 50-52. 3 Pages. 
Co. of Pub.: U.S.A.
LANG.: ENG. 
CODEN: TDEJA7 ISSN: 0041-0861 
AVAIL.: Available from Management Contents 
DOC. TYPE: Journal ARTICLE TYPE: Current Issues 
SPEC. FEATURES: Bibliography: 4 references; includes Organization Charts; 
A 1983 Gallup survey found that fifty-five percent of the American adult population volunteered in 1982. Volunteer organizations are frequently managed by people with little administrative training. Figure one diagrams management functions in the non-profit organization. Training volunteers offers a huge opportunity for training professionals. 
DESC.: Human Resource Development; Training and Development; Management; Management Strategy; Volunteers

Y007075 70
311596 BHO84I0042 
Altering the Fabric of Work: Beyond the Behavioral Sciences. 
Bowman, J.S. 
Florida State University, 
Business Horizons Vol.27, No.5, Sept./Oct. 1984, P. 42-48. 6 Pages. 
Co. of Pub.: U.S.A.
LANG.: ENG. 
CODEN: BHORAD ISSN: 0007-6813 
AVAIL.: Available from Management Contents 
DOC. TYPE: Journal 
SPEC. FEATURES: Bibliography: 17 references; 
Limitations of the behavioral sciences in solving personnel problems plaguing the American work force, such as high turnover, low productivity, and apathy, are discussed. An applied ethics approach to the problem, in which the self worth and ethical concerns of employees are confirmed, is proposed. The process leading to the formulation of an ethics policy is discussed. Incentives to adopt an ethics program as a management strategy are listed. 
DESC.: Behavioral Science; Personnel Problems; Human Resource Management; Ethics; Social Issues; Policy; Management Strategy

Y007075 71
310791 TRA84I0016-2 
Turning Them into Trainers. 
Anon 
Training Vol.21, No.9, Sept. 1984, P. 16, 17, 105. 
Co. of Pub.: U.S.A.
LANG.: ENG. 
CODEN: TRNGB6 ISSN: 0095-5892 
AVAIL.: Available from Management Contents 
DOC. TYPE: Journal ARTICLE TYPE: Current Issues 
When requests for management-development programs outstrip the staff, recruit managers to part-time trainers. The criteria for this type of program are given. A case study of such a plan is discussed. 
DESC.: Human Resource Development; Human Resource Management; Training and Development; Management Strategy; Management Development; Case Study

Y007075 72
310786 TRA84G007 
Death of a Trainer: The Autopsy. 
Sullivan, K.W. 
Sullivan Luallin Assoc., San Diego, CA 
Training Vol.2, No.7, July 1984, P. 79. 
Co. of Pub.: U.S.A.
LANG.: ENG. 
CODEN: TRNGB6 ISSN: 0095-589 
AVAIL.: Available from Management Contents 
DOC. TYPE: Journal ARTICLE TYPE: How-To 
Training programs die because trainers fail to show their connection to long range business plans. A case study of a successful training manager's method of selling training programs to upper management is discussed. The strategy is outlined step by step. 
DESC.: Human Resource Development; Training and Development; Human Resource Management; Management Strategy

Y007075 73
310785 TRA84G0072-2 
Engineering and Management: Parallel Paths Upward 
Anon 
Training Vol.21, No.7, July 1984, P. 72. 
Co. of Pub.: U.S.A.
LANG.: ENG. 
CODEN: TRNGB6 ISSN: 0095-5892 
AVAIL.: Available from Management Contents 
DOC. TYPE: Journal ARTICLE TYPE: Industry News 
Fortune 500 companies were surveyed by the University of Missouri on management trailing for engineers. Seventy percent see training as a growing field, but not for engineers. Engineers require the same basic management training as other managers. 
DESC.: Human Resource Development; Training and Development; Management Training; Management Strategy; Engineering

Y007075 74
310784 TRA84G0072-1 
Service Management: Major Changes Smoothly Wrought. 
Anon 
Training Vol.21, No.7, July 1984, P. 72. 
Co. of Pub.: U.S.A.
LANG.: ENG. 
CODEN: TRNGB6 ISSN: 0095-5892 
AVAIL.: Available from Management Contents 
DOC. TYPE: Journal ARTICLE TYPE: Profile 
Pitney Bowes used a five-year training program they called 'incremental training' to implement personnel policy changes. The company decentralized to adapt to changing local conditions. Flexible career paths were created for customer engineers. The company's management strategy is discussed. 
D-U-N-S NUMBER: 00-116-1793 
DESC.: Human Resource Development; Training and Development; Management Strategy; Management Training

Y007075 75
310783 TRA84G0071 
Myths and Messages for Supervisory Trainees. 
Anon 
Training Vol.21, No.7, July 1984, P. 71-72. 
Co. of Pub.: U.S.A.
LANG.: ENG. 
CODEN: TRNGB6 ISSN: 0095-5892 
AVAIL.: Available from Management Contents 
DOC. TYPE: Journal ARTICLE TYPE: How-To; Industry News 
Training and managing first-line supervisors is one job for human resource development (HRD) professionals. A list of common myths and suggestions for improving training techniques is included. Tips for developing a training program for first-line supervisors are included. 
DESC.: Human Resource Development; Training and Development; Human Resource Management; Management Strategy; Management Training

Y007075 76
310776 TRA84G0034 
How to Avoid the Curse of Catch-22. 
Lynn, G.T.; Lynn, J.B. 
Lynn Assoc., Kirkland, WA 
Training Vol.21, No.7, July 1984, P. 34-37. 4 Pages. 
Co. of Pub.: U.S.A.
LANG.: ENG. 
CODEN: TRNGB6 ISSN: 0095-5892 
AVAIL.: Available from Management Contents 
DOC. TYPE: Journal ARTICLE TYPE: How-To 
The catch-22 concept describes a situation in which a person is caught between two conflicting demands. The manager or human resource development (HRD) specialists, in evaluating a company's performance problem, often find a double bind or catch-22 situation. A five-step approach to solving these types of situations is explained. A successful case study is discussed. 
DESC.: Human Resource Development; Human Resource Management; Case Study; Management Style

Y007075 77
310385 SPM84I0018 
How Today's Managers Can Create Tomorrow's Leaders. 
Eads, D.H. 
Pine Mountain Press Inc., Georgetown, IN 
Supervisory Management Vol.29, No.9, Sept. 1984, P. 18-20. 
Co. of Pub.: U.S.A.
LANG.: ENG. 
CODEN: SPMNAU ISSN: 0039-519 
AVAIL.: Available from Management Contents 
DOC. TYPE: Journal ARTICLE TYPE: How-To 
Creating leaders is a goal of human resources development. Managers contribute to this goal by being role models. Sound management, healthy attitudes, and high ideals combine to form an effective work environment. Individual management styles set the pace for leadership development. Qualities that will influence future managers include being flexible, setting realistic goals, providing training when needed, and showing genuine concern for staff members. 
DESC.: Leadership; Manager; Role Modeling; Human Resource Development; Management Style; Work Environment

Y007075 78
309972 TRA84H0102 
Training for a Winning Season. 
Domenick, J. 
Development Dimensions Int'l, Pittsburgh, PA 
Training Vol.21, No.8, Aug. 1984, P. 102. 
Co. of Pub.: U.S.A
LANG.: ENG. 
CODEN: TRNGB6 ISSN: 0095-5892 
AVAIL.: Available from Management Contents 
DOC. TYPE: Journal 
Trainers can conduct classes which have a purpose and will be used in the workplace. 
NO CARRIER

Y007075 78
309972 TRA84H0102 
Training for a Winning Season. 
Domenick, J. 
Development Dimensions Int'l, Pittsburgh, PA 
Training Vol.21, No.8, Aug. 1984, P. 102. 
Co. of Pub.: U.S.A.
LANG.: ENG. 
CODEN: TRNGB6 ISSN: 0095-5892 
AVAIL.: Available from Management Contents 
DOC. TYPE: Journal 
Trainers can conduct classes which have a purpose and will be used in the workplace. Before the training sessions, meetings between managers and employees who schedule and implement projects are necessary. By insuring on-the-job use of the new skills the training department is contributing to company productivity. 
DESC.: Training and Development; Human Resource Development; Management Strategy; Management Policy

Y007075 79
309625 JBT84E0153 
Toward an Action Philosophy for Managers Based on Arendt and Tillich. 
Nielsen, R.P. 
Bosion College, Chestnut Hill, MA, 02167 
Journal of Business Ethics Vol.3, No.2, May 1984, P. 153-161. 9 Pages. 
Co. of Pub.: Holland
LANG.: ENG. 
ISSN: 016-4544 
AVAIL.: Available from Management Contents 
DOC. TYPE: Journal ARTICLE TYPE: Theory 
SPEC. FEATURES: Bibliography: 18 references; 
Certain managers' organizational behavior can be destructive on personal levels, if certain managerial ideals, which are compared to Eichmann, Richard III, and Faust are actuated in response to orders and organizational tenets. These managerial ideals necessarily conflict with individual notions of courage in management. Hannah Arendt's studies on Eichmann, which revealed much about the links of thought and action, are reviewed in detail. Arendt's Action philosophy may be understood by reference to the Eichmann, King Richard and Faust typology. Max Weber's ideal type as expressed in the 'Protestant Ethic' and 'The Spirit of Capitalism' provides the basis for Arendt's assessment of morality under pressure for management personnel. Tillich's treatises on courage are reviewed and compared to Arendt's work.
NAMED PERSON: Arendt, Hannah - Frankfurt University - 
DESC.: Management Theory; Human Resource Development; Organizational Behavior; Management Style; Sociology; Research; Personnel Management; Psychology; Corporate Bureaucracy; Business Ethics

Y007075 80
307726 MSI84E0086 
Equal Opportunities for Women in the Public Sector: Making the Most of Resources. 
Gowrie, E. 
Management in Government Vol.39, No.2, May 1984, P. 86-95. 10 Pages. 
Co. of Pub.: England
LANG.: ENG. 
ISSN: 0263-4678 
AVAIL.: Available from Management Contents 
DOC. TYPE: Journal  ARTICLE TYPE: Current Issues 
The Earl of Gowrie discusses examples of equal opportunities for women in the public sector as an intelligent use of human resources. He is candid about good managers who have blind-spots about female staff members. He is critical of mediocre management that disparage women and their capabilities in Civil Service. Emphasis is on equal employment opportunities for women. Topics reviewed include: barriers to progress; recent developments; private sector employers; the financial management initiative; personnel initiative; efficiency; succession planning; the action program; job sharing/part-time work/flexible working hours; maternity and special leave; career development; management training; and child-care. 
DESC.: Civil Service; Women; Management; EEO

Y007075 81
304232 SLW84G0147 
Financial Institutions Need To Upgrade Strategic Management. 
Gist, D.M. 
Savings Institutions Vol.105, No.7, July 1984, P. 147-148. 
Co. of Pub.: U.S.A.
LANG.: ENG. 
AVAIL.: Available from Management Contents 
DOC. TYPE: Journal 
With the change which has resulted from deregulation has come a need for financial institutions to update and upgrade their management strategies. With a focus on marketing, financial institutions should build strengths and minimize weaknesses. Implementation of strategy is mostly a process of managing change. The key elements in strategic management are: human resources, support structures, management practices and the corporate culture. 
DESC.: Savings and Loan; Strategic Management; Strategic Planning Analysis; Financial Institution

Y007075 82
303799 NMG8410014 
Honeywell's Agenda for Organizational Change. 
Kanarick, A.F.; Dotlich, D.L. 
Honeywell Inc., 
New Management Vol.2, No.1, 1984, P. 14-19, 6 Page 
Co. of Pub.: U.S.A.
LANG.: ENG. 
ISSN: 0548-5924 
AVAIL.: Available from Management Contents 
DOC. TYPE: Journal ARTICLE TYPE: How-To 
SPEC. FEATURES: includes Chart; 
The culture of an organization affects the organization's performance. Honeywell believes that excellence can be achieved through using participative management rather than traditional command and control. Ten ingredients for effectively changing the corporate culture are outlined. Stating operating principles, having managers serve as role models, developing human resources, exemplifying a top down commitment and a bottom up support system, training managers to facilitate change and implementing cross-sectional teams are some of the means for effecting change. Charts list symbols of change and Honeywell principles. Change takes place slowly.
COMPANY NAME: Honeywell Inc., Reorganization , , , 
DESC.: Management Style; Climate; Role Modeling; Culture; Organization; Top Down Management; Bottom Up Management; Hierarchy; Ownership; Human Resource Development; Participative Management; Reorganization; Team Approach

Y007075 83
303315 PEJ84F0078 
Take the Personnel Challenge. 
McLaughlin, D.J. 
Hay Group, Philadelphia, PA 
Personnel Journal Vol.63, No.6, June 1984, P. 78-81. 4 Pages. 
Co. of Pub.: U.S.A.
LANG.: ENG. 
CODEN: PEOAA ISSN: 0031-5745 
AVAIL.: Available from Management Contents. 
DOC. TYPE: Journal ARTICLE TYPE: Feature 
SPEC. FEATURES: Bibliography: 2 references; 
Six challenges face personnel management in the future. In a time of slow growth, employee expectations must be controlled. Management must develop higher knowledge and skill in employees. Effective communication is imperative in this era of rapid change. The entreprenurial spirit must be encouraged. Compensation expenditures must be cost effective. Productivity improvement depends on highly motivated employees. Strategic planning, improved selection and retention of employees, improved performance appraisals, training and development emphasis, effective management of organizational culture and an increased role for personnel professionals can help meet these challenges. 
DESC.: Personnel Management; Human Resource Management; Personnel Problems; Challenge; Training and Development

Y007075 84
302110 PER84E0059 
When a Plant Shuts Down: What Employees Need from Management. 
Zippo, M.; Miller, M. 
Personnel Vol.61, No.3, May/June 1984, P. 59-61. 
Co. of Pub.: U.S.A.
LANG.: ENG. 
CODEN: PSNLAH ISSN: 0031-5702 
AVAIL.: Available from Management Contents. 
DOC. TYPE: Journal ARTICLE TYPE: Column; Research Findings 
A study involving human resources administrators, various executives and employees who have lost their jobs provides insight into how managers can reduce the negative effects of plant closings. Three stages of data collection are used in this study: potential human resources strategies, laid-off employees' reactions and managerial attitudes. Advance warning is the most important management strategy, according to the survey of employees. Holding seminars and teaching job-search skills rank second and third. Other suggested strategies are listed. 
DESC.: Shutdown; Plant Closings; Human Resource Management; Study Management Strategy

Y007075 85
302106 PER84E0047 
Needed: An Expanded HRM Role to Bridge the Gap between R&D and Manufacturing. 
McDonough, E.F.III 
Northeastern University 
Personnel Vol.61, No.3, May/June 1984, P. 47-52. 6 Pages. 
Co. of Pub.: U.S.A.
LANG.: ENG. 
CODEN: PSNLAH ISSN: 0031-5702 
AVAIL.: Available from Management Contents. 
DOC. TYPE: Journal ARTICLE TYPE: Research Findings 
A solution to the communication problem between the research and development (R&D) department and the manufacturing department is drawn from a study of new product development projects. Interviews are conducted with top management of key departments. Poor coordination between these departments is due to manufacturing's low status, R&D's lack of human relations skills, manufacturing's reluctance to become involved and a 'we versus they' attitude. Temporary solutions to these problems are outlined. A long term solution involves human resource management and an organizational design. Two structures can integrate R&D with manufacturing - a matrix structure and a product structure. 
DESC.: Research and Development; Manufacturing; Innovation; Communication; Human Resource Management; Study; Organization Structure; Conflict; New Product; Matrix Organization

Y007075 86
301857 CMR84N0073 
The Ecological Analysis of Business Strategy. 
Freeman, J.; Boeker, W. 
California, Univ. of (Berkeley), Berkeley, CA 
California Management Review Vol.26, No.3, Spring 1984, . 73-86. 16 Pages. 
Co. of Pub.: U.S.A.
LANG.: ENG. 
CODEN: CMNRAK ISSN: 0008-1256 
AVAIL.: Available from Management Contents. 
DOC. TYPE: Journal ARTICLE TYPE: Research Findings; Theory 
SPEC. FEATURES: Bibliography: 30 references; 
Understanding strategies is enhanced by studying actual cases of their usage. A strategist can better determine if a given strategy is appropriate for his firm by studying similar firms operating in similar markets, technological and personnel conditions and learning how they made out using that strategy. The historical development of strategy concepts is recounted. Factors to be considered in developing a particular strategy are examined. Examples are given of firms adopting particular strategies. Some shortcomings of conventional methods of developing strategy are pointed out. 
DESC.: Strategy; Analysis; Strategic Planning; Strategic Management; Management Strategy; Management Functions; Business Planning

Y007075 87
301206 ZIP84F0022-1 
An Overview of the Telemarkeing Industry. 
Kordahl, E.B. 
ZIP/Target Marketing Vol.7, No.6, June 1984, P. 22, 24-26. 3 Pages. 
Co. of Pub.: U.S.A.
LANG.: ENG. 
CODEN: ZIPPDE ISSN: 0160-4090 
AVAIL.: Available from Management Contents. 
DOC. TYPE: Journal ARTICLE TYPE: Industry News 
The telemarketing industry began with the airlines in 1956. Personnel handled all consumer reservations by phone. The Bell System's Phone Power program of the 1970s originated in 1967 with a Message Usage Promotion (MUP) campaign. The Bell System's 800 number began in 1969, but did not gain immediate popularity. Today telemarketing is a viable marketing tool. Marketers are seeking guidance in telephone market planning, human resource management and database management. 
DESC.: Telemarketing; History; Review

Y007075 88
300906 PSL84D0027 
What's New in Job Design? 
Wall, T. 
Personnel Management Vol.16, No.4, April 1984, P. 27-29. 3 Pages. 
Co. of Pub.: England
LANG.: ENG. 
CODEN: PTMABL ISSN: 0031-5761 
AVAIL.: Available from Management Contents. 
DOC. TYPE: Journal ARTICLE TYPE: Industry News 
SPEC. FEATURES: Bibliography: 9 references; 
Job design in action can expand jobs to include a wider range of activities and decision making responsibilities. Job design is a form of management by objective (MBO) for non-managerial employees or a move towards self-supervision. Specific case studies are examined from British companies using this form of management. The effects on productivity are examined. Examples of this practice for use with productivity are examined. Examples of this practice for use with new technology are discussed. 
DESC.: Human Resource Management; Operations Management; MBO; Line Function; Industrial Relations; Manpower Planning; Job Development; Management Style

Y007075 89
30082 MWL84F0048 
Forum - How Employees Shape Your Behavior. 
Benson, G. 
Wyoming, Univ. of (Casper), Casper, WY 
Management World Vol.13, No.5, June 1984, P. 48, 39. 
Co. of Pub.: U.S.A.
LANG.: ENG. 
ISSN: 0090-3825 
AVAIL.: Available from Management Contents. 
DOC. TYPE: Journal ARTICLE TYPE: Theory; Research Findings 
Theory X and Theory Y explain the assumptions managers make about employees. The behavior of the employees can also influence the behavior of the managers. Employee development programs in team building, quality circles, productivity teams, job enrichment, management by objectives (MBO) and career and life development will improve relations between supervisory and nonsupervisory employees. 
DESC.: Employee Behavior; Human Behavior; Attitude; Employee Relations; MBO; Human Resource Development; Training and Development; Management Theory; Management Style; Manager Behavior; Theory X; Theory Y

Y007075 90
298445 TDJ84F0068 
To Measure a Vacuum. 
McCullough, J.M. 
Training & Development Journal Vol.38, No.3, June 1984, P. 68-70. 3 Pages. 
Co. of Pub.: U.S.A.
LANG.: ENG. 
CODEN: TDEJA7 ISSN: 0041-0861 
AVAIL.: Available from Management Contents. 
DOC. TYPE: Journal 
SPEC. FEATURES: includes Tables; 
Employee training can improve productivity. The Defeciency Analysis Review Technique (DART) justifies training by figuring the cost of not doing the training. The system development cycle is outlined in a figure. Tables are included for quantifying costs of problems and for developing an action plan. 
DESC.: Training and Development; Human Resource Development; Management Strategy; Management Education; Productivity

Y007075 91
298433 TDJ84F0024 
Grounding Executives' Future Shock. 
Sussman, L. 
Training & Development Journal Vol.38, No.3, June, 1984, P. 24-27. 3 Pages. 
Co. of Pub.: U.S.A.
LANG.: ENG. 
CODEN: TDEJA7 ISSN: 0041-0861 
AVAIL.: Available from Management Contents. 
DOC. TYPE: Journal ARTICLE TYPE: Industry News 
SPEC. FEATURES: Bibliography: 8 references; includes Tables; 
An executive development program exists to prepare executives for future success. The program consists of a three part workshop designed to help executives develop a personal action plan for self-improvement. The model for the program is blocked out. Mintzberg's role typology and French and Raven's power typology are presented in a table. Phychological and physical health are incorporated into the program to develop The Holistic Manager. This model and its associated skills are presented. The model was designed to develop individuals but its phases can be adapted for building teams. 
DESC.: Management Strategy; Management Style; Management Development; Training and Development; Human Resource Development

Y007075 92
296504 MPL84E0024 
Planning: Strategic, Human Resources and Employment: An Integrated Approach. 
Kaufman, D.J.Jr. 
Managerial Planning, Vol.32, No.6, May/June 1984, P. 24-29, Bibliog. 14, Journal. 
SPEC. FEATURES: Bibliog 
A six-phase strategic planning process is outlined which utilizes human resources planning and employment planning. This process will help reduce problems with layoffs due to economic conditions. The benefits of planning are listed; however, because planning is difficult, many companies do not plan extensively. The six phases encompass determining present position, looking to the future, formulating strategies, scheduling action plans, assigning responsibility and measuring cost. Human resource planning objectives are detailed in relation to each phase of the strategic planning process. Employment planning is part of phase six where objectives are evaluated. 
DESC.: Strategic Planning; Human Reource Development; Benefits; Image; Goals and Objectives; Integrated Approach; 0251; 0007; 1057; 1634; 0251; 1685

Y007075 93
296503 MPL84E0019 
The Missing 'H' in Strategic Planning. 
Metz, E.J. 
Managerial Planning, Vol.32, No.6, May/June 1984, P. 19-23, 29, Bibliog. 2, Journal. 
SPEC. FEATURES: Bibliog 
Human resource development should be an integral part of the strategic planning process. The human issues dimension can have a significant impact on operations, finance and marketing. Human resource managers must be involved in long-term planning along with the business planners. Significant human resource issues are identified that affect strategy development. The aging baby boom generation is slowly revolutionizing organizations. The electronic age has changed core values of society. A response to these issues is necessary now to insure success and survival. 
DESC.: Strategic Planning; Human Resource Development; Goals and Objectives; Business; Trends; Long Term; Education; Training and Development; 0251; 0007; 0251; 0971; 2326; 0610; 0034; 0273

Y007075 94
295616 CPC84N0001 
Integrating Human Resource Planning with Strategic Planning. 
McQueen, J. 
Canadian Public Administration, Vol.27, No.1, Spring 1984, P. 1-13., Journal. 
Public administrators rely on human resource management heavily in difficult economic times. Human resource management is closely related to operational and environmental forecasting. Recent developments in Canada's public administration toward the betterment of human resource planning are reviewed. A major objective of these improvements is the total integration of this planning into the corporate planning system. Human resource planning should originate from the top where primary organizational objectives are formed. The main elements of Canada's Policy and Expenditure Management System (PEMS) are analyzed. The new program, which has been proposed for the federal public service in 1985, is reviewed. It will incorporate attrition forecasting, environmental scanning, organizational modeling, occupational analysis and quality data bases. Over 20,000 of Canada's public service employees will be affected. 
DESC.: Canada; Strategy; Planning; Human Resource Development; Public Administration; Corporate Planning; Forecasting; Economic Conditions ; 0102; 0251; 0251; 0007; 0005; 0251; 0174; 1450

Y007075 95
294990 TRA84D0044 
The New HRD Manager: How to Hit the Ground Running. 
Tracey, W. 
Training, Vol.21, No.4, April 1984, P. 44-49, 51., Journal. 
Managers of the Human Resource Development (HRD) department, or its equivalent, in organizations are faced with the same problems as all other managers: to produce results. strategy for achieving results is outlined. First, the manager must gather information about the company including the current organization, the future organization, and the current HRD organization. Possible sources of information are given in figures accompanying the article. Next, the resulting information must be tabulated, analyzed and interpreted. Steps are given to accomplish this. The analysis of information gathered should yield problem areas, which should be prioritized. All solutions should be identified and evaluated. Select the solution most likely to solve the problem with the least negative side effects and outline it. Enlist the support of as many levels of the organization as possible especially those directly affected by the solution. Finally a plan of action should be developed, implemented and followed up. 
DESC.: Human Resource Development; Management Strategy; Manager; 0007; 0933; 0157

Y007075 96
294966 TJ84E0078 
Needed: A Strategy for Human Resource Development. 
Tregoe, B.B.; Zimmerman, J.W. 
Training & Development Journal, Vol.38, No.5, May 1984, P. 78-80., Journal. 
It is important for Human Resource Development (HRD) professionals to become part of the management strategy for the future of their organization. Guidelines for HRD involvement in strategy planning are given. New skills necessary for active participation in strategy are suggested. 
DESC.: Human Resource Development; Management Strategy; Planning; Management; Guidelines; Skill Level; Strategy; 0007; 0?33; 0251; 0605; 1593 ; 2162; 0251

Y007075 97
294460 PER84A0075 
A Pathway to Change: The Honeywell Study Model. 
Pesso, T. 
Personnel, Jan./Feb. 1984, P. 75-80., Journal. 
In organizations throughout the country, the role and function of the human resources department is changing, as they become more a part of an organization's total management effort to meet corporate goals. Although the new directions being taken by personnel departments are exciting. They are also challenging, and can be potentially disruptive for the human resources group and the company they serve is these changes are not initiated carefully and systematically. A case study is presented to show how this process can be completed successfully. When a new manager took over the human resources department at one of Honeywell's groups he, along with an outside consultant, undertook the job of initiating change in a department that had gone out of control. They first undertook a study to determine what the department's strategy and purpose was, and then they developed structures within the organization which would meet these purposes. Input from involved individuals within the company was sought and a ten step analytical model was devised which produces a clearly defined picture of department strategy and structure. The organizational changes enacted by the Honeywell group, along with the processes used to achieve those changes, are an excellent model to follow for anyone wishing to achieve change in their own organization's human resource department.
DESC.: Human Resource Development; Organizational Development; Organization Planning; Planning; Case Study; Study; 0007; 0686; 0318; 0251 0096; 2232

Y007075 98
293495 LOT8350025 
New Work Culture Managerial Development. 
Harris, P. 
Leadership & Organization Development Journal, Vol.4, No.5, 1983, P. 25-32., Journal. 
New technologies are causing the shrinkage of middle level roles. Professional management should include: more linkage with the basic sciences, prepare leaders to deal with engineering problems, and develop the capabilities to manage human resources in a technologically based society. Cross-cultural management can enhance managerial effectiveness. Some examples are given. Considerations for international conferences and meetings are: 1) intercultural factors, 2) full utilization of international resources, and 3) international meeting dynamics. 
DESC.: International; Cultural Change; Technology; Analysis; Study ; Management Development; Human Resource Development; Management Strategy; Examples; 0009; 0837; 0433; 0779; 2232; 0588; 0007; 0933; 150

Y007075 99
293494 LOT8350015 
New Educational Technologies and Strategies. 
Harris, P. 
Leadership & Organization Development Journal, Vol.4, No.5, 1983, P. 15-24., Journal. 
New education technology is revolutionizing the exchange and process of information that often makes meaningless traditional distinctions in fields of knowledge. Use of the computer and teleconferencing significantly alters the role of the human resource development professional. Six innovative approaches to the demands of the new work culture are: 1) electronic middle management education, 2) performance based engineer training, 3) computer networks for professional development, 4) new meeting technology via video conferencing, 5) macro projects management development, and 6) alternative higher education opportunities. Effective managers should merge human resource management and development into their strategic planning. 
DESC.: Charts; Management Education; Human Resource Development; Management Development; Technology; Analysis; Management Conference; Management Strategy; Management Tools; Management; 1227; 0233; 0007; 0588; 0433; 0779; 0829; 0933; 0797; 0605

Y007075 100
293493 LOT8350005 
Changes and the Worker. 
Harris, P. 
Leadership & Organization Development Journal, Vol.4, No.5, 1983, P. 5-15., Journal. 
Technology is confronting educators with challenges regarding the retraining of displaced workers in declining industries and the development of human resources for new technologies. Human resource development has been identified as being critically important in a company's success. Management practice should stress the participation of line management in human resource program development. Areas of management retraining development concern are: the orientation of managers to science and technology, strategic planning creativity, coping with culture change - and especially people skills in coaching, counseling, and developing human potential. 
DESC.: Charts; Human Resource Development; Training and Development; Management Development; Technology; Analysis; Job Training; Line Managers; Employee Counseling; Study; 1227; 0007; 0273; 0588; 0433; 0779; 0273; 0049; 0475; 2232

Y007075 101
293465 JVA84N0045 
Transition strategies for the Volunteer World. 
Schindler-Rainman, E. 
Journal of Volunteer Administration, Vol.11, No.3, Spring 1984, P. 45-49, Bibliog. 6, Journal. 
SPEC. FEATURES: Bibliog 
Seven transitions in the volunteer world are detailed along with strategies to meet the challenges offered. Broader involvement will require more creative ways to collaborate. Doing more with less means developing new funding sources. The role of the volunteer is expanding and so is the job description. Hierarchial structures are giving way to participative structures utilizing new communication avenues. Networks are providing a productive means for exchanging ideas. Changing values reflect new definitions of success. Planning for the future is more a concern which requires development of realistic goals. 
DESC.: Volunteers; Management Skills; Management Strategy; Human Resource Development; Participative Management; Reform; Networks; Planning Goals and Objectives; 0844; 1798; 033; 0007; 0317; 2074; 1865; 0251; 0251

Y007075 102
293458 JTR8370022 
Training for the Metaindustrial Work Culture. 
Harris, P.R.; Harris, D.L. 
Journal of European Industrial Training, Vol.7, No.7, 1983, P. 22-31, Bibliog. 20, Journal. 
SPEC. FEATURES: Bibliog 
Metaindustrial work culture refers to the transition from a manufacturing industrial environment and its developed organizational modes to information industries. Currently, United States occupational trends will be less toward an employee and more toward an affiliate or associate. New technology will dictate new processes. Human resource development for the metaindustrial organization must emphasize megatrends of human resource development. These megatrends of the second industrial revolution include knowledge of strategic planning tools, ability to apply systems concepts and technologies, and managers skilled in handling change. 
DESC.: Tales; Training and Development; Culture; Human Resource Development; Industrial Dynamics; Industrial Sector; Social Change; Information Technology; Technological Forecasting; Technological Change; 2256; 0273; 0837; 0007; 0206; 0667; 0950; 0213; 0416; 0405

Y007075 103
292485 HRP8340193 
Human Resources Planning Contributions to Corporate Planning at Ontario Hydro. 
Rush, J.C.; Borne, L.C. 
Human Resource Planning, Vol., No.4, 1983, P. 193-205., Journal. 
Ontario Hydro provides electricity; it serves almost three million customers, and has over thirty thousand employees. As it has grown since the 1970s, formalized integrated corporate planning has become necessary. Three corporate planning processes were developed, each requiring attention in the area of human resources management (HRM). The HRM components of corporate planning include forecasting of labor and staff requirements, internal monitoring, analysis of the external labor market and others. 
DESC.: Human Resource Development; Corporate Planning; Public Utilities; Public Affairs; Public Companies; Culture; Canada; Electricity; Energy; History; Strategic Planning; 0007; 0251; 20?7; 0329; 2035; 0837; 0102; 0039; 0039; 1604; 025?

Y007075 104
290159 BIS84C1920 
The Future of Human Resources Requires a Redirection. 
Shapiro, K. 
Business Insurance, Vol.18, No.12, March 19, 1984, P. 20., Tabloid. 
Studies indicate that successful companies view their human resources departments strategically, rather than solely as personnel administration departments. Climate and culture are two variables which can be changed to reflect new company values. Strategic planning of human resources is the method to affect those two variables. 
DESC.: Human Resource Development; Strategic Planning; Companies; Management; 0007; 0251; 0675; 0605

Y007075 105
287932 TRA84B0055 
A Success Quartet. 
Schleyer, R.J. 
Training, Vol.21, No.2, Feb. 1984, P. 55-57., Journal. 
Four human resource development programs have won awards in 1983. The awards competition was sponsored in part by the Instructional Systems Association. The first winning program was developed by a weapons contractor. It was a crash management-development program instituted because the plant waa overloaded with orders. The second program was developed at a decentralized manufacturing plant. a corporate training program was tailored to reflect the company's strategic planning system. The third program was developed at a hospital which needed to find a cost effective way to train supervisors. The last program was developed by a beverage firm. It developed a new interviewing system. 
DESC.: Human Resource Development; Training and Development; Problem Solving; 0007; 0273; 1021

Y007075 106
287167 MWL84A0017 
Strategic People Planning. 
Axline, L.L. 
Management World, Vol.13, No.1, Jan. 1984, . 17-18., Journal. 
Strategic planning of the human resources of a company is often neglected. Businesses often lose sight of the importance of the people needed to make a profit. Employees want communication about their career opportunities and personal assessment. By determining the company's objectives and developing an organizational plan, an individual's chance of finding a niche and aligning his personal career goals within corporate objectives are improved. The importance of human resources to a company is stressed. 
DESC.: Human Resource Development; Strategic Planning; Goals and Objectives; Organization Planning; Personnel Management; 0007; 0251; 0251; 0318; 0458

Y007075 107
281629 MPL84A0036 
Job Evaluation Systems Fail to Meet Current Needs. 
Smith, M.J. 
Managerial Planning, Vol.32, No.4, Jan./Feb. 1984, P. 36-38, 43., Journal. 
Strategic planning tool can be effectively used in the area of job evaluation and compensation. Salary dollars can be used to attract skilled workers to a company who wants to develop a particular market area. Most methods of compensation that companies use should be changed. A new system that determines salaries the way the market does, based on profit potential, should be used. This method will help a company achieve its strategic objectives. 
DESC.: Human Resource Development; Job Evaluation; Systems; Labor Market; Salary; Strategic Planning; Compensation Plans; Tables; Productivity; Market; Goals and Objectives; Profit; 0007; 0929; 0031; 0609 0444; 0251; 0121; 2256; 0662; 0604; 0251; 0?62

Y007075 108
280743 HRP8330159 
Corporate Culture and Human Resource Management: Two Keys to Implementing Strategy. 
Davis, S.M. 
Human Resource Planning, Vol.6, No.3, 1983, P. 159-167., Journal. 
The economy has shifted from that of an industrial one to a service-oriented economy. Five sub-sectors of the service economy include distributive services, consumer services, not-for-profit services, public administration and government enterprise, and producer services. Organizations should practice succession planning in their long-term strategies. It is the practice of identifying successors and relating this succession of individuals to the needs of the business life cycle. A firm's corporate culture should relate to it's long-term strategy. Culture is defined as something from the past that is living in the present. Organizational strategy should be to incorporate culture into it's future. 
DESC.: Organization Structure; Human Resource Development; Management Strategy; Corporate Behavior; Culture; Strategy; Service Industry; Economic Trends; 0453; 0007; 0933; 0127; 0837; 0251; 0293; 0564

Y007075 109
279152 BUR83M0049 
Using Intuition to Manage Organizations. 
Agor, W.H. 
Bureaucrat, Vol.12, No.4, Winter 1983/84, P. 49-52., Journal. 
Decision-making by intuition is receiving more attention in management circles. Rapid technological advances and societal changes will affect the need for intuitive individuals. How one thinks or manages is broken down into three brain styles: left (deductive), right (intuitive), and integrative depending on which part of the individual's brain is dominant. The author suggests that organizations test for brain style as a part of the selection process, try to match personnel to jobs according to brainstyle, and be aware that situations demand varying brainstyles. The prediction is that the importance of intuition will be emphasized in management training. 
DESC.: Management Skills; Decision Making; Human Resource Development; Learning Theory; Management Style; 1798; 0494; 0007; 0781; 0856

Y007075 110
279002 BIS84A23021 
New Sedgwick Leadership Promises to Continue Focus. 
Shapiro, S. 
Business Insurance, Vol.18, No.4, Jan. 23, 1984, P. 2, 19., Tabloid. 
Sedgwick Group's new chairman stresses client service. Greatest strengths are in human resources. New skills are needed. No major reorganization changes are anticipated. Expansion plans are underway. 
DESC.: Insurance Companies; International; Strategic Planning; Human Resource Development; Business Planning; Chairman of the Board; 1681 0009; 0251; 0007; 1182; 1224

Y007075 111
278580 ASW84N0017 
Who Leads the Human Services; The Prospects for Social Work Leadership in an Age of Political Conservatism. 
Patti, R.J. 
Administration in Social Work, Vol.8, No.1, Spring 1984, P. 17-29, Bibliog. 25, Journal. 
SPEC. FEATURES: Bibliog 
Social work leadership and impact has been hurt by conservative national governments and reactions of the post-reform era over the last decade or so. This may well be temporary. The main concerns in reinstituting a prime role for human services policy planning are establishing definitions for the elements of human services administrations, and research on the practices of welfare management, job market considerations, and sex discrimiination issues. Social workers enjoyed executive status in federal and state governments twenty years ago. Evidence points to their shrinkage in power and numbers and replacement with persons having backgrounds in law and business. Job market problems include a negative attitude towards social workers' management skills and the declassification of jobs in public social agencies. Evidence suggests women have been discouraged from pursuing management capacities. The remainder of this decade promises to be one of retrenchment. The critical level of struggle for policy preservation will be strongest on the middle and upper organization levels. Philosophical dedication and technical expertise will play a strong role.
DESC.: Economic Conditions; Social Service; Political Problems; Government Agency; Human Resource Development; Management; Sex Discrimination; Job Advancement; 1450; 2176; 1977; 0976; 0007; 0605; 0485; 0454

Y007075 112
277096 PER83E0019 
Training Programs: Pulling Them Into Sync with Your Company's Strategic Planning. 
Neilsen, R.P. 
Personnel, Vol.60, No.3, May/June 1983, P. 19-25., Journal. 
Effective strategic planning does relate to the management of training programs; strategic planning being defined as flexible long range planning. The way five companies utilized strategic human resource management of training programs to help their organizations is documented. As training programs are the key to developing personnel who make a company profitable, than it certainly makes good business sense to carefully plan these training programs. A six step program is outlined to aid companies interested in developing strategic planning for their human resources management training programs. 
DESC.: Human Resource Development; Programs; Planning; Training and Development; Training Method; Strategic Planning; 0007; 2020; 0251; 0273; 2318; 0251

Y007075 113
276421 MRE83J0013 
Management's Involvement in the Strategic Utilization of the Human Resource. 
Gitzandanner, C.; Misa, K.F.; Stein, R.T. 
Management Review, Vol.72, No.10, Oct. 1983, P. 13-17., Journal. 
A study was done comparing management techniques of human resource management. Great differences were noted between highly productive companies and less productive competitors. Five specific differences emerged. Several steps are detailed to apply to human resource management. Strategic management of the human resource should be a joint venture of the management team. 
DESC.: Management; Strategic Planning; Human Resource Development Performance; Productivity; Study; Companies; Training and Development; Goals and Objectives; Management Team; 0605; 0251; 0007; 0249; 0662; 2232; 0675; 0273; 0251; 0719

Y007075 114
276407 MPL83I0029 
How to Tie Human Resource Planning to Strategic Business Planning. 
Smith, E.C. 
Managerial Planning, Vol.32, No.2, Sept./Oct. 1983, P. 29-34., Journal. 
A system for integrating human resource planning into the strategic business planning process is described. Certain assumptions are made about a participating companys future in order to tailor a plan. Certain organization responsibilities must be clearly defined. Taking an inventory of existing programs will show what additional one are needed. Several steps are detailed to form a model. The human resource planning process must be audited for timeliness and quality. 
DESC.: Human Resource Development; Strategic Planning; Business; Systems; Time Factors; Program Planning; Management; Auditing; Goals and Objectives; Inventory; Planning; Modeling; Flow Chart; 0007; 0251; 0971; 0031; 2300; 2015; 06?5; 0059; 0251; 0215; 0251; 0239; 1559

Y007075 115
269155 PER83I0026 
Meshing Human Resources Planning With Strategic Business Planning: One Company's Experience. 
Reid-Galosy, J. 
Personnel, Vol.60, No.5, Sept./Oct. 1983, P. 26-35., Journal. 
A case study on how to mesh strategic planning with human resource management is presented. The company, Dun and Bradstreet, had three of its divisions which, under a committee, attempted to identify and implement a plan for strategically managing human resources. The chronological steps taken by the committee are described. The overall objectives were: to insure that the plan decided upon agreed with divisional and affirmative action goals; to determine what changes were needed to meets the plan's goals; and to devise and implement a plan for attracting, compensating and developing those human resources. As of September 1983, the plan developed by Dun and Bradstreet was in the process of being implemented, and the process to devise that plan was deemed successful as it got top management involved in the planning process, and it made human resources management part of the overall strategic planning of the divisions. 
DESC.: Human Resource Development; Strategic Planning; Examples; Case Study; Planning; 0007; 0251; 1501; 0096; 0251

Y007075 116 
269154 PER83I0014 
Meshing Human Resource Planning With Strategic Business Planning: A Model Approach. 
Baird, L.; Meshoulam, I.; DeGive, G. 
Personnel, Vol.60, No.5, Sept./Oct. 1983, P. 14-25., Journal. 
Developing a strategic approach to human resources management is a concept which is more easily discussed than implemented. The worth of the human resource is not as easily identified as material resurces, and human feelings and goals must be considered in any strategic planning effects. Great advance planning is required and four elements - the competitive environment, changes in human resource needs, the mixture of needed human resources, and the necessity of future orientation - need to be considered. As humans cannot be moved as easily as other types of resouces, the manager who wishes to effectively manage his or her human resources needs to consider the overall corporate strategy and devise the strategic human resource plan accordingly. 
DESC.: Human Resource Development; Strategic Planning; Management Planning; 0007; 0251; 0605; 0251

Y007075 117 
269120 PAD83J0055 
Strategic Management and the Politics of Power. 
Schein, V.E. 
Personnel Administrator, Vol.28, No.10, Oct. 1983, P. 55-58., Journal. 
Personnel managers must implement projects and proposals. The reality of the way organizations function is similar to a political arena. The effective use of power gets the job done. Countering the resistance to change requires skill in strategically using the resources needed. The politics of implementation forces the personnel manager to confront the realities of organizational life.
DESC.: Strategic Planning; Management; Politics; Personnel Management; Goals and Objectives; Human Resource Development; 0251; 0605; 0794; 0458; 0251; 0007

Y007075 118 
269119 PA83J0045 
Effective Planning for Human Resource Development. 
Harvey, L.J. 
Personnel Administrator, Vol.28, No.10, Oct. 1983, P. 45-52, 112., Journal. 
Human resource development (HRD) planning begins with basic management principles. A survey is offered which can be used to evaluate a present system. Several management principles are listed that are necessary for a good system. Plans that are developed must relate to management activity. The top officials of the HRD area have the final approval of the plan. 
DESC.: Planning; Human Resource Development; Corporations; Survey Manager; Charts; Management Information Systems; Strategic Planning; 02?1; 0007; 0675; 0368; 0157; 1227; 0051; 025?

Y007075 119 
269117 PAD83J0033 
Work Force Planning and Corporate Strategy. 
DeSanto, J.E. 
Personnel Administrator, Vol.28, No.10, Oct. 1983, P. 33-38., Journal. 
Corporate strategy must take work force planning into consideration. A corporation must be aware of its present and future work force capacity. Work force planning is directly related to personnel activities. Introducing work force planning into a program for personnel administration will force a rethinking of the entire program. The work force is one of the corporation's most valuable resources. Management must recognize the importance of this human resource and include this element in their planning. 
DESC.: Corporate Behavior; Strategic Planning; Employee; Forecasting; Management; Labor Force; Human Resource Development; Goals and Objectives; Analysis; Personnel Management; Training and Development; 0127; 0251; 0958; 0174; 0605; 0618; 0007; 0251; 0779; 0458; 0273

Y007075 120 
269116 PAD83J0027 
Strategic HRM and the Bottom Line. 
Misa, K.F.; Stein, T. 
Personnel Administrator, Vol.2, No.10, Oct. 1983, P. 27-30., Journal. 
Improvements in productivity are often linked to human resource management. Leaders in productivity manage their human resources function strategically. A study was done which isolated five managerial practices that differentiated the leaders. In productivity leaders line management and human resources are more likely to work together. Charts are provided that differentiate the strategic role placed by companies. 
DESC.: Strategy; Management; Productivity; Competition; Study; Cost; Goals and Objectives; Manager; Planning; Human Resource Development; Charts; Employee; Companies; 0251; 0605; 0662; 0498; 2232; 0716; 0251; 0157 ; 0251; 0007; 1227; 0958; 0675

Y007075 121 
265964 BK880Y00013 
Rethinking People Management. 
Stockard, G. 
American Management Associations, New York, NY, 1980, P. 1-225, Index 11 P., $14.95 (subject to change), Book. 
There are numerous problems in personnel administration as a field, which originate from a host of different sources such as: failure of top management to care about human resources, personnel people who do not view it as a career, lack of long range planning in the department and conflict between the financial and personnel departments. Author offers a three-part plan to salvage personnel administration including: reorganization, upgrading and planning for improvement. Advice is also given to those in the company who deal with the personnel office. The entire book may be ordered from Management Contents on-line or at our toll-free number at a cost of $14.95. Prices subject to change without notice. 
DESC.: Personnel Management; Human Resource Development; Critique Analysis; Proposal; Guidelines; Employee Benefits; Employee Compensation; Employee Orientation; Employee Relations; Employee Environment; Reorganization; 0458; 0007; 1362; 0779; 2026; 1593; 0475; 0121; 1471; 0036 0420; 0636

Y007075 122 
256185 PAD83F0113 
Human Resource Managers Rank Their Pressure Points. 
Herring, J. 
Personnel Administrator, Vol.28, No.6, June 1983, P. 113-116, 137+., Journal. 
A study was conducted in which human resource executives were asked to rank twenty-four issues as to which would have the most impact on the performance of their duties during 1983. The top areas chosen as being of major concern to human resources people include productivity improvement programs, controlling employee benefits costs, employee communication, and upgrading management training programs. These choices indicate a concern by human resources people for the bottom line of the organization. The ranking of issues by the human resources managers seems to indicate the expanding responsibilities of this group of people, as well as their concern with productivity and the issues which affect the rest of top management. 
DESC.: Human Resource Development; Study; Management Functions; Management Strategy; 0007; 2232; 0620; 0933

Y007075 123 
256178 PAD83F0058 
Professional Challenges Parallel National Changes. 
Templer, A. 
Personnel Administrator, Vol.28 No.6, June 1983, P. 58-64, 147, Bibliog. 9, Journal. 
SPEC. FEATURES: Bibliog 
There is a wealth of information published about the changing role of the human resource department within organizations in the United States-and not all of the reports are positive. While there is less information regarding the functions of the human resource department in Canadian business there is no doubt but that there are changes being made. The human resource department in Canada seems to be in poor shape, due mainly to the lack of faith by top management and the somewhat poor past performance by some ill trained personnel people. To become effective, those in human resources must build up their professionalism, increase their role in the corporate life, and take a firm stand in attacking the environmental issues which can plague any company. The profession has the potential to be an increasingly important part of a corporation, but those in the profession must make the effort. 
DESC.: Human Resource Development; Canada; United States; Professional Responsibility; 0007; 0102; 0528; 0750

Y007075 124 
255902 MM8310015 
Quality Control Circles - What's In A Name 
Charney, C. 
MTM Journal of Methods-Time Management, Vol.10, No.1, 1983, P. 15-19., Journal. 
Quality Control Circles (QCCs) are a Japanese creation which involve small groups of employees voluntarily meeting for the purpose of identifying work- related problems and developing solutions. More than ten million Japanese workers participate in over one million QCCs nationwide. The QCC technique reflects the Japanese management style which includes principles such as lifetime employment, delayed promotion, and collective, methodical decision making. Considering the differences between the Japanese and Canadian styles of management, adoption of QCC by Canadian firms is problematic. An introduction of QCCs into Canadian companies must be accompanied by a humanizing of the workplace. Canadian employees may have adjustment problems if QCCs are instituted, but the technique's advantages justify the temporary discomfort. 
DESC.: Quality of Work; Japan; Canada; Management Style; Human Resource Development; Employee Participation; Management; Quality Control; 205?; 0337; 0102; 0856; 0007; 1472; 0605; 0579

Y007075 125 
252271 PEJ82K0827 
A CEO's View of the Human Resources Function. 
Flavin, J.B. 
Personnel Journal, Vol.61, No.11, Nov. 1982, P. 827, 828., Journal. 
Human resource development is an integral part of corporate efficiency and takes on key roles in planning, productivity, and managerial style. Management style and leadership sustain and develop corporate objectives. The leadership role of the human resource executive includes business acumen, initiative, and imagination with the ability to communicate ideas to all levels of management. 
DESC.: Management Strategy; Management Style; Human Resource Development; Evaluation; 0933; 0856; 0007; 0249

Y007075 126 
252251 PAD83E0079 
Strategic Integration of Compensation and Benefits. 
Greene, R.J.; Roberts R.G. 
Personnel Administrator, Vol.28, No.5, May 1983, P. 79-80, 82., Journal. 
As human resource development managers move from a technical to a more strategic orientation, three mergings in the profession will take place. They are the merging of compensation and benefits, reward systems and the strategic management process, and the merging of the human resources function organizationally. The strategic planning management approach aligns each organizational and human resources system with fundamental business strategy. How the reward strategy in linked to the business strategy is illustrated in a figure. 
DESC.: Compensation; Employee Benefits; Human Resource Development ; Strategic Planning; 0121; 0475; 0007; 0251

Y007075 127 
251592 LRP83D0051 
The Strategic Management of R & D. 
Petroni, G. 
Long Range Planning, Vol.16, No.2, April 1983, P. 51-64, Bibliog. 6, Journal. 
Problems affecting industrial research are defined. The integration of the research and development function within the company is examined. Two organizational models that can lead to integration are described. The two models are the managerial integration model and the technological integration model. The success of research and development integration is dependent upon the model used for structures, roles and personnel. Innovation must be encouraged. 
DESC.: Strategic Planning; Tables; Charts; Organization Chart; Modeling; Management; Research and Development; Integrated Approach; Organization; Industrial Sector; Technology; 0251; 2256; 1227; 0578; 0239; 0605; 0446; 1685; 0576; 1667; 0433

Y007075 128 
249407 PEJ82I0680 
Strategic Business Planning and Human Resources: Part II 
Smith, E.C. 
Personnel Journal, Vol.61, No.9, Sept. 1982, P. 680-682., Journal. 
Corporate planning that does not take into account human resource development is not likely to be effective. Human resource development considerations should be integrated with all strategic planning. An external and internal environmental scan should be made. Factors such as organizational structure, current staff capability, and the appropriateness of existing human resource programs should be assessed by personnel management in the strategic planning process. 
DESC.: Planning; Human Resource Development; Personnel Management Corporate Planning; Strategic Planning; 0251; 0007; 0458; 0251; 0251

Y007075 129 
249403 PEJ82H0606 
Strategic Business Planning and Human Resources: Part I. 
Smith, E.C. 
Personnel Journal, Vol.61, No.8, August 1982, P. 606-610., Journal. 
In Part I, the maturity stages of a business are defined and how these maturity stages relate to human resource programs. Business planning strategies are determined by the growth level of an organization and must change as an organization grows. Human resource programs also chance as the organization's growth changes. The characteristics of business which are affected by the organization's maturity stages are listed in a guide. The characteristics of a human resource program that are affected by the organization's maturity stages are also listed. 
DESC.: Business Planning; Strategic Planning; Business; Human Resource Development; Management; Planning; Organizational Development; 1182; 0251; 0971; 0007; 0605; 0251; 0686

Y007075 130 
247083 BMR83B0004 
Officer's Perspective: Tackling the 'People Problem'. 
Brookhart, S.W. 
Bank Marketing, Vol.15, No.2, Feb. 1983, P. 4., Journal. 
Deregulation will have a dramatic effect on banks and banking. Strategic planning will become necessary for survival amid competition from other banks and non-bank financial service vendors. As staff selection is of paramount importance, management should put great emphasis on recruitment, human resource development, employee relations, and personnel management 
DESC.: Banks and Banking; Management; Strategic Planning; Deregulation; Employee Relations; Human Resource Development; Personnel Management; Competition; Recruitment; 0001; 0605; 0251; 0188; 0036; 0007; 0458; 0498; 0266

Y007075 131 
247050 BKS80Y00018 
Small Business. 
Rimler, G.W.; Humphreys, N.J. 
American Management Association, New York, NY, 1980, P. 1-180, Index 4 P., $13.95 (subject to change)., Book. 
The dominant form of business in the United States is the small business. The initial discussion of this monograph centers on owning a business, the differences between small and large firms, the new employee and the small firm and the type of organization. Poor management is one of the major reasons that small businesses fail. The management of human resources is emphasized. Major topics are change, the working environment, trust, staffing, training and development, communications, motivation, delegation and responsibility, objectives and the future for small business. Important areas that are stressed are training for management positions and succession beyond the original owner. Small businesses are not hard to start, just hard to keep going. Charts, tables and an appendix are included. The entire book may be ordered from Management Contents on-line or toll-free at 1-800-323-5354 at a cost of $13.95. Prices subject to change without notice. 
DESC.: Small Businesses; Development Potential; Management Team; Ownership; Training and Development; Communication in Organizations; Employee; Strategic Planning; Staffing; Motivation; Delegation of Authority ; Responsibility; Efficiency; Planning; Management; Charts; Tables; Methods ; Human Resource Development; 0310; 1406; 0719; 1927; 0273; 0011; 0958; 0251; 0266; 0622; 0140; 2096; 0662; 0251; 0605; 1227; 2256; 1812; 0007

Y007075 132 
242809 ORD83M0049 
The Evolution of Japanese Management: Lessons for U.S. Managers. 
Marsland, S.; Beer, M. 
Organizational Dynamics, Vol.11, No.3, Winter 1983, P. 49-67, Bibliog. 7, Journal. 
As Japan emerged as a major competitor in world markets, the United States executives have been increasingly interested in Japanese management techniques. Japan has a different approach to human resource management. Japanese management systems expect employees to be highly motivated and commited to the firm. The human resources management policies used are slow promotion, frequent transfer, intensive training, support for and promotion of cooperation at all levels and lifetime employment. The success of those policies are aided by Japanese societal values, the structure of private enterprise, the structure of labor markets, the historic development of Japanese employment systems and the structure of unionism, all of which are discussed in detail. The Japanese management systems are successful and are characterized by emphasis on information flows, bottom-up decision making and division of labor in management. Key human resource policies add to the success of the management system. The Japanese do pay a price for the high economic growth and increased productivity. Some of these are pressures to conform, exam pressures on students, suicides, discrimination against women and the closed, insular world of the corporate employee. A complete Japanese system would never work in the United States because management systems are not imported, but developed. United States managers need to use some of the policies and philosophies of the Japanese system and intwine them with American v 
DESC.: Management; Japan; United States; Management Style; Human Resource Development; Management by Results; 0605; 0337; 0528; 0856; 0007; ?536

Y007075 133 
239442 SPM83B0026 
Overcoming Resistance to Change. 
Berry, W. 
Supervisory Management, Vol.28, No.2 Feb. 1983, P. 26-30., Journal. 
A directive from management represents a change for one or many employees. If a job or directive is not carried out satisfactorily, the manager may blame an employee's resistance to change. The problem may be that the manager is unable to manage change. An employee's response to change can be affected by economic, sociological, and psychological factors. Change can be more satisfactorily effected by issuing a clear explanation of the change, offering incentives, or involving employees in the planning stage. The employee must be convinced that the change will help him as much as the organization. 
DESC.: Organizational Development; Resistance to Change; Manager-Subordinate Relationship; Participative Management; Management Strategy; Employee Behavior; Employee Participation; Job Performance; Human Resource Development; 0686; 0404; 0558; 0317; 0?33; 0958; 1472; 0527; 0007

Y007075 134 
238999 OPT8220080 
Practical Human Resource Planning. 
Graham, H.A. 
Optimum, Vol.13, No.2, 1982, . 80-83., Journal. 
Present day strategic planning makes the assumption that change will be rapid, volatile and unpredictable. With regard to integrating human resource development and strategic planning, certain external and internal assumptions must be made. Tools to be used in human resource development include a performance appraisal system, a human resource and career inquiry system, succession planning, and selection criteria. The approach outlined has been implemented at Polysar Limited. 
DESC.: Human Resource Development; Planning; Strategy; Strategic Planning; 0007; 0251; 0251; 0251

Y007075 135 
238998 PT8220074 
Influencing Corporate Strategy Through Human Resource Planning - A Practical Application. 
Mandl, M.F. 
Optimum, Vol.13, No.2, 1982, P. 74-77., Journal. 
A closer link integrating human resource development planning and overall strategy is needed. An example of integrated planning in CP Air is given. Since employees face increasingly poor promotion prospects due to economic decline, new ways to challenge them must be developed. Managers are urged to understand company goals and manpower supply, as well as the firm's internal environment and the values critical to implementing strategy. 
DESC.: Human Resource Development; Planning; Strategy; Strategic Planning; 0007; 0251; 0251; 0251

Y007075 136 
237723 HRP8230115 
Human Resource Planning at Corning Glass Works: A Field Study. 
Dyer, L.; Shafer, R.A; Regan, P.J. 
Human Resource Planning, Vol.5, No.3, 1982, P. 115-184., Journal. 
Personnel policy studies at Corning Glass Works (CGW) have led to the development of a human resource planning (HRP) program. HRP has focused mainly on operational plans; however, increased emphasis is being placed on HRP in terms of corporate structure and strategy. HRP is conducted at the executive level and at the management and professional level. The processes used at each of these levels differ. At the executive level, personnel reviews of the major corporate divisions are conducted on a regular basis by top corporate officers. Action plans are developed following each review. At the management and professional level, annual personnel audits are conducted for each division to estimate personnel supply and demand. Expected demand is based on established operational plans. A computerized data system aids in the forecasting and planning process. Different strategies for implemtntation of HRP were used at each level. The visibility and usage of comprehensive operational planning and strategic planning at both the executive and management levels will be increased. 
DESC.: Human Resource Development; Industrial Management; Industrial Organization; Human Resource Inventory; Strategic Planning; Operations Analysis; Operation Management; Corporate Planning; Executive; Professionals; Evaluation; Management; Field Study; 0007; 1664; 1666; 0200 0251; 0247; 0247; 0251; 0157; 2014; 0249; 0605; 154?

Y007075 137 
236308 TDJ83A0081 
Establishing an HRD Program in an HRD Consulting Firm. 
Rothwell, W.J. 
Training & Development Journal, Vol.37, No.1, Jan. 1983, P. 81-85, Bibliog. 12, Journal. 
The implementation of a Human Resource Development (HRD) training program within an HRD firm can cause conflict and organizational change. The success of the program depends on recognizing other's expectations and meeting them as much as possible. The program should be integrated with the existing norms of the organization. These norms include the existing beliefs, power structure, and rewards system. Sources of possible conflict within the organization should be determined prior to implementation and plans to avoid these conflicts developed. The person in charge of implementation must have a source of power that will force interaction with the entire organization. This forces the negotiation of disagreements and adds legitimacy to the implementation of the new program. 
DESC.: Human Resource Development; Consulting; Sociology; Training and Development; Organizational Behavior; Management Strategy; 0007; 0123; 0852; 0273; 0938; 0933

Y007075 138 
235900 ORD82R0059 
Managing Change Strategically: The Technical, Poltical, and Cultural Keys. 
Tichy, N.M. 
Organizational Dynamics, Autumn 1982, P. 59-80, Bibliog. 5, Journal. 
The impact of technical, political and cultural changes, the pressures they encompass and the effect they build is the focus of this examination. Organizational changes, strategic planning and management and tables for successful management are also presented. Human resource tools for managing an organization and its culture are also presented in the matrix. Managing strategic change is becoming a necessity. 
DESC.: Human Resource Development; Management; Technological Change; Matrix; 0007; 0605; 0405; 0599

Y007075 139 
235613 MWL83A0019 
Profiles of Productivity. 
McKendrick, J.; Pilla, L. 
Management World, Vol.12, No.1, Jan. 1983, P. 19., Journal. 
The productivity rate of organizations in relationship to cost and its effectiveness to the organization is discussed. The company that has no productivity program or no corporate plan has difficulty measuring productivity. The management of the future will have to make productivity programs an integral feature of the organization, thereby contributing to the organization's success. 
DESC.: Management Development; Management Education; Manager; Management Team; Futures; Management Science; Productivity; Humanization; Stress; Corporate Planning; Planning; Human Resource Development; Management Strategy; 0588; 0233; 0157; 0719; 0671; 0554; 0662; 1625; 0002; 0251; 0251; 0007; 0933

Y007075 140 
235168 JRL82P0026 
Strategic Management Issues for the Retailing of services. 
Kelly, J.P.; George, W.R. 
Journal of Retailing, Vol.58, No.2, Summer 1982, P. 26-43, Bibliog. 17, Journal. 
Recently, large retailers of tangible goods have begun to offer services such as financial or legal to their customers. Services retailing and tangible goods retailing present different management problems and solutions. Operational areas where differences lie include performance measurements, organization of the store, pricing, advertising, sales and sales promotion, the handling of complaints, and controls dealing with the efficiency and productivity of the employees. The retailing of services provides the goods retailer with an excellent growth opportunity. 
DESC.: Retailing; Retail Industry; Service Industry; Department Store; Sales Promotion; Advertising; Pricing; Charts; Tables; Comparative Analysis; 0289; 0289; 0293; 1396; 07?1; 0061; 0524; 1227; 2256; 1283

Y007075 141 
230636 ADM82L003 
Skills Managers Need to Survive. 
Maynard, W. 
Administrative Management, Vol.43, No.12, Dec. 1982, P. 33-34, 70+., Journal. 
The major crisis that managers will face during the 1980's will be the need to develop the skills to manage change and to manage people through the change process. Managers must develop a strategy that meets both technological needs and human needs. Eight common management errors are noted. A ten-point framework for developing a good balance between productivity and worker satisfaction is presented. 
DESC.: Administration; Management Skills; Management Strategy; Technology; Human Resource Development; Framework; Success; Productivity; Guidelines; 0605; 1798; 0933; 0433; 0007; 1862; 2240; 0662; 1593

Y007075 142 
225698 HRM81M0022 
Bureaupathology: The Denigration of Competence. 
Giblin, E.J. 
Human Resource Management, Vol.20, No.4, Winter 1981, P. 22-25., Journal. 
The occupational distribution in the United States has shifted. There has been a tremendous growth in the number of management and professional personnel. Organizational factors which hinder the success of the entity are considered. Managerial work in complex bureaucracies is described emphasizing the denigration of technical competence. Several solutions are proposed covering recognition of the problem, task performance, organization structure, staff development and reward systems. 
DESC.: Personnel Management; United States; Organizational Behavior; Human Resource Development; Bureaucracy; 0458; 0528; 0938; 0007; 0099

Y007075 143 
222592 HRP8120033 
A Status Report on Human Resource Planning from the Perspective of Human Resource Planners. 
Miller, E.L.; Burack, E.H. 
Human Resource Planning, Vol.4, No.2, 1981, P. 33-40, Bibliog. 4, Journal. 
Human Resource Management (HRM) has replaced maintenance-only oriented departments with planning- oriented groups which are concerned with past, present, and future external trends and how they will affect the organization. Three phases of growth in HRM are currently recognized. The first covers the period up to 1969 and the chief concern was current manpower planning, with little functioning outside that area. The period of 1970-1975 began to deal with total planning for the entire organization from future manpower needs to Human Resource planning. The period of 1976-1981, with the aid of external social and legislative actions shows an increase and focusing of previous responsibilities. A study was undertaken to reveal how Human Resource people perceived their jobs, their skills, and the future direction of their profession. The results revealed that many considered HRM a fairly new field and were unsure as to how HRM fit into the total organizational picture. HRM is a growing field and will become more important, vital, and actively involved with a company, as interpersonal relationships and rights in business grow more complex.
DESC.: Human Resource Development; Job Analysis; Program Evaluation; Job Performance; 0007; 0055; 2016; 0527

Y007075 144 
222583 HRM82N0011 
Strategic Planning and Human Resource Management. 
Devanna, M.A.; Fombrun, T.; Tichy, N.; Warren, L. 
Human Resource Management, Vol 21, No.1, Spring 1982, P. 11-16., Journal. 
A study was performed to find out what degree human resource activities are and should be used in forming strategies and implementing them. Senior planning and personnel executives responded via questionnaire to this survey. The results of this survey are presented. A framework is developed for helping human resource management work more strategically. Guidelines for this framework are presented. 
DESC.: Human Resource Development; Management; Strategic Planning Survey; Questionnaire; Study; Framework; 0007; 0605; 0251; 0368; 0368; 2232 ; 1862

Y007075 145 
221064 TRA82H0042 
A Trainer's Guide to Retirement Planning. 
Salomon, A.W. 
Training, Vol.19, No.8, Aug. 1982, P. 42, 47., Journal. 
Human resource development professionals need to prepare workers for retirement. Retiring workers need long-term planning and counseling to make their adjustment easy. Suggestions are presented on the topics for which retirees need information to prepare themselves realistically. 
DESC.: Human Resource Development; Retirement Plans; Retirement; Policy; Planning; Counseling; Training and Development; 0007; 2106; 0759; 0251; 0251; 0923; 0273

Y007075 146 
221054 TRA82G0023 
The Rising Tide of HRD: A Global Overview of the Training World. 
Lee, C. 
Training, Vol.19, No.7, July 1982, P. 23-35., Journal. 
HRD importance and impact has become evident in the last decade. HRD is now incorporated into many companies' strategic planning. Training programs, procedures and aims around the world are reviewed. Among the countries detailed are Japan, Australia, India and the Far East, Africa, South Africa, Middle East and the United Kingdom. Trainers around the world are concerned with management development, effective skill transfer and productivity. 
DESC.: Analysis; Training and Development; International; South Africa; Human Resource Development; Middle East; Japan; Australia; India; Africa; United Kingdom; South Africa; 0779; 0273; 0009; 0372; 0007; 0359; 0337; 0071; 0346; 0063; 0047; 0372

Y007075 147 
217140 ZBE80X0169 
Multiple Baselines (Chapter 9). 
Knutson, J.R. 
How to Be a Successful Project Manager, American Management Associations Extension Institute Self Study Course, 1980, P. 169-205, Bibliog. 113, Course. 
This is the ninth chapter in the course. Project control and multiple baselines are covered. Control prerequisites include a status format that is flexible, easy to update and tailored for different audiences. Checkpoints should be predefined. The three baselines that must be used for a total project picture are schedule, cost and human resource. Management Operations System Technique (MOST) is a graphic illustration that presents time, costs and human resources in one document. MOST is built from the completion date to the start date and can incorporate PERT on a worksheet. Steps to take when finding a baseline problem are to follow audit trails and isolate the cause of the problem, determine the impact of the problem, decide on corrective action, implement the corrective action and follow up. The entire course (ch.1-10) may be ordered on line or toll-free at 800-323-5354 at a cost of $85, subject to change. 
DESC.: Project Management; Control and Planning; Charts; PERT; Graph; Networks; Planning; Diagrams; Diagrammatic Models; Problem Solving; Cost; Human Resource Inventory; Management; 0687; 0313; 1227; 1019; 0191; 1865; 0251; 1408; 1408; 1021; 0716; 0200; 0605

Y007075 148 
26731 PAR82C0157 
Unifying Planning and Management in Public Organizations. 
Jensen, D.R. 
Public Administration Review, Vol.42, No.2, March/April 1982, P. 157-162., Journal. 
Productivity can be improved in public organizations. This benefit can be achieved using better planning procedures when applied to program and human resource management. The period of expansion has ended in the public sector. Public agency planning must prove its worth, in part due to decreasing tax revenues. Information systems are lacking in delineating productivity within public agencies. Employees represent seventy to eighty per cent of an organization's budgetary expenditures. The future will demand that staff time be closely related and tied to expected benefits. Planning must employ improved procedures in the management of human resources. 
DESC.: Public Sector; Productivity; Planning; Human Resource Development; 0460; 0662; 0251; 0007

Y007075 149 
214583 ZAX80X0117 
Positive Employee Relations (Chapter 9). 
Winters, K.T. 
Fundamentals of Modern Personnel Management, American Management Associations Extension Institute Self Study Course, 1980, P. 117-128, Bibliog. 64, Course. 
This is the ninth chapter in the course. The importance of creating and maintaining the positive employee- management relations is emphasized. In order to have effective employee relations without a union, a positive climate must be created so that a union will not be an attractive alternate to employees. This climate must be based on effective communication, formal complaint procedures and job growth opportunities. Unionization involves the union petition for recognition in an organization and an election. Once the union has been recognized and certified as the exclusive bargaining agent for a group of employees, management must negotiate with the union representatives on conditions affecting the employees. A collective bargaining contract includes the grievance and arbitration procedures. The entire course (ch.1-9) may be ordered on line or toll-free at 800-323-5354 at a cost of $85, subject to change. 
DESC.: Personnel Management; Human Resource Development; Charts; History; Employee Relations; Unionization; Unions; Management Strategy; Collective Bargaining; Contract Administration; 0458; 0007; 1227; 1604; 0036; 2347; 0035; 0933; 0285; 0931

Y007075 150 
214582 ZAX80X0109 
The Application of Electronic Data Processing in the Personnel Function
(Chapter 8). 
Winters, K.T. 
Fundamentals of Modern Personnel Management, American Management Associations Extension Institute Self Study Course, 1980, P. 109-114, Bibliog. 4, Course. 
This is the eighth chapter in the course. The application of data processing to functional areas within the human resources management function is covered. Benefits and uses of a human resources information system are discussed. The human resource information system in an effective management tool for collecting, storing and retrieving information about employees. The system modules include record keeping, benefits and pension plan administration, wage and salary administration, recruitment and selection, employee development and training and human resources strategic planning. Steps in system development include design, selecting the data base, installing the system and providing security. The entire course  (ch.1-9) may be ordered on line or toll-free at 800-323-5354 at a cost of $85, subject to change. 
DESC.: Personnel Management; Human Resource Development; EDP; Data Processing; Information Systems; Management Tools; Record Keeping; Salary Administration; Recruitment; Design; Data Base; Security; Administration; 0458; 0007; 0495; 0495; 0213; 0797; 0213; 0261; 0266; 0633; 0918; 0814; 0605