Y018015 1 
86001840
Leadership: Management's Better Half
Zenger, John H.
Training v22n12 PP: 44-53 Dec 1985 CODEN: TRNGB6
ISSN: 0095-5892
JRNL CODE: TBI
DOC. TYPE: Journal Paper
LANG.: Eng. LENGTH: 7 Pages
AVAIL.: ABI/INFORM
The effective executives and managers who contribute most to their organizations combine both managerial and leadership skills, but there is currently a lack of leaders who can provide visionary inspiration, motivation, and direction. Leadership consists of observable behavior that can be taught. This behavior involves: 1. good communication of the organization's values and mission, 2. the development of committed followers, 3. high standards and lofty goal setting, 4. appropriate behavior that is representative of the best values and characteristics of the group, 5. focusing attention on important issues, and 6. the ability to channel information and ideas in and out of the group to the rest of the organization and to the outside world. To develop leadership skills in the repertoire of managers several steps are necessary, including: 1. teaching managers the nature of leadership, 2. training managers in leadership skills, 3. putting managers in the proper environment to learn leadership, and 4. training executives and their subordinates to coach each other in leadership skills. References.
DESC.: Leadership Behavior; Guidelines; Roles; Business; Management training; Development
CLASS. CODES: 6200 (CN=Training & development); 9150 (CN=Guidelines)

Y018015 2 
86001618
The Leadership to Implant Courage and Direction
Clark, Constance J.; Gordon, Judy A.
Credit & Financial Mgmt v87n9 PP: 17-20 Nov 1985
ISSN: 0010-0973
JRNL CODE: CFM
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 4 Pages
AVAIL.: ABI/INFORM
Credit & Financial Management recently interviewed the immediate past and present directors of the National Association of Credit Management (NACM) Credit Women's Groups. Dora C. Cuhel, director for 11 years, believes the skill most important to that job is the development of good lines of communication. As director, the most important benefit she received was the opportunity to develop leadership and management skills. Membership in the credit women's network upgrades members' professional status by developing their management and leadership skills. Millie DeMariano, who has been president of her own consulting firm for 3 years, views her new job as her greatest professional achievement. She plans to continue in Cuhel's footsteps by: 1. working toward a unified name change for the groups, 2. continuing to promote professionalism and local scholarship programs, and 3. promoting contact with the local affiliates and national participation.
DESC.: Credit management; Associations; Women; Credit manager; Professional development; Training; Personal; Profiles
CLASS. CODES: 3200 (CN=Credit management); 9540 (CN=Nonprofit institutions); 9160 (CN=Biographical)

Y018015 3 
85039207
A Survivor's Guide to Corporate Haning
Lantz, Alma; Tobias, Sheila
Working Woman v10n12 PP: 96-98, 136 Dec 1985 CODEN: WOWODL
ISSN: 0145-5761
JRNL CODE: WKW
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 3 Pages
AVAIL.: ABI/INFORM
An increasing number of corporations, including Upjohn, Standard Oil of Ohio, and Eastman Kodak, are sending managers to assessment centers for formal leadership evaluations. While critics note that these centers never give a candidate a 2nd chance if things go badly, American Telephone & Telegraph Co. research shows that managers selected by outside assessors are 2-3 times more successful than those promoted on the basis of superiors' recommendations. Those who undergo an assessment participate in some exercises alone and some in the group format. Exercises include simulations, hypothetical situations, and role-playing. The exercises assess fact-finding, problem-solving, and decision-making skills among others. While it is questionable whether a one-shot, high-stress situation can provide a truly accurate evaluation, assessment does have some advantages; it is objective and provides each participant with an equal opportunity, and it gives participants a chance to display some skills that may not be apparent on the job.
DESC.: Management training; Leadership; Assessment centers; Management development; Role playing; Games
CLASS. CODES: 6200 (CN=Training & development)

Y018015 4 
85037141
Training Employees for On-the-Job Survival
Cohen, Michael Henry
Personnel Administrator v30n11 PP: 26-30 Nov 1985 CODEN: PEADAY
ISSN: 0031-5729
JRNL CODE: PAD
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 6 Pages
AVAIL.: ABI/INFORM
Since the late 1960s and early 1970s, management developers have been preaching that employees want more from their jobs than just their paychecks. Books have been written to urge managers to help meet employees' psychological needs. The result is that the feelings of the employees take on more importance than the quality of their work. The manager's role has become one of coaxing performance out of an employee. The manager's first responsibility is to facilitate the employee's success by stretching the employee to new heights of productivity and professional development. In particular, employees must be taught how to cope in today's competitive marketplace. Human resource professionals can help employees manage themselves constructively and can help them learn: 1. how to adjust to imperfections on the job, 2. how to become constructive change agents, 3. how to give and receive negative feedback without inducing defensiveness, and 4. how to establish personal and professional credibility.
DESC.: Supervisors; Managers; Subordinates; Relations; Employee morale; Success; Quality of work; Productivity; Skills
CLASS. CODES: 2200 (CN=Managerial skills);  2500 (CN=Organizational behavior)

Y018015 5 
85036644
Strategic Vision: A Practical Tool
Brassier, Ann
Bureaucrat v14n3 PP: 23-26 Fall 1985
ISSN: 0045-3544
JRNL CODE: BUR
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 4 Pages
AVAIL.: ABI/INFORM
The job of managers is becoming more difficult, and leaders must concern themselves primarily with the management of change. Strategic vision is a management tool that will enable managers to embrace change; it is a process they can use to create continuously a successful future for their organizations. Strategic vision involves 4 steps: 1. Scan the forces of change and take time to understand and embrace them. 2. Create a vision of what the organization should be in the face of changes that have been pinpointed. 3. Share that vision through good communications with everyone who will be affected. 4. Put the work ethic to work and marshal every action toward achieving the vision. A case study illustrates the use of strategic vision in the formation of the Office of Training and Development (OTD). References.
DESC.: Public administration; Managers; Skills; Strategic planning
CLASS. CODES: 9550 (CN=Public sector); 2200 (CN=Managerial skills); 2310 (CN=Planning)

Y018015 6 
85036643
Proactive Role of Federal Managers
Gaertner, Karen M.; Gaertner, Gregory H.
Bureaucrat v14n3 PP: 19-22 Fall 1985
ISSN: 0045-3544
JRNL CODE: BUR
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 4 Pages
AVAIL.: ABI/INFORM
A study of the Civil Service Reform Act leads to some generalizations concerning the roles federal managers can play in good governance of their agencies. The first step in developing a proactive management style requires the manager to be very deliberate and clear about intentions. Of equal importance are the choices a manager makes. Managers must be aware of the consequences of their decisions and acknowledge that behavior is a more powerful indicator of priorities than words. A 3rd initiative managers should accept is the need to develop a management style that shares a vision with lower level managers; a vision developed in a vacuum will only lead to frustration. Managers must also be willing to take risks and learn from failures that may result. They must be eager to try new ideas and must encourage subordinates to do so. Managers who are not afraid to test the limits of their responsibilities are the most effective. References.
DESC.: Public administration; Federal employees; Managers; Skills; Leadership
CLASS. CODES: 9550 (CN=Public sector); 2200 (CN=Managerial skills)

Y018015 7 
85036642
Managers' Job Definitions and Concepts
Sperry, Roger
Bureaucrat v14n3 PP: 14-18 Fall 1985
ISSN: 0045-3544
JRNL CODE: BUR
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 5 Pages
AVAIL.: ABI/INFORM
In an effort to better define the job of the public manager, the Center for Excellence in Government and the General Accounting Office collaborated in a series of informal discussions with senior federal managers. Four issues were addressed: 1. how they and others define their roles and measure performance, 2. whether management improvement initiatives make their jobs easier or more difficult, 3. whether aspects of their jobs are impossible to perform, and 4. what improvements would facilitate their jobs. Panelists concluded that skill important to the job include leadership, decisionmaking, people management, and risk taking. Some of the factors that make the public manager's job more difficult include the negative public view of the civil service and the difficulty of attracting and retaining good people. Remedial measures can be crafted through additional authority, autonomy, and accountability, as well as more reinforcement from external sources.
DESC.: Public administration; Managers; Bureaucrats; Roles; Responsibilities; Studies; Leadership
CLASS. CODES: 9550 (CN=Public sector); 2500 (CN=Organizational behavior); 2200 (CN=Managerial skills)

Y018015 8 
8503637
You and Others Management: A Bit Like Horse Breaking and Trading
Robinson, Sue
Rydge's (Australia) v58n7 PP: 68-69 Jul 1985
ISSN: 0036-0511
JRNL CODE: RYD
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 2 Pages
AVAIL.: ABI/INFORM
The Leaderskill courses run by Ronald Forbes for the Focus Group are an experiential learning exercise that involve conflicts, confrontations, stress management, and relaxation techniques. The courses last 4 days and are offered in Sydney, Perth, and Melbourne, Australia. A number of techniques for improving communication are offered, and, once mastered, these techniques can be applied to almost any situation. The first step is to change the standard way of viewing conflicts -- one person wins and the other loses. It is better to straighten out the problem than to try to attach blame for the situation. Then, the situation may be evaluated to determine whose problem it really is. When a person is annoyed by someone's behavior, that person should speak to the individual about the situation using the ''I-message'' approach. This approach involves: 1. telling the person what problem is occurring while not ascribing blame, 2. saying how the actions affect the speaker and 3. expressing feelings. Once the problem has been stated, the speaker encourages the other person to talk by using active listening techniques. The skills involved in this stage of conflict resolution are: 1. showing empathy with the other person by matching their body language, and 2. matching the conceptual framework in which the other person speaks.
DESC.: Management training; Seminars; Leadership; Interpersonal; Communication; Skills
CLASS. CODES: 2200 (CN=Managerial skills)

Y018015 9 
85036025
The New Integrators: Rulers of the Corporate Renaissance
Edwards, Carl N.
Information Strategy: The Executive's Jrnl v2n1 PP: 28-35 Fall 1985
ISSN 0743-8613
JRNL CODE: IFS
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 8 Pages
AVAIL.: ABI/INFORM
Although information and its management play an important part in today's corporate renaissance, the vital elements of this renaissance are less a function of technology and modernization than of strategy and perspective. In addition, while certain personalities have emerged as effective practitioners of an executive style that seems to epitomize the spirit of those people called the new integrators, their success today is due to the same cultural forces that gave rise to the turn-of-the-century industrialists of US industry's golden age. The corporate integrators bring 2 unique characteristics to periods (like now) of shortened product life cycles and narrowing opportunities: 1. the vision to determine each step needed to construct and improve their industry's products, and 2. a deep sense of the market for those products, for the economies of scale, and for the great potential of the mass market. References.
DESC.: Entrepreneurs; Corporate management; Administration; Life cycles; Managers; Roles; Values; Skills
CLASS. CODES: 2100 (CN=Administrative & management personnel); 2300 (CN=Planning & strategy)

Y018015 10 
85034844
Male and Female Managers' Views of the Communication Skills and Training Needs of Women in Management
Berryman-Fink, Cynthia
Public Personnel Mgmt v14n3 PP: 307-313 Fall 1985 CODEN: PPMNCX
ISSN: 0091-0260
JRNL CODE: PPM
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 7 Pages
AVAIL.: ABI/INFORM
A sample of 101 managers (53 women and 48 men) addressed 2 questions: 1. What specific communication skills do women possess that might help promote their managerial effectiveness 2. In what specific communication skills should women receive training to help promote their managerial effectiveness Both men and women identified 3 communication skills that women possess and are relative to effective management -- listening, verbal/writing skills, and nonverbal communication skills. Both groups also perceive 4 communication skills in which women managers need training -- assertiveness, confidence-building, public speaking/making presentations, and dealing with men. Women, however, demonstrated more detailed perceptions about women managers' communication skills and training needs. Tables. References.
DESC.: Women; Managers; Effectiveness; Perceptions; Communications Skills; Training; Needs; Surveys
CLASS. CODES: 2200 (CN=Managerial skills); 9130 (CN=Experimental/Theoretical); 6200 (CN=Training & development)

Y018015 11 
85034842
Evaluating Task Leadership: A Problem for Assessment Centers
Cunningham, Robert B.; Olshfski, Dorothy F.
Public Personnel Mgmt v14n3 PP: 293-299 Fall 1985 CODEN: PPMNCX
ISSN: 0091-0260
JRNL CODE: PPM
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 7 Pages
AVAIL.: ABI/INFORM
A study tried to determine if task orientation, an important managerial attributed is adequately addressed by assessment centers. Nineteen middle managers from a large public agency were selected for the study by their superiors. The 3-day diagnostic assessment center was followed by 4 one-week training sessions over a 4-month period. During the training sessions, participant preparedness, level of participation, peer interaction, and general individual and group work habits were observed. The assessment center concluded with a formal evaluation of the participants. Participants' performance during the training session was evaluated and compared with the assessment center ranking. The results indicated that assessment center evaluations rewarded emptive leaders but failed to identify task leadership skills. Tables. References.
DESC.: Assessment centers; Evaluation; Leadership; Effectiveness; Factors; Validation; Studies
CLASS. CODES: 6200 (CN=Training & development); 9130 (CN=Experimental/Theoretical)

Y018015 12 
85034839
Assessing Training Needs: A Skills Approach
Swierczek, Fredric William; Carmichael, Lynne
Public Personnel Mgmt v14n3 PP: 259-274 Fall 1985 CODEN: PPMNCX
ISSN: 0091-0260
JRNL CODE: PPM
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 16 Pages
AVAIL.: ABI/INFORM
The State University System of Florida has developed a decentralized, system-wide Institute of Government to provide training and technical assistance to local governments. To determine the training needs of public managers, a comprehensive, skills-oriented survey was developed and mailed to public managers on Florida's west-central coast. The 110 managers who responded identified and prioritized 57 skills according to their value in helping a supervisor perform more effectively. Factor analysis and product-moment correlation indicated that planning/decision-making and performance evaluation skills were the most important training needs as perceived by supervisors. Results showed that age and education have negative associations with training needs, while size of government and number of employees have positive correlations to training needs. This skills approach to needs assessment has proved useful in developing training workshops at the Institute of Government. Tables. References. Appendix.
DESC.: Local government; Managers; Training; Needs analysis; Surveys; Management development; Skills; Priorities; Statistical analysis; Studies
CLASS. CODES: 9550 (CN=Public sector); 6200 (CN=Training & development); 2200 (CN=Managerial skills); 9130 (CN=Experimental/Theoretic- al)

Y018015 13 
85034450 Build Your Case to Management
McAlister, James
IEEE Transactions on Professional Communication vPC28n3 PP: 21-24 Sep 1985 CODEN: IEPCBU
ISSN: 0361-1434
JRNL CODE: IPC
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 4 Pages
AVAIL.: ABI/INFORM
In selling an idea to management, it is important to present the key factors to the decision makers in a format such that the choice is readily apparent and there is no big question left unanswered. This usually requires a written document (a justification) to show that a particular course of action is the right one. Having a collection of important data is not enough. A logical approach to the meaningful assembly of information is needed. Pulling together the pertinent information has several elements: 1. a statement of the decision, 2. the decision criteria, 3. a statement of alternatives, and 4. an analysis of the alternatives. The report should be arranged so that the most important information needed by the decision maker is near the beginning. An executive summary, no longer than one page, should be used to synopsize the problem, alternatives, and recommendations. The recommendations should be easily identifiable. Then, the fact and assumptions, as well as alternatives and recommendations, should be delineated. It is helpful to circulate draft copies of the document to those who are in a good position to point out weaknesses and suggest improvements. Tables. Charts. References.
DESC.: Reports; Management; Presentation; Writing; Communication; Skills
CLASS. CODES: 2200 (CN=Managerial skills)

Y018015 14 
85033888
Grievance Handling
Brenner, Paul J.
Manage v37n3 PP: 3, 1, 25 Third Quarter 1985
ISSN: 0025-1623
JRNL CODE: MAN
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 3 Pages
AVAIL.: ABI/INFORM
Although there are few formal opportunities to learn conflict resolution techniques, supervisors are responsible for the early detection and speedy resolution of grievances. The supervisor's first responsibility is to try to resolve grievances before they reach the written stage. Steps that help prevent the escalation of conflicts include: 1. Listen well. 2. Investigate complaints. 3. Communicate with superiors. 4. Give employees feedback to complaints. If grievances reach the written stage, supervisors should check several key points of the grievances before signing for them. For example, the grievance should clearly state the issue and should specify the proper article and section of the labor agreement. Supervisors should accompany each grievance with written facts surrounding the case, which should be prepared immediately after the grievance is written. Moreover, supervisors should ensure that they are consistent in their approach to employee management. Finally, a periodic assessment of supervisory skills, such as prompt decision making and the avoidance of favoritism, can help prevent conflicts
DESC.: Employee complaints (PER); Grievance procedures; Management Skills; Strategy
CLASS. CODES: 6300 (CN=Labor relations); 2200 (CN=Managerial skills)

Y018015 15 
85032585
Mumblers Become Orators with Public Speaking Training
Linnen, Beth
Savings Institutions v106n9 PP: 94-95 Sep 1985
ISSN: 0036-5114
JRNL CODE: SLN
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 2 Pages
AVAIL.: ABI/INFORM
The 2-day Executive Communications Program offered by Communispond Inc. focuses on techniques to control nervousness, organize a presentation, use visual aids, and handle audience questions. The program manual points out that, in the complex and changing world of the corporation, the executive is a communicator who must assimilate, interpret, and clarify the significance of considerble information. The executive must be able to stand before large and small groups and convey ideas clearly and persuasively. The program begins by putting participants before a group to introduce themselves and talk a bit about their jobs. The short, impromptu talk is videotaped and reviewed. The program instructors help participants control nervousness. Participants are told to focus on individuals rather than the group and to release excess energy productively through hands and voice. Communispond recommends a simple organizational format and the use of visual aids.
DESC.: Public speaking; Skills; Techniques; Presentation; Training Visual aids
CLASS. CODES: 2200 (CN=Managerial skills)

Y018015 16 
85032465
Dissonant Views of the Manager's Role: Management Development Implications
Knibbs, John; Morgan, Sandra; Toone, Roland
Jrnl of European Industrial Training (UK) v9n3 PP: 20-22 1985 CODEN: JEITDP
ISSN: 0309-0590
JRNL CODE: JEU
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 3 Pages
AVAIL.: MCB Publications Ltd., 198/200 Keighley Rd., Bradford, W. Yorkshire, England BD9 4JQ
A study was conducted of the Diploma in Management Studies in the UK, and particularly the program at Derbyshire College, where the program was designed to: 1. develop managerial effectiveness through an examination of planning, interpersonal relations, the processes for achieving organizational goals, and the changing environment, and 2. provide an opportunity for individuals to equate personal development with the needs of the organization. The study attempted to identify the perceptions of the course members about the various role elements of the job of manager and to compare these with the views of the tutors. Many different views were obtained. The role of ''resource allocator'' was perceived as one of the least important to managers, yet lecturers sought student performance improvement in this area. In contrast, managers wanted better performance in the roles of leader/negotiator. The tutors apparently focused on specific information and decision-making skills, whereas the managers were more interested in interpersonal skills. Tables. References.
DESC.: Management development; Roles; Studies; Programs; Managers
CLASS. CODES: 6200 (CN=Training & development)

Y018015 17 
85032341
Teaching Writing in Hospitality Programs: A Fresh Approach
Riegel, Carl D.; Hundley, Margaret N.
Cornell Hotel & Restaurant Administration Qtrly v26n2 PP: 66-71 Aug 1985 CODEN: CHRQA2
ISSN: 00?0-8804
JRNL CODE: CHR
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 5 Pages
AVAIL.: ABI/INFORM
Effective written communication is an important skill for hospitality managers. Comprehensiveness is the key to defining an effective approach to teaching writing to hotel-school students. The approach should be synergistic, have a strong foundation, and be taught by a knowledgeable faculty. An integrated approach to writing is used at the University of Guelph's School of Hotel and Food Administration (HAFA). HAFA's approach combines the development of technical writing skills with the broader thinking skills needed for hospitality management. The writing course deals specifically with the needs of hospitality students. In fact, the course was designed around a needs survey and was tested and evaluated by the students. The program has been particularly helpful in improving communications because it has: 1. established consistent expectations, 2. provided standardization for evaluation, and 3. developed instructors' competence. Charts. References.
DESC.: Hotels; Restaurants;  Management training; Curricula; Colleges & universities; Writing; Skills; Communication; Education
CLASS. CODES: 8380 (CN=Hotels & restaurants); 6200 (CN=Training & development); 2200 (CN=Managerial skills)

Y018015 18 
85031?04
The Beginnings of Modern Management: Alexander and Darius
Kline, Randall R.
Jrnl of Systems Mgmt v36n9 PP: 22-26 Sep 1985 CODEN: JSYMA9
ISSN: 0022-4839
JRNL CODE: JSM
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 5 Pages
AVAIL.: ABI/INFORM
A lesson in management can be learned from the battle between the armies of Alexander of Macedon and Darius Codomannus of Persia, which occured over 2, 000 years ago. By summarizing the 2 armies, a ''preengagement'' matrix of skills can be developed. An analysis of the battle shows that management is the art of: 1. developing people, 2. allocating resources, 3. letting people grow, 4. developing ''teams, '' 5. using all available tools to their best advantage, 6. embracing the right technology at the right time, 7. getting involved and doing something, 8. preparing for the future, 9. surviving, and 10. developing every tool at its disposal. In addition, management is the skill of moving people; the management that rests will not be management long. Moreover, management is the art of: 1. doing what has to be done, 2. keeping in control when things are not, 3. ''taking what you dish out, '' and 4. postponing personal gratification. Tables. References.
DESC.: Management; Skills; Technology; Factors
CLASS. CODES: 2200 (CN=Managerial skills)

Y018015 19 
85030496
Delegation - A Simple Solution Managers Find Easy to Ignore
Anonymous
Industrial Mgmt (Canada) v9n7 PP: 24-27 Aug 1985
ISSN: 0702-7060
JRNL CODE: IMT
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 3 Pages
AVAIL.: ABI/INFORM
Many managers lack the skills needed to develop their staffs to the fullest extent because they lack the ability to effectively delegate responsibilities throughout the corporation. Delegation is the practice of turning work over to a subordinate; the work is generally within the manager's realm of responsibility. Managers perform many trivial routine tasks that could be delegated to a subordinate. This would give managers more time to devote to such creative, meaningful activities as planning, staffing, and directing. Managers interested in learning how to delegate should start by writing down the activities done on a regular basis, ask themselves why they do these things, and estimate the time needed to perform the activity. These activities should then be classified into one of 4 categories: 1. priorities, 2. time obligations, 3. desirable activities, and 4. timewasters. The 2nd and 3rd groups should be delegated, and the last eliminated. Chart.
DESC.: Delegation; Managers; Skills; Canada; Responsibilities; Time management; Training
CLASS. CODES: 2200 (CN=Managerial skills); 9170 (CN=Non US)

Y018015 20 
85030381
Whole Brain Management
Rubinstein, Gwen
Association Mgmt v37n8 PP: 112-116 Aug 1985
ISSN: 0004-5578
JRNL CODE: AMG
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 5 Pages
AVAIL.: ABI/INFORM
Arguments concerning the classification of managers as either right-brained (creative and intaitive) or left-brained (logical and rational) have now turned to how managers can meld both logical and ntuitive skills into a better holistic approach to management. According to Weston H. Agor of the University of Texas, intuition works from 4 levels: 1. physical, 2. emotional, 3. mental, and 4. spiritual. Managers must learn what level of intuition works best for them. Some guidelines for using intuition are: 1. Examine the process and the means through which insights come to you. 2. Share intuitive experiences with family and friends. 3. Formal group to meet regularly and share intuitive experiences. 4. Create an organizational environment that supports and fosters intuitive experiences. The individual wanting to make the most of intuitive/creative ability must quiet his mind, concentrate, and remain receptive. Charts.
DESC.: Psychology; Management; Skills; Ability
CLASS. CODES: 2200 (CN=Managerial skills); 2500 (CN=Organizational behavior)

Y018015 21 
85030234
Have Our Shirts Become Too Starched
Strasser, Stephen; Loebs, Stephen F.
Health Care Mgmt Review v10n3 PP 81-90 Summer 1985
ISSN: 0361-6274
JRNL CODE: HCM
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 10 Pages
AVAIL.: ABI/INFORM
''Chronic externalitis'' (CE) is a potentially harmful ''disease'' among hospital administrators. It usually manifests itself as a managerial orientation that focuses principally on presenting a successful and potent facade to other members of the hospital community. CE can be debilitating as the real issues of management become secondary in importance to effective image creation. CE in its most serious forms adversely affects the ability of the manager to make quality decisions, damaging in particular: 1. the selection of human resources for the hospital, 2. responsive decision making, and 3. effective time management. A self-administered survey questionnaire and scoring system are presented to help hospital managers conduct a self-assessment to see if they have CE symptoms. CE may be overcome by: 1. identifying CE behaviors and eliminating them, 2. keeping things in perspective, 3. asking the right questions, and 4. focusing attention on real performance. Charts. Graphs. References.
DESC.: Hospitals; Management; Administration; Decision making; Skills; Effectiveness; Time management
CLASS. CODES: 8320 (CN=Health care industry); 2200 (CN=Managerial skills)

Y018015 22 
85029804
Thinking About Performance
Junkins, Kenneth R.; O'Meara, John
Training v22n8 PP: 67-69 Aug 1985 CODEN: TRNGB6
ISSN: 0095-5892
JRNL CODE: TBI
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 3 Pages
AVAIL.: ABI/INFORM
Exceptional managers are constantly seeking ways to improve performance. They view performance as: 1. observable, 2. measurable, 3. results-oriented, and 4. positive. Exceptional managers speak of performance in precise, objective terms, and their subordinates understand them when they talk about how jobs should be done. Since performance is measurable, it can be compared to past performance levels. Exceptional managers use specific wording so that employees can relate a manager's comments to their actual performance. Exceptional managers place more value on the results of work than on the process of work. They also focus on the positive actions of their employees rather than on punishing the negative. Exceptional managers think in terms of: 1. increasing customer satisfaction, 2. meeting deadlines, 3. improving accuracy, 4. saving time, and 5. ensuring promptness.
DESC.: Managers; Skills; Performance; Motivation; Personnel management; Evaluation; Results
CLASS. CODES: 6100 (CN=Human resource planning)

Y018015 23 
8502974
Notes Are Not Enough
Gladis, Stephen D.
Training & Development Jrnl v39n8 PP: 35-38 Aug 1985 CODEN: TDEJA7
ISSN: 0041-0861
JRNL CODE: STD
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 4 Pages
AVAIL.: ABI/INFORM
About 93% of what is communicated during a training session is nonverbal, determined by movements, expressions, and gestures. Training for trainers in nonverbal communication can enhance the effectiveness of their presentations. Effective trainers assess the reception of both themselves and their ideas through conscious eye contact. Sweeping eye contact maintains audience attention; it is also effective when addressing large groups by decreasing the distance between the trainer and the audience. The layout of the classroom forms an important relationship between the trainer and the students, a relationship that changes as the trainer moves about the room. Movement can be used to close or open space, depending on the message being conveyed. Hand and arm gestures work together with facial expressions to help students interpret the trainer's meaning. Touching is an important support tool, even in the classroom. Characteristics of the trainer's voice - tone, tempo, and volume - can determine the success or failure of the presentation. References.
DESC.: Training; Communication; Skills; Feedback; Nonverbal communication; Public speaking
CLASS. CODES: 6200 (CN=Training & development); 2200 (CN=Managerial skills)

Y018015 24 
85029059
Managing People Effectively: How to Get the Best Performance from Employees
Chaneski, Wayne S.
Industrial Engineering v17n8 PP: 31-34, 97 Aug 1985 CODEN: IDLEB9
ISSN: 0019-8234
JRNL CODE: INE
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 5 Pages
AVAIL.: ABI/INFORM
The successful management of employees involves recognizing their special characteristics. In the process, all managers must address: 1. communication, 2. performance appraisal, 3. enthusiasm, 4. support, 5. temperament, 6. organization, 7. delegation, and 8. personnel development. Assignments or work orders must be clearly stated, either in writing, orally, or both. Likewise, managers must learn to receive communications by practicing ''active listening.'' This involves listening to what workers say while also trying to ''feel'' what they mean. Performance appraisal should be an ongoing process that lets workers know exactly where they stand at any time. It involves both positive and negative feedback. Good managers must be able to remain calm and behave in a level-headed manner in most situations. There are 2 keys to effective organization: 1. ready access to information, and 2. a system of organization that others can follow in the manager's absence. Managers must always be planning for someone to replace them. Tables. References.
DESC.: Personnel management; Communication; Performance appraisal; Feedback; Managers; Skills
CLASS. CODES: 2200 (CN=Managerial skills); 6200 (CN=Training & development)

Y018015 25 
85029010
How to Find a Good Manager
Anonymous
Credit Union Magazine v51n8 PP: 8-10 Aug 1985
ISSN: 0011-1066
JRNL CODE: CUG
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 3 Pages
AVAIL.: ABI/INFORM
A survey of managers and board presidents of the nation's 300 largest credit unions (CU) indicated that the most value attributes of a good manager are: 1. competence in exercising judgment, 2. the ability to maintain the financial health of the CU, and 3. proven managerial skills. While only 4% of surveyed managers are considering a move, 30% probably will retire during the next decade, and new managers will need to be found. Many CUs currently lack someone on the staff strong enough to assume the manager's position. Although some of the survey respondents fell that an executive from another institution could run a credit union as well as a CU executive, 73% of the surveyed managers believe that credit union executives are the most qualified to run credit unions. Tables.
DESC.: Credit unions; Executives; Managers; Skills; Recruitment; Job requirements; Compensation; Hiring
CLASS. CODES: 8120 (CN=Retail banking); 6100 (CN=Human resource planning); 2130 (CN=Executives)

Y018015 26 
85028737
Overcoming the Peter Principle: How to Make a Successful Transition to Manager
Flamholtz, Eric G.
Manage PP: 4-5 Second Quarter 1985
ISSN: 0025-1623
JRNL CODE: MAN
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 2 Pages
AVAIL.: ABI/INFORM
The ''peter principle'' suggests that people are promoted to their level of incompetence and thus, they will eventually fail. This is used to explain why people elevated to managerial positions fail to work out. The peter principle can be avoided if people are aware of the changes needed for a successful rise to the next level of the organizational hierarchy. There are 3 critical dimensions to making a successful personal and professional transition: 1. The self-image must be redefined to fit the new organizational role, changing the concept of the role from doer to supervisor. 2. Necessary management skills must be acquired, with the individual redirecting emphasis from technical areas to interpersonal and administrative tasks. 3. Attitudes and psychology must be changed, and the change must be from a performance-oriented mindset to a managerial-oriented one.
DESC.: Career advancement; Promotions (MAN); Management development ; Self image; Skills; Attitudes
CLASS. CODES: 2200 (CN=Managerial skills); 6200 (CN=Training & development)

Y018015 27 
85028386
Managerial Skills and Values - For Today and Tomorrow
O'Neal, Michael A.
Personnel v62n7 PP: 49-55 Jul 1985 CODEN: PSNLAH
ISSN: 0031-5702
JRNL CODE: PER
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 7 Pages
AVAIL.: ABI/INFORM
Organizations must develop new management skills if they are to compete in an increasingly complex and competitive marketplace. To deal with the transition from an industrial society to an information society, and to cope with the rapid decentralization of organizations and hierarchies, managers will need: 1. good oral and written communication skills, 2. computer literacy, 3. knowledge to determine technological needs, 4. a 2nd language, 5. an understanding of other cultures, 6. good negotiating and team-building skills, and 7. an understanding of the total organizational system. Organizations will have to attract and retain managers who have both technical and management skills. Mentors may be used to provide guidance for the new managers, and managers may also be required to learn at least one technical aspect of the company's operations. Tables.
DESC.: Management development; Managers; Skills; Values; Organization development; Management training
CLASS. CODES: 2200 (CN=Managerial skills); 6200 (CN=Training & development)

Y018015 28 
85028036
The Quiet Crisis in Government
Hall, Jay; Donnell, Susan M.
Bureaucrat v14n2 PP: 39-44 Summer 1985
ISSN: 0045-3544
JRNL CODE: BUR:
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 6 Pages
AVAIL.: ABI/INFORM
An in-depth analysis is made of the managerial practices of the people who run US government agencies. The basic assumption is that, if people in government abandon their loftier aspirations because of a system that demands incompetence, then the fault rests with management. Government managers were found to adopt a pessimistic, reductive view of the human resources under a manager's purview more often than their private-sector counterparts. Government managers also tend to be significantly less open with their subordinates. Their concentration on procedure and precedent to the neglect of concerns about people and production tends to discourage subordinates from working to their optimal level because workers do not see themselves as collaborators in the enterprise, and they enjoy no sense of dominion over their work. Some management practices that can encourage people to perform to their highest levels include positive prophecies, meaningful work, involvement, and interpersonal competence. Tables. References.
DESC.: Government agencies; Managers; Management styles; Organizational behavior; Motivation; Studies
CLASS. CODES: 9550 (CN=Public sector); 2500 (CN=Organizational behavior); 9130 (CN=Experimental/Theoretical)

Y018015 29 
85027768
A Leader, or Just a Manager: Seven Traits Make the Difference
Baxter, John D.
Iron Age v228n16 (Manufacturing Mgt Edition) PP: 58-60 Aug 16, 1985 CODEN: IRAGAN
ISSN: 0164-5137
JRNL CODE: IAR
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 3 Pages
AVAIL.: ABI/INFORM
As industry in the US restructures itself, top managers are turning their corporations into lean, tautly efficient entities. To reach new levels of efficiency, however, corporations must have managers who can attain new levels of performance. This need has generated interest in manager selection, development, and promotion. Companies want to pick managers who are leaders. Rodman L. Drake of management consulting firm Cresap, McCormick & Paget has identified 7 success traits in managers at any level of substantive management responsibility. These managers: 1. have a clear vision of what they are doing, 2. emphasize key values, 3. stay in touch with a wide range of contacts, 4. shun pseudo-professionalism in favor of actual implementation, 5. have an ability to manage change, 6. have the ability to identify and manage qualified people, and 7. know how to identify and use key indicators of an organization's health and future.
DESC.: Management; Skills; Leadership; Ability; Factors; Corporate objectives; Values; Strategic planning; Implementations
CLASS. CODES: 2200 (CN=Managerial skills)

Y018015 30 
85027680
Training Managers to Communicate in Difficult Situations
Mendleson, Jack; Ettkin, Larry
Management Qtrly v26n1 PP: 33-44 Spring 1985 CODEN: MQMQAE
ISSN: 0025-1860
JRNL CODE: MQU
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 12 Pages
AVAIL.: ABI/INFORM
DIFCOM (for ''difficult communication'') is a process that teaches participants how to communicate an unwelcome message directly. It involves 6 steps: 1. Set a businesslike tone. 2. Define the work relationship, stressing positive aspects. 3. Describe the specific problem. 4. Request the desired change in behavior. 5. Outline benefits to a change. 6. Prepare an action plan for both parties. This management training involves explanation and role-playing of different styles of communication for different steps in the process. DIFCOM training emphasizes such difficult communication situations as: 1. the performance review 2. the troubled employee, and 3. group planning and decision making. After training, participants are asked to review how well they delivered their messages and to suggest ways to improve communications. Charts. Graphs.
DESC.: Communication; Skills; Training; Methods; Role playing; Managers
CLASS. CODES: 2200 (CN=Managerial skills); 6200 (CN=Training & development)

Y018015 31 
85027674
The Case for a New Managerial Ethic
Brown, David S.
Management Qtrly v26n1 PP: 6-14 Spring 1985 CODEN: MQMQAE
ISSN: 0025-1860
JRNL CODE: MQU
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 9 Pages
AVAIL.: ABI/INFORM
A new managerial ethic is needed today to increase excellence in the workplace. This ethic demands professionalism in attitude and commitment and high standards in performance. Managers cannot simply follow an established set of instructions, but must take part in the dynamic and creative process to meet the goals set by the organization. Managers need to continually improve both individual and group performance. Methods for improving organizational productivity include: 1. Meet new needs by developing new products and services and new ways of producing them. 2. Improve quality by improving performance. 3. Examine organizational procedures to see how work is done. 4. Use time efficiently. 5. Reduce costs. 6. Make the workplace more physically attractive.
DESC.: Managers; Ethics; Skills; Productivity; Responsibilities; Attitudes
CLASS. CODES: 2200 (CN=Managerial skills)

Y018015 32 
85027151
Management: The Return of the Velvet Glove
Kotter, John P.
Working Woman v10n8 PP: 19-23 Aug 1985 CODEN: WOWODL
ISSN: 0145-5761
JRNL CODE: WKW
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 4 Pages
AVAIL.: ABI/INFORM
As businesses expand, managers increasingly must depend on lateral relationships - people over whom they have no formal authority - to get a job done. When operating outside the chain of command, managers should employ certain strategies to encourage others to work for them, namely: 1. Identify relevant lateral relationships, taking care not to alienate anyone whose cooperation might be necessary later. 2. Anticipate resistance by analyzing each individual's special interests to see if any are shared. 3. Establish rapport with those people outside the chain of command, building working relationships that can help sever future lines of resistance. 4. Always be ready with an alternate plan to overcome resistance; sometimes, coercion or manipulation might be needed to achieve an objective. Only those managers who have mastered the art of gaining corporate friends and influencing colleagues with persuasion can successfully navigate corporate channels.
DESC.: Peers; Relations; Cooperation; Conflicts; Management; Skills ; Interdepartmental; Communication; Guidelines
CLASS. CODES: 2200 (CN=Managerial skills); 9150 (CN=Guidelines)

Y018015 33 
85026704
Big Challenge in Direct Marketing
Dyon, Allen W.
National Underwriter (Property/Casualty) v89n29 PP: 22, 24 Jul 19, 1985
ISSN: 0163-8912
JRNL CODE: ?UN
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 2 Pages
AVAIL.: ABI/INFORM
The direct marketing manager is the key ingredient to allow a direct marketing insurance firm to rise above its competitors. The biggest challenge facing the direct marketing industry today is the finding and training of these managers. Skills that the direct marketing manager must possess include: 1. a strong ability in financial and capital management, 2. the ability to deal with a multitude of data processing functions, 3. a background in marketing advertising instead of general advertising, and 4. the ability to lead, train, and motivate subordinates. Often, time constraints limit the in-house development approach, which otherwise has advantages. One solution is to move to a functional marketing organization instead of remaining product-oriented. This permits division of management responsibilities by functions. Another alternative is to train experienced management professionals from unrelated fields in direct marketing management.
DESC.: Direct distribution; Insurance industry; Managers; Skills
CLASS. CODES: 8200 (CN=Insurance industry); 2200 (CN=Managerial skills)

Y018015 34 
85026703
Key to Success: Communicating Effectively
Langevin, Karen
National Underwriter (Property/Casualty) v89n29 PP: 20-21 Jul 19, 1985
ISSN: 0163-8912
JRNL CODE: NUN
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 2 Pages
AVAIL.: ABI/INFORM
The key to success for John Connellan, president and founder of The Executive Technique (Chicago, Illinois) is communicating effectively. Teaching the importance of good content and good physical skills in effective communicating is the main focus of The Executive Technique's programs. Clients receive a workbook prior to attending The Executive Technique's 2-day program. During the program, the client works on a presentation and receives an evaluation. Preparation is the first step in achieving good content. Preparation includes knowing the organization and its budget concerns. The agent should determine the most important reason for the potential client to listen and should present that reason to the audience at the beginning of the presentation. Any presentation is enhanced by the use of visual aids. In addition, eye contact is very important. One unusual aspect of the technique is that agents are advised not to ask for a sale at the end of a presentation since the customer generally is not ready to make a decision at that time.
DESC.: Communication; Skills; Effectiveness; Insurance agents & brokers; Programs; Case studies; Training
CLASS. CODES: 8200 (CN=Insurance industry); 6400 (CN=Employee benefits & compensation); 9110 (CN=Company specific); 2200 (CN=Managerial skills); 8300 (CN=Service industries not elsewhere classified)

Y018015 35 
85026453
Achieving Credibility as a Manager
Mendleson, Jack L.; Golen, Steven P.
Industrial Mgmt v27n3 PP: 16-17 May/Jun 1985
ISSN: 0019-8471
JRNL CODE: IM
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 2 Pages
AVAIL.: ABI/INFORM
Subordinates perceive credible managers as knowledgeable and as unbiased and objective in communicating their knowledge. For this perception to take place, managers must possess 3 quanities: 1. expertness, meaning they are perceived as sources of timely and accurate information, 2. trustworthiness, meaning they are perceived as communicating truthful information, and 3. relatedness, meaning they are perceived as similar and compatible with subordinates. Specific cues can be observed to gain further insight into a manager's credibility. Some cues come from physical evidence, others involve behavior, and still others involve reputation. To establish credibility, managers must practice effective interpersonal communication skills. When communicating, they must not exaggerate, and they must continue to enlarge their own expertise in their chosen areas. Charts.
DESC.: Credibility; Managers; Leadership; Effectiveness
CLASS. CODES: 2200 (CN=Managerial skills)

Y018015 36 
85025676
A Search for Excellence in Supervision
Smith, Howard L.; Jensen, T. Alan
Health Care Supevisor v3n4 PP: 58-66 Jul 1985
ISSN: 0731-3381 JRNL CODE HCS
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 9 Pages
AVAIL.: ABI/INFORM
The change from cost-based payment to prospective payment is financially hazardous for health care institutions, and the emphasis on productivity and excellence is greater than ever before. The qualities of excellence in health care supervision are compared with those found in industry. Excelcent health care institutions display the same characteristics of excellence as those outlined for industry by Peters and Waterman (1982). The first is action and the importance of completing tasks. Supervisors must constantly be alert for ways in which to improve service and must create an attitude of service within their employees. Employees should be encouraged to think independently while keeping in mind overall organizational goals. It is always possible to improve, and the wise supervisor knows that improvement will take place through the best efforts of the employees. Value-driven organizations emphasize communication and tend to operate more effectively, especially when they stick to what they know best. Simplicity also is to be valued. References.
DESC.: Health care industry; Productivity; Profitability; Organizational; Excellence; Principles; Implications; Management; Skills; Supervision
CLASS. CODES: 8320 (CN=Health care industry); 2200 (CN=Managerial skills)

Y018015 37 
85025674
Career Planning for the Newly Appointed Health Care Supervisor
Browdy, Jerad D.
Health Care Supervisor v3n4 PP: 31-41 Jul 1985
ISSN: 0731-3381 JRNL CODE HCS
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 11 Pages
AVAIL.: ABI/INFORM
The newly appointed health care supervisor must be aware of the kinds of changes taking place in health care and should be planning for the next 5 or so years, taking steps which will lead to further advancement. While a master's degree in business administration (MBA) or in hospital administration (MHA) has been the traditional requirement for moving ahead in health care, top managers increasingly are looking for people with people skill and managerial talent. Career planning begins with knowing oneself and one's own goals. Also, the newly appointed supervisor is learning the basics about managerial process. Effective time management and organizational skills are essential elements in the new position. It is always important to understand that career changes may need to be made as the supervisor moves along in the organization. Also, since successful organizations must remain financially viable, the successful supervisor must understand and live with fiscal controls.
DESC.: Health care industry; Career development planning; Management development; Management; Procedures; Skills; Supervisors
CLASS. CODES: 8320 (CN=Health care industry); 6200 (CN=Training & development); 2200 (CN=Managerial skills)

Y018015 38 
85025556
Marketing Classes Need Taste of the Real World
Lantos, Geoffrey P.; Butaney, Gul
Marketing News v19n15 PP: 3, 6, 8 Jul 19, 1985 CODEN: MKNAT
ISSN: 0025-3790
JRNL CODE: MNW
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 3 Pages
AVAIL.: ABI/INFORM
A gap exists between what marketing professors teach in the classroom and what marketing managers actually practice in the real world. The first step toward correcting the problem is to change teaching philosophies so that marketing is viewed as a profession, not merely as a series of academic exercises. Marketing faculty should focus on areas that employer surveys emphasize as desirable characteristics of prospective candidates: 1. oral and written communication skill, 2. motivation and initiative, 3. assertiveness, 4. leadership skill, 5. problem-solving skill, 6. maturity, and 7. enthusiasm. Cooperative and internship programs and marketing competitions sponsored by corporations and advertising trade groups bring students in touch with the working world. Seldom-used instructional methods that will probably gain wider use in the future include: 1. field trips, 2. experiential exercises, 3. utilization of new-product samples and media kits, 4. discussions of current business news, and 5. classroom debates. Charts.
DESC.: Colleges & universities; Higher education; Business schools Teaching; Trends; Methods; Techniques
CLASS. CODES: 6200 (CN=Training & development)

Y018015 39 
85024820
Management: ''The Faster I Go, the Behinder I Get''
Durst, Michael
Small Systems World v13n7 PP: 49-50 Jul 1985
ISSN: 0272-5444
JRNL CODE: SSW
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 2 Pages
AVAIL.: ABI/INFORM
Achievement level managers appear to use stress as a means of motivating themselves to meet deadlines and accomplish more. This type of behavior, which often results in executive burnout, is typically rewarded with more money and greater status. However, such overachievers actually accomplish less than they would if they learned to slow down and become more reflective. The psychological profile that typifies the achievement level includes: 1. a feeling of being harried and frenzied, 2. a sense of insecurity, 3. an emphasis on quantity rather than quality, 4. performance of more than one task at a time, 5. frustration, 6. a sense of futility, and 7. work-dominated relationships. Corrective steps include: 1. learning to relax, 2. balancing work, love, and play, 3. thinking proactively, not reactively, 4. setting realistic goals, and 5. exercising regularly.
DESC.: Managers; Motivation; Behavior; Personality; Guidelines; Skills
CLASS. CODES: 2200 (CN=Managerial skills); 9150 (CN=Guidelines)

Y018015 40 
85024493
''You're It!''
Modzinski, Charles J.
Supervisory Mgmt v30n7 PP: 41-43 Jul 1985 CODEN: SPMNAU
ISSN: 0039-5919
JRNL CODE: SPM
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 3 Pages
AVAIL.: ABI/INFORM
The first-line supervisor who has unionized subordinates has the toughest job in the management structure - on the thin line between management and union - and the only way to perform the job well is through leadership. Learning and developing leadership ability for this job is based on 3 key ingredients: 1. being oneself, which will elicit respect for the supervisor, 2. rapport, which involves courtesy and respect for those in positions above and below, and 3. style, which is the unique way people handle themselves when they have confidence in themselves and have established rapport with subordinates, peers, and supervisors. Most natural leaders have the ability to deal with all kinds of people while maintaining their own personality and experiencing it in a style that is theirs alone. The first-line supervisor should remember that: 1. people are not born to be leaders, and 2. people only become leaders because subordinates choose them to be their leaders.
DESC.: First line; Supervisors; Union; Management; Relations; Leadership
CLASS. CODES: 2200 (CN=Managerial skills)

Y018015 41 
85024150
When Your VIP Takes the Podium
Griffin, Marie
Successful Meetings v34n6 PP: 49-53 Jun 1985
ISSN: 0148-4052
JRNL CODE: SMM
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 5 Pages
AVAIL.: ABI/INFORM
Less stigma is now attached to top executives who admit that they are not effective public speakers and get help through speaker training. Now, many private companies and trade/professional associations offer such training. Several techniques are used in speaker training, and those involved should find the one with which they are most comfortable. Communispond, a company that trains executive speakers, uses a process called sequencing, which involves: 1. explaining the philosophy of why things need to be done in a certain way, 2. having the executive try a presentation, 3. videotaping the presentation, and 4. providing additional practice. Tips for nervous speakers include: 1. Remember that the audience did not come to see the individual but to hear the material presented. 2. Learn to use nervousness. 3. Have a realistic view of the audience. 4. Smile with confidence. 5. Use humor wherever appropriate.
DESC.: Public speaking; Speeches; Skills; Training; Communication
CLASS. CODES: 2200 (CN=Managerial skills); 6200 (CN=Training & development)

Y018015 42 
85023972
Success by Chemistry: Behind Corporate Matchmaking
Schoeffler, Sidney
Marketing Communications v10n5 PP: 28-31 Jun 1985
ISSN: 0164-4343
JRNL CODE: MCO
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 4 Pages
AVAIL.: Marketing Communications, 475 Park Avenue S., New York, NY 10016
One of the difficulties with corporate strategy implementation is correctly matching management skills to the problems to be solved. The mission dictates what people with what skills and propensities should occupy key management positions. For example, heavy marketing is not profitable for some businesses with low relative market share, so it would be a serious mistake for such companies to hire managers whose temperament or skill was in the area of aggressive and expansive marketing campaigning. Possible indicators of management skill include: 1. primary background, 2. age (old versus young, relative to position), 3. breadth of experience in functional tasks, companies, and industries, 4. prior compensation (fixed versus variable), and 5. prior successes or failures. It may be possible to match a prospective employee's profile against those in a database, such as Profit Impact of Market Strategy (PIMS), to determine the probability of success. Charts. Diagrams.
DESC.: Strategic planning; Implementations; Management; Managers; Skills
CLASS. CODES: 2310 (CN=Planning)

Y018015 43 
85023015
Mind Your Management Mannes
Bryant-McIlhenny, Janet
Management World v14n6 PP: 34-35 Jun 1985
ISSN: 0090-3825
JRNL CODE: MWL
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 2 Pages
AVAIL.: ABI/INFORM
A number of rules are basic to corporate etiquette. In making introductions, the person of highest corporate rank should be introduced first. When introducing someone whose name has been forgotten, admit the fact and continue. People with appointments should not be asked to wait more than 15 minutes. All parties involved should be called and advised of the delay if one is running behind on appointments. Instead of cancelling meetings, the person who is behind should shorten all appointments throughout the day to get back on schedule. When one arrives late at the office, the event should be downplayed as much as possible. The person who signs the bill for a meal should follow the maitre d' into the restaurant. Other basic rules include: 1. Do not participate in gossip. 2. Provide information only when requested. 3. Be fair. 4. Make sure that communications are clear. 5. Act as a coworker with others.
DESC.: Executives; Management; Skills; Guidelines; Behavior
CLASS. CODES: 2130 (CN=Executives); 2200 (CN=Managerial skills); 9150 (CN=Guidelines)

Y018015 44 
85022796
The Future of Business Education
Miles, Raymond E.
California Mgmt Review v27n3 PP: 63-73 Spring 1985 CODEN: CMNRAK
ISSN: 0008-1256
JRNL CODE: CMR
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 11 Pages
AVAIL.: ABI/INFORM
Business education in the US has expanded rapidly since the 1970s. Despite this growth, the relevance of business education for the organizational realities facing most businesses is being called into question. The organizational form of business is evolving; previously structured according to functional or divisional requirements, business organizations of the future will be structured according to networking requirements based on new technologies and new industries. Business education will have to be restructured to accommodate this new organizational form. To satisfy business needs for both specialists and generalists, a 6-tiered curriculum is proposed: 1. a general business undergraduate program, 2. a 5-year masters of science program in special functional areas, 3. a 2-year masters of business administration program with a general management orientation for experienced managers, 4. a part-time doctorate of business administration to extend the functional skills of executives, 5. a doctorate of philosophy in business geared to scholars and faculty, and 6. a broad range of continuing management education programs. Table.
DESC.: Business schools; Higher education; Trends; Predictions; Structure; Programs
CLASS. CODES: 6200 (CN=Training & development)

Y018015 45 
85022795
Business Schools and Their Critics
Cheit, Earl F.
California Mgmt Review v27n3 PP: 43-62 Spring 1985 CODEN: CMNRAK
ISSN: 0008-1256
JRNL CODE: CMR
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 20 Pages
AVAIL.: ABI/INFORM
Business schools have drawn a substantial amount of criticism recently for failing to prepare managers adequately for the complex competitive environment in which they must work. Inadequate business education has been charged to be a primary factor in the decline in competitiveness of US business. The major complaints about business education are that it has become too academic, focusing on technical competence at the expense of leadership skills, organizational skills, and communication skills. It is seen as fostering a short-term, risk-averse orientation. However, a review of the history of business education reveals that, from the time the first business schools were started, business education has been criticized and rejected because it was not considered ''academic'' enough for university education. The current academic orientation of business education has been a response to old criticisms. In response to new criticisms, many business schools are adopting a new professional orientation. They are focusing on broad management skills, special functional fields of business, and international business concerns. Tables. Diagram. References.
DESC.: Business schools; Colleges & universities; Criticism; Higher education; History; Models
CLASS. CODES: 6200 (CN=Training & development)

Y018015 46 
85022300
Plain Speaking
St. John, Walter D.
Personnel Jrnl v64n6 PP: 82-90 Jun 1985 CODEN: PEJOAA
ISSN: 0031-5745
JRNL CODE: PEJ
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 9 Pages
AVAIL.: ABI/INFORM
Today, more than ever before, managers must maintain an open dialogue with employees if they are to function effectively. Achieving a true understanding requires that managers and employees sit down together, talk together, listen together, share their genuine concerns together, and empathize together. Guidelines for issuing directives include: 1. Limit their use. 2. Include the facts or conditions that have made the directive necessary. 3. Prepare people for the directive in advance. When preparing people for change, it is important to tell them how their job will be affected and what will happen to them if the change fails. Proven techniques for making negative responses more palatable include: 1. Show a genuine concern for what people have to say. 2. Clearly and patiently explain the rationale for the denial. Other guidelines are given for: 1. learning from mistakes, 2. apologizing gracefully, 3. accepting apologies gracefully, 4. dealing with angry employees, 5. praising people effectively, and 6. accepting praise.
DESC.: Communication; Skills; Managers; Guidelines; Factors; Relations; Subordinates; Feedback
CLASS. CODES: 2200 (CN=Managerial skills); 9150 (CN=Guidelines)

Y018015 47 
85022293
The Pygmalion Effect
Goddard, Robert W.
Personnel Jrnl v64n6 PP: 10-16 Jun 1985 CODEN: PEJOAA
ISSN: 0031-5745
JRNL CODE: PEJ
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 4 Pages
AVAIL.: ABI/INFORM
The Pygmalion Effect refers to how one's attitude toward, and subsequent treatment of someone has the power to transform that person. A growing number of companies today are realizing the power of organizational expectations and are developing new standards, structures, and systems to try to create a corporate culture that encourages employee success. Good management practices for applying the Pygmalion Effect on the job include: 1. Recognize that everyone is capable of better performance. 2. Express confidence in the staff. 3. Maintain an ongoing dialogue. 4. Establish high performance standards. 5. Compliment employees regularly. 6. Criticize positively and with empathy. 7. Help people advance. 8. Introduce new subordinates as people with potential. 9. Overcome personal prejudices. 10. Be aware of nonverbal messages. With the Pygmalion Effect, it is the individual who determines the success or failure of a self-fulfilling prophecy.
DESC.: Supervisors; Subordinates; Behavior; Relations; Management; Skills; Guidelines; Applications
CLASS. CODES: 2200 (CN=Managerial skills); 9150 (CN=Guidelines); 2500 (CN=Organizational behavior)

Y018015 48 
85022209
The Changing Paths
Prismore, Jay
Cash Flow v6n5 PP: 30-31 Jun 1985
ISSN: 0196-6227
JRNL CODE: CFL
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 2 Pages
AVAIL.: ABI/INFORM
Young finance managers are looking for opportunities to learn a variety of skills in a number of company environments. David Kurrasch, formerly in charge of cash management services for Greyhound Corp., now heads a staff of 35 as national sales manager of the cash management division at Wells Fargo Bank (San Francisco, California). He has both management and sales responsibilities and enjoys the high level of visibility of his position. The industry-to-bank movement is becoming more common, although the bank-to-industry change is still seen more frequently. Increased merger and acquisition activity is another factor that is creating opportunities for mobile executives. Involvement in these activities took Gary Sylvan to his present position as the vice-president finance, secretary, and treasurer of Home Juice Co. (Melrose Park, Illinois).
DESC.: Career development planning; Finance; Managers; Financial management; Careers; Skills; Changes
CLASS. CODES: 6200 (CN=Training & development); 8100 (CN=Financial services industry)

Y018015 49 
85021375
Puzzles or Problems? Cutting Through the Manager's Dilemma
Osigweh, Chimezie A. B.
Business Horizons v28n3 PP: 69-73 May/Jun 1985 CODEN: BHORAD
ISSN: 0007-6813
JRNL CODE: BHO
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 5 Pages
AVAIL.: ABI/INFORM
The concept of problem solving has been extrapolated too far. Problems are often being mistaken for puzzles, and problem-solving models are often meant for puzzle solving. This analysis: 1. reviews the problem-solving and puzzle-solving emphases found in problem-solving and/or decision-making models, 2. identifies each of the emphases as separate areas of management expertise, and 3. suggests ways to deal with the emphases so managers can do their jobs more effectively. Unlike problem solving, puzzle solving is based on rules that have been accepted as given. Problem solving, which does not yield an ultimate product, occurs in an open system of interactions. Puzzle solving, on the other hand, produces a knowable answer. Managers must be aware of the area of emphasis with which they are dealing and act accordingly. For example, when dealing with a puzzle, they must specify the expected results and seek prescriptive models. References.
DESC.: Problem solving; Decision making; Decision making models; Managers
CLASS. CODES: 2200 (CN=Managerial skills)

Y018015 50 
85021201
Japanese Management: What About the ''Hard'' Skills
Nonaka, Ikujiro; Johansson, Johny K.
Academy of Mgnt Review v10n2 PP: 181-191 Apr 1985
ISSN: 0363-7425
JRNL CODE: AMR
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 11 Pages
AVAIL.: ABI/INFORM
As defined by Pascale and Athos (1981), there are ''hard'' management skills (strategy, structure, and systems) as well as ''soft'' ones (skills, staff, style, and superordinate goals). It is argued that Japanese firms, known to emphasize the soft skills, should now seek to bring the hard skills into balance with them in order to better succeed in today's complex and uncertain environment. The climate of organizational learning so natural in Japanese firms demonstrates how those firms' hard skills have equaled and sometimes surpassed those of Western firms, despite the relative lack of professional education among Japanese managers. Organizational learning involves the sharing of individual knowledge, and Japanese management is consensus decision-making process facilitates information sharing. Also important to Japan's management sucess are: 1. the integration of shared knowledge, 2. on-the-job education, and 3. continuous education. All these factors serve to improve the firm's skill at using information to make strategic and tactical decisions - hard skills. Charts. References.
DESC.: Japan; Management styles; Organizational behavior; Organizational; Learning; Management; Managers; Decision making; Skills
CLASS. CODES: 9170 (CN=Non-US); 2500 (CN=Organizational behavior 2200 (CN=Managerial skills)

Y018015 51 
85021111
The Executive Addict
Flax, Steven
Fortune v111n13 PP: 24-31 Jun 24, 1985 CODEN: FORTAP
ISSN: 0015-8259
JRNL CODE: FOR
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 8 Pages
AVAIL.: ABI/INFORM
According to doctors who treat executive drug abuse, executive addicts, and treatment facilities operators, cocaine, heroin, and prescription drug abuse among executives is widespread and is increasing. Executive drug abuse can threaten other employees' lives, cause users to steal from their employers, and impair an executive's judgment in critical situations. Experts believe executive drug addiction is increasing largely because managers born during the baby boom have used drugs recreationally and are casual about drug use. Moreover, the acceptance of drug use can create peer pressure to use drugs, and managers seem less afraid of drugs than others. Cocaine has become more popular because of such myths that it is not addictive and is harmless if snorted, and because it is easy to buy, hide, and use. The best solution for executive addicts appears to be forcing them to realize they have a problem and helping them into treatment. Executives' probability for recovery is enhanced by the character traits and social skills they usually possess. However, too often, companies that send executives for treatment do not hold the executive's job for their return.
DESC.: Executives; Drug abuse; Drug addiction; Manypeople; Manycompanies; Characteristics; Employee problems; Rehabilitation
CLASS. CODES: 2130 (CN=Executives); 6500 (CN=Employee problems)

Y018015 52 
85020127
Unlocking Your Intuition
Agor, Weston H.
Management World v14n5 PP: 8-10 May 1985
ISSN: 0090-3825
JRNL CODE: MWL:
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 3 Pages
AVAIL.: ABI/INFORM
Many management techniques stress logic and reason, but intuition is also a powerful method of managerial decision making. Intuitive managers seem to be able to see new possibilities in any situation and generate new ideas for solving problems. Intuition is also helpful in working more effectively with office staff. However, national tests have shown that many executives are unhappy because the skills required in their jobs do not coincide with their intuitive abilities. In many cases, executives are not even aware of their intuitive abilities and cannot take advantage of them when making career decisions. Developing intuition involves allowing it to work and sharing insights with others. Organizations can create an environment where intuitive skills are supported and practiced. Intuition can help managers in many areas, including: 1. recruiting and placing employees, 2. assessing future trends, 3. overcoming communication problems, and 4. developing training programs.
DESC.: Management; Techniques; Decision making; Skills; Problem solving; Management decisions
CLASS. CODES: 2200 (CN=Managerial skills)

Y018015 53 
85019706
Do You Practice Mirrored-Glasses Management
Clark, Garry R.
Managers Magazine v60n5 PP: 37-39 May 1985
ISSN: 0025-1968
JRNL CODE: MAG
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 3 Pages
AVAIL.: ABI/INFORM
The manager's job is to get things done though others. Managers must remember that their success depends on dealing with people of different opinions, beliefs, and values. ''Mirrored-sunglasses'' management tries to project the image of the manager on everyone else to make those people easier to manage. Learning the skill of managing others instead of managing projected images is necessary for effective management. The more managers know about their employees, the easier it is to manage them as individuals. Managers should try to find out each employee's career goals, values, limitations, and maturity levels and determine what management style is best suited for the particular employee.
DESC.: Management; Skills; Managers; Learning; Insurance agents & brokers
CLASS. CODES: 8200 (CN=Insurance industry); 6200 (CN=Training & development)

Y018015 54 
85019044
Management: ''Don't Blame Me, I Just Work Here!''
Durst, Michel
Small Systems World v13n5 PP: 56 May 1985
ISSN: 0272-5444
JRNL CODE: SSW
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 1 Pages
AVAIL.: ABI/INFORM
Blaming negative experiences on others or on external forces is the dominant theme at the 2nd level of management maturity - the Self-Protective Level. The philosophy of management by responsibility (MBR) assumes that the manager is always 100% responsible for whatever he experiences. People who refuse to acknowledge themselves as cause according to this philosophy deal with life from an ''effect'' position. This position leads to evasive habits in people when they are first exposed to MBR; this habit results from self-protection. Managers' first step out of the Self-Protective Level is recognizing that they have choices. The 2nd step is taking full responsibility for the events they are involved in. Guidelines to follow iclude: 1. Examine personal motives. 2. Change what needs to be changed. 3. Associate with responsible, happy, and successul people. 4. Stay completely conscious when communicating with others.
DESC.: Management; Skills; Guidelines
CLASS. CODES: 2200 (CN=Managerial skills); 9150 (CN=Guidelines)

Y018015 55 
85019030
A Set of Tools - Organization: the Means to Get You Where You Want to Go
Gordon, Judy A.
Credit & Financial Mgmt v87n4 PP: 16-20 May 1985
ISSN: 0010-0973
JRNL CODE: CFM
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 4 Pages
AVAIL.: ABI/INFORM
Stephanie Winston is president and founder of The Organizing Principle (New York), a management consulting firm that promotes managerial productivity through personal and corporate organization. Her books, Getting Organized and The Organized Executive, were written to help people organize their personal and professional affairs. In an interview, Winston defines organization as management of 3 basic areas: 1. time, 2. paper, and 3. people. She advocates the establishment of a Master List, which may consist of hundreds of items to be accomplished, and a Daily List, which consists of several tasks pulled from the Master List to be accomplished in a particular day. Winston believes that long-term goals must be incorporated into daily actions before they can be achieved. She claims that organization is basically common sense. People should not allow organization to become stressful. It does not mean being neat, being perfect, or being moral. Being organized is merely a set of tools, methods, and techniques that allow an individual to get where he or she wants to go.
DESC.: Managers; Skills; Efficiency; Time management; Reports
CLASS. CODES: 2200 (CN=Managerial skills)

Y018015 56 
85018114
Finding the Elusive OA Manager
Beaver, Jennifer E.
Computer Decisions v17n9 PP: 60-64, 121 May 7, 1985 CODEN: CODCB8
ISSN: 00?0-4558
JRNL CODE: COM
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 3 Pages
AVAIL.: ABI/INFORM
Office automation (OA) managers must possess both technical and interpersonal skills. In many large corporations, OA equipment acquisitions are handled by either a single department, usually data processing (DP), or an OA committee, which is usually dominated by management information systems (MIS) or DP staff. In order to qualify for OA management, many MIS/DP managers are trying to build an image that includes concern for user needs as well as technological expertise. According to psychologist Thomas McDonald, interpersonal skills can be taught; technicians have typically been deficient in this area only because they have not had sufficient opportunity to practice communication skills. Another potential source of OA management is the user who has an exceptional understanding and interest level, but upper management support and recognition are crucial to ensure success. The rising level of computer literacy facilitates finding OA managers in the outside world.
DESC.: Office automation; Managers; Recruitment; Communication; Technical; Skills
CLASS. CODES: 5220 (CN=Data processing management); 61?0 (CN=Human resource planning)

Y018015 57 
85017451
Blue Cross of California: Human Resources in a Changing World
Ulrich, David O.; Clack, Beverly A.; Dillon, Larry
Human Resource Mgmt v24n1 PP:  69-80 Spring 1985
ISSN: 0090-4848
JRNL CODE: HRM
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 12 Pages
AVAIL.: ABI/INFORM
Blue Cross of California is a nonprofit corporation engaged mainly in underwriting prepaid health care. Beverly Clack, the firm's executive vice-president of Standard Operations, noted that the corporation has responded effectively to the changes in the health care industry and has progressed along a transition cycle which should lead it to even greater success. A particularly important factor in helping Blue Cross respond to the pressures for change was the responsiveness of the human resources division in leading the corporation through its transition period. Blue Cross must continue to improve its ability to manage the transition for the next several years. Sustained efforts to ensure continuity will entail commitment to the vision of the new Blue Cross from the top executives down to middle management and lower level workers. The development of people skills to deal with innovation and new products and the slow fostering of the new culture will be of utmost importance.
DESC.: Blue Cross Blue Shield; Case studies; Insurance industry; Health care industry; Human resources; Management; Corporate culture;  Management development; Programs; Training
CLASS. CODES: 9110 (CN=Company specific); 8210 (CN=Life & health insurance); 2500 (CN=Organizational behavior); 6200 (CN=Training & development)

Y018015 58 
85017406
Carrer Clinic
Moris, Alene H.
NABW Jrnl (National Assn of Bank Women) v61n3 PP: 24-26 Mar/Apr 1985
JRNL CODE: NJO
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 3 Pages
AVAIL.: ABI/INFORM
The term ''people skills'' is used to describe a person's ability to work well with co-workers, colleagues, and the public. However, it has become a catch-all phrase and can take on different meanings in accordance with the work environment in which it is used. ''People skills'' can mean social skills, assertiveness, warmth and caring, psychological insight, one-on-one skills, team building skills, and coping abilities. For some, any one of these skills can come quite naturally, but others, who may lack there skills, have to be taught how to manage different sorts of personalities. People skills are essential to most successful careers and for positive and productive day-to-day relationships. Training can be very helpful because people skills should be recognized as a critical area of both personal and professional development.
DESC.: Management; Skills; Communication; Personnel management; Customer relations
CLASS. CODES: 2200 (CN=Managerial skills)

Y018015 59 
85016400
PLC: The Missing Link Between Physical Distribution and Marketing Planning
Kaminski, Peter F.; Rink, David R.
International Jrnl of Physical Distribution & Materials Mgmt (UK) v14n6
PP: 77-92 1984 CODEN: IPDJAX
ISSN: 0020-7527
JRNL CODE: IPD
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 16 Pages
AVAIL.: MCB Publications Ltd., 198/200 Keighley Rd., Bradford, W. Yorkshire, England BD9 4JQ
There is a need for a set of carefully conceived physical distribution (PD) strategies and tactics sequenced according to some workable framework. Potential alternative organizing frameworks include: 1. product portfolio analysis, 2. market attractiveness-business position analysis, 3. profit impact of marketing strategy analysis, and 4. product life cycle (PLC). The PLC is a generalized model that depicts the unit sales trend of some narrowly defined product from the time of the market entry decision until withdrawal. Two factors to be considered when formulating PD strategies are: 1. changing conditions in the marketplace, and 2. corporate objectives. By using the PLC as a gauge of changing market conditions, a list of specific PD strategies can be delineated for each stage of the PLC: 1. design, 2. introduction, 3. growth, 4. maturity, and 5. decline. Aspects of PD that should be considered in regard to each of these stages include: 1. transportation, 2. inventory, 3. facility location, 4. packaging, 5. materials handling, and 6. information processing. Tables. Graphs. References.
DESC.: Product life cycle; Distribution; Management; Managers; Decision making models; Management decisions; Strategy; Tactics; Market planning
CLASS. CODES: 5160 (CN=Transportation); 2200 (CN=Managerial skills)

Y018015 60 
85015814
Healthcare Management: A Letter to the President
Wowk, Paul I.
Hospital & Health Services Administration v30n2 PP: 35-45 Mar/Apr 1985
ISSN: 0364-4553
JRNL CODE: HHS
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 11 Pages
AVAIL.: ABI/INFORM
An imaginary letter to a hospital president looks at traits identified in management literature that are applicable to the health care field. Effective management is defined as effective managers. Therefore, traits possessed by effective managers must be further defined. The effective manager: 1. creates and works within systems, making the best use of the administrative staff, 2. is creative, using negotiation and compromise to achieve goals, 3. can conceptualize by developing right-brain skills, 4. can concentrate on doing the most important tasks first, 5. is able to synthesize, drawing on creativity, 6. can be a capable modeler by observing others, 7. acts after applying common sense and building on human interactions, 7. is persistent in building good relationships between employee and supervisors, and 8. is a leader first, and then a manager. Each member of the management team should feel secure enough to question decisions and to suggest alternatives. References.
DESC.: Health care industry; Hospitals; Administration; Management Skills; Effectiveness
CLASS. CODES: 8320 (CN=Health care industry); 2200 (CN=Managerial skills)

Y018015 61 
85015780
Learning and the Quality of Working Life
Emery, Merrelyn
Computers in Industry v5n4 PP: 381-387 Dec 1984 CODEN: CINUD4
ISSN: 0166-3615
JRNL CODE: CII
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 7 Pages
AVAIL.: ABI/INFORM
In addition to fair pay, reasonable hours, and a safe workplace, improving the quality of working life (QWL) involves continued learning opportunities to take the job intrinsically interesting and rewarding. Rather than employing consultants to design a training course to prepare people for the introduction of a QWL project, it should be assumed that everyone involved has the necessary motivation, skills, and experience to carry out the project successfully. This allows for a self-managing group of people sharing a common goal to learn, in a practical way, how to use their own resources and abilities. The skills required of self-managing groups fall into 5 main categories: 1. communication and decision-making skills, 2. managerial skills, 3. perceptual skills, 4. work design skills, and 5. skills for creating and maintaining a productive human atmosphere. Diagrams. References.
DESC.: Quality of work; Learning; Training; Job design; Organizational structure; Organizational behavior; Skills
CLASS. CODES: 2500 (CN=Organizational behavior)

Y018015 62 
85015293
Attribute Listing: Cutting Problems Down to Size
Wakin, Eleanor
Today's Office v19n11 PP: 20 Apr 1985
ISSN: 0744-2815
JRNL CODE: TOF
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 1 Pages
AVAIL.: ABI/INFORM
Attribute listing is a problem-solving technique that can help give managers an objective view of the situation and show ways to a resolution. It works best in areas that need improvement, modification, or updating, rather than those that require total redesign, and can be used by managers either singly or in groups. Before starting to solve a problem, a manager should turn it into a broad challenge by stating the goal to be achieved. Then, a 3-part procedure should be followed: 1. Identify as many component parts of the problem as possible. 2. List all of the negative attributes, undesirable elements, and limitations of each component. 3. Develop one or more positive substitutions for each of the negative attributes. A manageable problem with an ordered plan for solution then emerges.
DESC.: Managers; Management decisions; Problem solving; Techniques
CLASS. CODES: 2200 (CN=Managerial skills)

Y018015 63
85015257
Plugging the Communication Channel? How Managers Stop Upward Communication
Thomas, Phyllis
Supervisory Mgmt v30n4 PP: 7-10 Apr 1985 CODEN: SPMNAU
ISSN: 0039-5919
JRNL CODE: SPM
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 4 Pages
AVAIL.: ABI/INFORM
Although most supervisors recognize the importance of open communication with workers, communication channels are often less open than managers think. Actions that can curtail upward communications include: 1. revealing sources of confidential discussions, 2. publicly confronting employees, 3. discriminating against critics, 4. making false promises, 5. letting friendships cloud judgment, and 6. opening employee meetings in a way that discourages communication. To maintain open communications, managers should assess their attitudes toward communication from subordinates. Confidentiality should be maintained, and an employee should be confronted alone, not in front of other employees. Charges of discrimination can be avoided by developing and adhering to clearly stated policies on promotion and job assignment. Managers should avoid making promises they cannot keep by explaining existing situations. Personal friendships should not create problems for managers if they will listen objectively to all sides of a discussion.
DESC.: Organizational behavior; Communication; Barriers; Managers; Management styles; Behavior
CLASS. CODES: 2200 (CN=Managerial skills); 2500 (CN=Organizational behavior); 6000 (CN=Human resource management)

Y018015 64
85015256
Does Analytical Thinking Hinder Your Performance
Wright, Kurt
Supervisory Mgmt v30n4 PP: 2-6 Apr 1985 CODEN: SPMNAU
ISSN: 0039-5919
JRNL CODE: SPM
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 5 Pages
AVAIL.: ABI/INFORM
Failure to develop a correctly disciplined analytical style can cause mental and emotional exhaustion. Indications of improper analytical thinking include such behavior as rationalizing, resisting change, and prejudging. Successful innovators, strategic thinkers, and entrepreneurs usually spend more time determining what is right rather than what in wrong with their ideas. Outstanding performers use a variety of techniques to develop a properly disciplined analytical mind, including: 1. reminding themselves of the opportunity to win in every circumstance, 2. viewing problems with a perspective of having already overcome them, 3. developing worst-case scenarios and trying to achieve better, and 4. refusing to take themselves so seriously. Charts.
DESC.: Managers; Management styles; Behavior; Changes; Techniques
CLASS. CODES: 2200 (CN=Managerial skills); 2500 (CN=Organizational behavior)

Y018015 65
85015039
Where Are You When You're Not Here (Part 3)
Durst, Michael
Small Systems World v13n4 PP: 35-36 Apr 1985
ISSN: 0272-5444
JRNL CODE: SSW
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 2 Pages
AVAIL.: ABI/INFORM
Becoming more conscious is the first step in becoming a productive, effective data processing (DP) manager. People often become unconscious to avoid others or jobs they dislike. This causes many problems, including: 1. wasted time and energy, 2. physical danger, 3. impaired communication, and 4. impaired intellectual processing. Still, not all forms of unconsciousness are nonproductive - free-association is a way to perform a creative task that calls for being able to leave the present scene. People stay at the unconscious level because they blame the past rather than learning from it, or they worry about the future instead of planning for it. Another way to remain at the unconscious level is to complain about the present rather than doing something about it. Managers should recognize unconscious functioning in others to help them become more efficient and gain more control over their choice to be unconscious. Table. Diagram.
DESC.: Data processing; Managers; Management; Skills; Communication ; Psychology; Guidelines
CLASS. CODES: 2200 (CN=Managerial skills); 9150 (CN=Guidelines)

Y018015 66
85015015
Methods for Training the Technical Editor in Interpersonal Skills
Smith, Herb
IEEE Transactions on Professional Communication vPC-28n1 PP: 46-50 Mar 1985 CODEN: IEPCBU
ISSN: 0361-1434
JRNL CODE: IPC
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 5 Pages
AVAIL.: ABI/INFORM
Human interaction plays an important role in any technical editing assignment. Editors must be able to listen actively to both the stated and implied meanings conveyed in the manuscript, and to carry on a constructive dialogue with writers for clarification purposes. Clarkson University offers a course in technical editing that takes a manuscript from rough draft to publishable form by involving students as fully as possible in the writing-editing process. The course is divided into 4 interrelated parts: 1. editing principles and practices, 2. composition of the Jrnl article, 3. format and writing style, and 2. writing and editing the article. Students submit 4-5 drafts of an article that are edited in pairs or by the group. Students assume the position of editor throughout the course, a type of role playing that helps dramatize the close relationship between writing and editing. The students also are exposed to several in-house editing manuals, write abstracts for different Jrnl articles, and design different communications for various audiences. Tables. References.
DESC.: Technical; Writing; Editors; Training; Education; Colleges & universities; Interpersonal; Skills; Methods; Teaching
CLASS. CODES: 2200 (CN=Managerial skills); 6200 (CN=Training & development)

Y018015 67
85014340
Making Effective Presentations
Lloyd, Alan
Management Services (UK) v29n3 PP:  8-12 Mar 1985 CODEN: MASEDZ
ISSN: 0307-6768
JRNL CODE: MNS
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 5 Pages
AVAIL.: ABI/INFORM
Presentations must sometimes be made to persuade people of the need to support and operate new methods of solving business problems. The practitioner must obtain approval for the proposal as well as active involvement. The designer must then choose the most effective means of achieving there objectives. The practitioner must constantly and deliberately sell the proposal outside of meetings. The presentation itself should be carefully and professionally planned and executed. Considerations should include: 1. the audience, 2. the presentation's objectives, 3. timing, and 4. venue. Planning the contents of the presentation involves selection of the material needed to achieve the presentation aim. The presentation format should include the introduction, main body, conclusion, and questions. Notes will ensure that everything planned is covered and also provide credibility. Visuals are also helpful to promote audience retention. Rehearsal of the presentation should include consideration of bad habits as well as equipment operation.
DESC.: Management; Managers; Presentation; Skills; Guidelines
CLASS. CODES: 2200 (CN=Managerial skills); 9150 (CN=Guidelines)

Y018015 68
85014030
A Comparative Analysis of Research and Development Managerial Jobs Across Two Sectors
Pavett, Cynthia M.; Lau, Alan W.
Jrnl of Mgmt Studies (UK) v22n1 PP: 69-82 Jan 1985 CODEN: JMASB2
ISSN: 0022-2380
JRNL CODE: JMS
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 14 Pages
AVAIL.: ABI/INFORM
Mintzberg's framework of managerial roles was used to compare research and development (R&D) managers to managers in career fields in the public and private sectors. Manager's perceptions of 3 factors were examined: 1. the importance of managerial roles, 2. managerial work characteristics, and 3. skills, knowledge, and abilities required for effective performance. Information was gathered by questionnaires, interviews, and surveys. Managerial role items were constructed and analyzed. The results suggested that Mintzberg's managerial role descriptions can be used to describe R&D as well as non-R&D managerial jobs in both the private and public sector. Contrary to expectations, it appeared that R&D managers in both sectors are not different from their non-R&D counterparts in their view of managerial roles. Both groups showed similarity with respect to managerial work characteristics and the importance of job performance skills despite their hypothetically different external environments. Tables. References.
DESC.: Organizational behavior; Comparative analysis; Studies; R&D Managers; Roles; Data collection; Data analysis; Factors; Skills
CLASS. CODES: 5400 (CN=Research & development); 2500 (CN=Organizational behavior); 9130 (CN=Experimental/Theoretical)

Y018015 69
85013730
Talking 'Technical' to Top Management
Gibson, W. David
Chemical Week v136n12 PP: 44-55 Mar 20, 1985 CODEN: CHWKA9
ISSN: 0009-272X
JRNL CODE: CEM
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 2 Pages
AVAIL.: ABI/INFORM
As chemical technology and product strategies have grown increasingly sophisticated, the demand for technically trained, managerial communicators has never been greater. The problem is that technically trained people usually are not very effective communicators. They do not know how to translate technical jargon into English and then communicate that to others. Communications consultant Jeremiah Goldstein, who conducts seminars and workshops on persuasive presentation techniques, notes that, in the corporate environment, presentation skills may be the key to getting ahead. Companies put a premium on presentation skills because a speaker must not only appear convinced that plans of action are feasible, but also transfer that confidence to those responsible for funding. Common problems faced by technical people when speaking include: 1. failure to prepare, 2. inability to sound convincing, 3. assuming that a point is obvious, and 4. speaking in a long-winded, jargon-laden monotone.
DESC.: Chemical industry; Technical; Experts; Communication; Skills ; Presentation; Effectiveness; Training
CLASS. CODES: 2200 (CN=Managerial skills); 8640 (CN=Chemical industry)

Y018015 70
85012991
Public Relations Starts at Home
Mann, Ned
Managers Magazine v60n3 PP: 12-17 Mar 1985
ISSN: 0025-1968
JRNL CODE: MAG
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 6 Pages
AVAIL.: ABI/INFORM
No public relations (PR) program will work unless a solid, reputable insurance agency operation backs it up. It follows that the PR campaign starts at home in the agency and the human relations that characterize it. Good morale can be a significant factor in agency success, and the morale of the agent's spouse is as important as that of the agent. Spouses must be made to feel that they are part of agency operations. Another factor to be considered is recognition of agents and their accomplishments. There should be a good communications program in place to let agents know what is going on within the agency, and an effective agency bulletin is perhaps the most versatile communication vehicle. Encouragement of agency-wide activities will foster a sense of belonging among those employed there. To implement the interagency PR campaign, cooperation will be required from every department. The rewards will be high morale and harmony. Charts. References.
DESC.: Internal public relations; Insurance agencies; Managers; Human relations; Employee morale; Leadership
CLASS. CODES: 8200 (CN=Insurance industry); 2400 (CN=Public relations); 2200 (CN=Managerial skills)

Y018015 71
85012843
Retail Training: How the Top Department Stores Do It
Feuer, Dale
Training v22n3 PP: 115 Mar 1985 CODEN: TRNGB6
ISSN: 0095-5892
JRNL CODE: TBI
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 1 Pages
AVAIL.: ABI/INFORM
Many people are calling for improvement in both the quality and the quantity of training in the retail industry. Feinberg and Gifford (1983) conducted a survey desitned to determine: 1. what constitutes a good retail management training program, and 2. the extent to which existing programs emphasize leadership-skills training. Forty-one training managers at top department stores were surveyed. Feinberg and Gifford concluded that training managers in the retail industry need to devote more attention to the correlation between training program content and delivery method. Since many of the skills regarded as important for employees in retail organizations are behaviorally based rather than knowledge-oriented, such as human-relations skills and assertiveness, training managers would do well to increase their use of role playing, game simulation, and case study methods.
DESC.: Retailing; Training; Department stores; Management training Leadership; Skills; Surveys
CLASS. CODES: 6200 (CN=Training & development); 8390 (CN=Retailing industry)

Y018015 72
85011690
Developing the Right Brain's Decision Making Potential
Herron, Sue; Jacobs, Larry; Kliner, Brian
Supervisory Mgmt v30n3 PP: 16-22 Mar 1985 CODEN: SPMNAU
ISSN: 0039-5919
JRNL CODE: SPM
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 7 Pages
AVAIL.: ABI/INFORM
Managers can enhance their value to the organization by improving their decision-making ability. Right-brain activity is most active in the analysis and preliminary decision stages of the decision-making process, and its intuitive nature is of primary importance. Intuitive abilities can be enhanced by slowing the left brain's activities by such means as physical exercise. In our culture, the left brain and its organized approach to thinking tend to dominate, so the more intuitive nature of the right brain must be stimulated and allowed to dominate for effective decision making and intuitive reasoning. Physical activity and the technique of dream recall can serve to short circuit the rational mind to let the intuitive mind work. With computers performing more left-brain functions, proper use of the right brain will become more important.
DESC.: Management decisions; Decision making; Skills; Management development; Techniques
CLASS. CODES: 2200 (CN=Managerial skills); 6200 (CN=Training & development)

Y018015 73
85011671 
How to Write to Top Management
MacMillan, Bruce B.
Business Marketing v70n3 PP: 136-139 Mar 1985 CODEN: IMARDO
ISSN: 0745-5933
JRNL CODE: IMR
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 3 Pages
AVAIL.: ABI/INFORM
Although many people dislike writing, businesspeople can learn to improve their business writing. Consider the recipient by visualizing the person and thinking how one would communicate with that person. The message itself should be defined and outlined. The format should also be determined at this point. The actual writing is where the process becomes like a formula. Three basic elements of good business writing are: 1. organization of the document, 2. tone of the writing, and 3. clarity of the message. Organization starts with the most important points to be communicated. Clarity involves being concise and using action verbs. Other guidelines include: 1. Avoid slang. 2. Edit closely. 3. Ask for action. 4. Position the most important part of the message in the first paragraph. Chart.
DESC.: Writing; Business; Guidelines; Readability; Management; Skills
CLASS. CODES: 2200 (CN=Managerial skills)

Y018015 74
85011665
Executive Information and the Computer Age: How Computer-Literate Up-and-Comers Are Changing the Business Information Landscape
Donath, Bob
Business Marketing v10n3 PP: 64-68 Mar 1985 CODEN: IMARDO
ISSN: 0745-5933
JRNL CODE: IMR
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 3 Pages
AVAIL.: ABI/INFORM
Age, education, and level within a company have major effects on the information priorities of executives, according to 2 new surveys of major corporate executives' use of information. Younger executives at the top or in the middle are much more likely to use computers personally, depending less on intracorporate personal contacts for their information. Some 77% of top executives acquired computer proficiency in the last 2 years, compared with 55% of middle managers. Some 57% of top executive computer nonusers say they read company reports daily, compared with 29% of top executives who use computers. One conclusion is that top executives seem to be more concerned with their companies' internal affairs, while middle managers are more concerned with monitoring the external environment for opportunities and warnings. Tables.
DESC.: Executives; Managers; Microcomputers; Literacy; Information systems; Surveys; Sources; Management decisions
CLASS. CODES: 2200 (CN=Managerial skills)

Y018015 75
85011505
What Makes a Top Producer
Hessan, Diane
Insurance Sales v128n3 PP: 28, 30 Mar 1985
ISSN: 0199-4581
JRNL CODE: IRS
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 2 Pages
AVAIL.: ABI/INFORM
In 1981, Forum Corp. began a research study to determine what qualities underlie superior sales performance. An initial contact of Fortune 500 sales and marketing managers from the insurance and other industries indicated that most sales and marketing managers operate with a sales knowledge gap. During 1982, Forum observed, interviewed, and surveyed 200 top sales performers and 200 average performers from ?2 Fortune 1, 000 companies in 6 different industries. The results showed that some of the practices that distinguish high performers from average performers are classified as ''basic'' selling skills, including: 1. maintaining eye contact, 2. showing enthusiasm, 3. asking questions about customer needs, 4. restating points accurately, and 5. being prepared with effective responses to customer objections. In addition, the survey results indicated that top salespeople today have become advisors and relationship builders. From the results, a model was developed for successful sales behavior. Its 3 parts are: 1. focusing on the customer or client, 2. earning the right to advance, and 3. persuading through involvement.
DESC.: Life insurance; Insurance agents & brokers; Salespeople; Personal selling; Success; Guidelines; Training; Skills
CLASS. CODES: 8210 (CN=Life & health insurance); 7300 (CN=Sales & selling); 9150 (CN=Guidelines); 6200 (CN=Training & development); 2200 (CN=Managerial skills)

Y018015 76
85011455
Renaissance Managers: A New Breed for Tomorrow's Electronic Office
Mueller, Robert K.
Today's Office v19n10 PP: 32-36 Mar 1985
ISSN: 0744-2815
JRNL CODE: TOF:
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 5 Pages
AVAIL.: ABI/INFORM
The survival of today's corporations depends on having managers who show the same kind of creative thinking that characterized the leaders of the European Renaissance, a period exemplified by a new spirit of individuality and glorified intellectualism. There is now a trend toward new thinking, evidenced by some progressive companies that have reduced their management hierarchies. Events responsible for these changes include: 1. the failure of rigid hierarchies to act rapidly and decisively in complex situations, 2. increased use of computerized telecommunications networks, and 3. the decline of the large conglomerate. Effective managers of the future will: 1. demand a free and participative environment, 2. prefer intellectual over programmed activity, and 3. operate in an open and enterpreneurial system. The driving force behind the manager of the future is a deep belief that self-expression is preferable to cold efficiency and order, and that self-actualization is a better motivator than fear.
DESC.: Managers; Management styles; Trends; Office automation
CLASS. CODES: 2200 (CN=Managerial skills); 5210 (CN=Office automation)

Y018015 77
85011315
Are You a Manager or a Leader
Martin, William B.
Industry Week v224n5 PP: 93-97 Mar 4, 1985 CODEN: IWEEA4
ISSN: 0039-0895
JRNL CODE: IW
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 3 Pages
AVAIL.: ABI/INFORM
Although management and leadership skills are closely interwoven, they are separate and distinct. Effective leadership can be adapted to any management style. Author Elwood Chapman has derived a formula for leadership with 5 foundations. The first foundation, the leader as a communicator, involves the ability to communicate and to listen, as well. The 2nd foundation, the leader as a mutual rewarder, states that leaders must know and provide the rewards that followers want. The 3rd foundation,  the leader as a power figure, emphasizes that the way a leader demonstrates power determines whether the leader has any followers. The ability to make the right decision at the right time is the edict of the 4th foundation, the leader as a decision maker. The leader as a positive force, the final foundation, stresses that effective leaders generate a positive force by projecting strength and vitality and by articulating an inspiring mission for the group. After evaluating themselves on a leadership-effectiveness scale, individuals should set realistic improvement goals, working on one foundation at a time until they can be combined into an effective leadership style. Charts
DESC.: Managers; Leadership; Effectiveness; Characteristics
CLASS. CODES: 2200 (CN=Managerial skills)

Y018015 78
85011018
Selecting First Time Front Line Managers
Warn, Richard S.
Manage v37n1 PP: 2 First Quarter 1985
ISSN: 0025-1623
JRNL CODE: MAN
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 1 Pages
AVAIL.: ABI/INFORM
Self-management is the most difficult task facing managers, according to authority Peter Drucker. There are also some less obvious factors that affect how successful a worker will be as a manager. These include: 1. the ability to stay on course despite the demands of many parties, 2. the ability to avoid tunnel vision whereby decisions are made on the basis of expediency alone, 3. the capability to disagree with others without being disagreeable in the process, 4. the skill to be a problem solver rather than a problem avoider, 5. the capacity to display leadership potential both within the firm and in the community, and 6. the desire to move into management with commitment to the new tasks involved.
DESC.: Line managers; Selection; Promotions (MAN); Managers; Skills
CLASS. CODES: 2200 (CN=Managerial skills); 6000 (CN=Human resource management)

Y018015 79
85010609
Lessons from Campaign '84: Part Two
Hill, Don
Public Relations Jrnl v41n2 PP: 18-21 Feb 1985 CODEN: PREJAR
ISSN: 0033-3670
JRNL CODE: PRJ
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 4 Pages
AVAIL.: ABI/INFORM
The role of a political candidate during a debate is not necessarily to answer questions, but rather to be persuasive. Neither Walter Mondale nor President Reagan succeeded in either regard in their first presidential debate. Reagan was unpersuasive in his answer to the question of whether he had an economic plan because he failed to build a bridge from the question to the answer, allowing the audience to see that he lacked both an answer and a plan. Mondale also failed to build a bridge between the question on spending programs and his answer. An effective debate presentation requires both a defensive and an offensive strategy: the spokesperson anticipates the questions to defend, but must also use part of the time dwelling upon the positive aspects of the message. The other key to effective presentation is simplicity; the speaker must confine the talk to 2 or 3 points in order to control the agenda of the broadcast or print media.
DESC.: Public relations; Public speaking; Communication; Skills; Training
CLASS. CODES: 2400 (CN=Public relations); 2200 (CN=Managerial skills)

Y018015 80
85009871
The Promise and Paradoxes of Leadership
Calloway, D. Wayne
Directors & Boards v9n2 PP: 12-16 Winter 1985
ISSN: 0364-9156
JRNL CODE: DIB
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 5 Pages
AVAIL.: ABI/INFORM
Management must create an environment that allows employees to make their maximum contribution. Through leadership at all organizational levels at Frito-Lay, a division of PepsiCo, the company was able to boost sales, raise prices, increase profits, and gain market share. The PepsiCo culture allows for failure and deals with it constructively. It motivates employees to feel challenged. Characteristics of leaders include: 1. a focus on results, 2. a different approach to life and the task at hand, and 3. the ability to freely admit mistakes. There are contradictions about leadership that include: 1. Leaders must be tough, strong, and decisive, yet sensitive to people. 2. Leaders display great personal mastery, control, and self confidence, yet they are also people of remarkable humility. Every increasing responsibility means that the potential leader is becoming more capable and that even greater challenges will be faced.
DESC.: Leadership; Management styles; Corporate culture; Pepsico-Purchase NY; Management development; Human resources
CLASS. CODES: 2200 (CN=Managerial skills); 6200 (CN=Training & development)

Y018015 81
85009557
The Authentic Manager
Horton, Thomas R.
Quality v24n2 PP: 84 Feb 1985 CODEN: QULTDP
ISSN: 0360-9936
JRNL CODE: QUA
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 1 Pages
AVAIL.: Hitchcock Publishing Co., Hitchcock Bldg., Wheaton, IL 60187
Imitation runs counter to good management and may be detrimental to the individual manager. Imitation may operate at several levels. Some managers lacking in confidence often imitate other more successful managers. The culture of some organizations encourages a sameness. A more serious form of imitation is decision making by a manager based on what the boss would want. During the 1970s, management by imitation was reflected in the enchantment with Japanese management techniques. In the business community, talk of quality circles was prevalent. While a number of organizations have successfully adopted these techniques, the best companies became that way by following their own values and maintaining flexibility and the ability to cope with changing conditions. Authentic managers demonstrate independence of thought. They are innovators and their actions are in tune with their thoughts. Another facet of authentic managers is a realistic appraisal of their own capabilities and limitations. They also possess a willingness to help others develop themselves.
DESC.: Managers; Decision making; Characteristics
CLASS. CODES: 2200 (CN=Managerial skills)

Y018015 82
85009517
The Sadistic Manager
Clarke, Norma Kornegay
Personnel v62n2 PP: 34-38 Feb 1985 CODEN: PSNLAH
ISSN: 0031-5702
JRNL CODE: PER
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 5 Pages
AVAIL.: ABI/INFORM
Data were gathered in interviews with employees who had experienced continued mistreatment from their managers. Descriptions of employees' managers help to pinpoint characteristic behaviors of sadistic managers. There characteristics include: 1. verbal assault of employees in public settings, 2. alteration of records in order to avoid blame for mistakes, 3. retaliation against any criticisms or honest suggestions for improvement, 4. the setting of invisible standards of performance, 5. the use of power to achieve employee submissiveness, 6. arbitrary setting and enforcement of rules, 7. exhibition of enormous self-interest, 8. irrational and erratic behavior, and 9. development of secure relations with higher management. Employee responses to sadistic managers include psychological withdrawal or voluntary exit from the manager's unit. Techniques a company may use to cope with the sadistic manager include: 1. regular solicitation of employee feedback, 2. visitation of all work units on a regular basis, 3. the conduction of exit interviews when an employee leaves the company, 4. implementation of a study of attrition patterns, and 5. regular study of patterns of complaints and grievances.
DESC.: Managers; Oganizational behavior; Management styles; Power Effects
CLASS. CODES: 2500 (CN=Organizational behavior)

Y018015 83
85008916 
Do Your Managers Really Manage
Day, Charles R., Jr.
Industry Week v224n3 PP: 34-38 Feb 4, 1985 CODEN: IWEEA4
ISSN: 0039-0895
JRNL CODE: IW
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 5 Pages
AVAIL.: ABI/INFORM
There is compelling evidence that too many managers today are not worthy of the title. Motivating employees is the primary task of managers, yet of some 125 shortcomings identified by experts, over 61% are people-related. One reason for this may be the shift in the US workforce from blue-collar to white-collar; this workforce frequently challenges traditional managerial axioms. Too little employee participation is also cited as a management shortcoming. Managers are often paralyzed by failure to grasp the entire corporate picture. Unwillingness to take risks often indicates that the organization does not trust its managers. Another reason why managers are stifled is that there are too many of them. Reward systems continue to beget short-term thinking and decisions. In addition, managers are so weighted down with information that they do not have enough time for people.
DESC.: Managers; Effectiveness; Skills; Decision making; Problems; Responsibilities
CLASS. CODES: 2200 (CN=Managerial skills)

Y018015 84
85007975
Manager's Role in Public Management
Lynn, Laurence E., Jr.
Bureaucrat v13n4 PP: 20-25 Winter 1984/1985
ISSN: 0045-3544
JRNL CODE: BUR
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 6 Pages
AVAIL.: ABI/INFORM
The Reagan Administration is the first in recent times to use appointments rather than structural reforms to improve the performance of government. Structural approaches have been emphasized and the role of public managers downplayed. In such an environment, managers can affect performance significantly, depending on their personality, skill, opportunities, and choices. Implicit in the Reagan Administration is a model of leadership that features: 1. a coherent vision, 2. use of office to implement philosophy, 3. appointees who share the president's vision and match their positions, 4. authority delegation, and 5. stress on managerial awareness of responsibilities. Structural reforms provide an outline but do not replace competence, executive philosophy, or time spent managing. Reagan's use of his own and his subordinates' abilities to implement his vision holds a valuable lesson for other leaders, regardless of their philosophy. References.
DESC.: Public administration; Managers; Government agencies; Leadership; Presidency
CLASS. CODES: 9550 (CN=Public sector); 2200 (CN=Managerial skills)

Y018015 85
85007426
Mining the Salt of the Earth
Mann, Ned
Managers Magazine v60n1 PP: 4-10 Jan 1985
ISSN: 0025-1968
JRNL CODE: MAG
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 7 Pages
AVAIL.: ABI/INFORM
According to Carl Endorf, State Farm Insurance Cos.' agency manager in West Palm Beach, Florida, the agency system is vital to the competitive ability of the insurance industry. Endorf believes selecting talented agents is one of an agency manager's most important tasks. Elements in Endorf's hiring procedures include: 1. careful initial interviews, 2. screening questionnaires, 3. career presentations, 4. the licensing examination, 5. a precontract period, and 6. a goal-setting interview. His comprehensive selection process has enabled him to post an 80% retention rate over the past 17 years. State Farm adheres to a multiple-line philosophy that Endorf reinforces through sales goals for his agents. He believes the philosophy is important to meet all the insurance needs of middle-income prospects. Endorf praises State Farm's management development program and its Agency Management Training Course.
DESC.: Insurance agencies; Managers; Management styles; Personnel selection; Procedures; Personnel management
CLASS. CODES: 2500 (CN=Organizational behavior); 6000 (CN=Human resource management); 8200 (CN=Insurance industry)

Y018015 86
85007240
Stalling for Success
Stevenson, Edward P.
Computer Decisions v17n1 PP: 88-95 Jan 15, 1985 CODEN: CODCB8
ISSN: 0010-4558
JRNL CODE: COM
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 5 Pages
AVAIL.: ABI/INFORM
Although decisiveness and responsiveness are supposed to be valued traits in the corporate work ethic, opinions of data processing (DP) and management information systems (MIS) executives vary concerning the legitimate role of managerial stalling in business. Executive stalling is largely a matter of semantics. It can take such forms as: 1. benign neglect - often viewed as an energy-saving tactic, 2. instructive stalling to encourage subordinates to make decisions, and 3. creative stalling to delay decisions until necessary information can be obtained. because of the intense competition for the finite resources of many MIS and DP departments, most managers accept the need for occasional stalling in day-to-day operations. Users, anxious for solutions, are not always aware of the full scope of their problems and often set unrealistic project completion deadlines. In addition, corporate bureaucracies can create an environment that encourages avoidance of responsibility rather than diligent decision making.
DESC.: Data processing; Managers; Decision making; Techniques; Procrastination; Advantages; Disadvantages
CLASS. CODES: 2200 (CN=Managerial skills); 5?20 (CN=Data processing management)

Y018015 87
85007040
Brainstorming: It's Raining Ideas
Wakin, Eleanor
Today's Office v19n8 PP: 10, 12 Jan 1985
ISSN: 0744-2815
JRNL CODE: TOF:
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 2 Pages
AVAIL.: ABI/INFORM
Brainstorming is an excellent problem-solving technique. This technique involves using 7-12 people working together to develop possible solutions to a particular problem. While the process is very open and unrestrained, there are some clear rules that should be observed. During the brainstorming part of the session, all evaluation of ideas should be suspended. Every idea should be voiced, regardless of how wild or incomplete. An idea should be voiced as soon as it comes to mind, even if others are peaking. The session begins with a statement of the problem to be solved. The group should try to develop a certain number of ideas during a certain time period. After the session is over, the criteria for evaluating ideas must be established. All of the ideas should be evaluated and the best 2 or 3 possible solutions selected. As much time should be spent on explaining and implementing the solutions as was spent on developing them.
DESC.: Problem solving; Brainstorming; Rules; Procedures; Results; Management; Skills
CLASS. CODES: 2200 (CN=Managerial skills)

Y018015 88
85006676
Thinking About Managing Your Time
Schilit, Warren K.
Managerial Planning v33n4 PP: 52-53 Jan/Feb 1985 CODEN: MNPLBS
ISSN: 0025-1941
JRNL CODE: MPL
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 2 Pages
AVAIL.: ABI/INFORM
Time is a precious resource, and the key to time management is to actively control time rather than passively letting it happen. Effective time management increases the likelihood of meeting objectives and allows for better development of managers with a devotion to long-run issues and a lower anxiety level. Managers should delegate assignments and reduce the amount of subordinate-imposed time to expand their discretionary time. To efficiently use this time, managers should: 1. clean up the work space, 2. clarify objectives, 3. establish priorities, 4. do paperwork quickly, 5. group similar tasks, 6. break up large tasks, 7. use small units of time well, 8. recognize productive hours, 9. reduce interruptions, 10. avoid perfectionism, 11. learn to say ''no, '' and 12. reward themselves. These rules will not ensure success, but they can provide time for managers to solve complex organizational problems.
DESC.: Time management; Advantages; Factors; Management; Skills
CLASS. CODES: 2200 (CN=Managerial skills)

Y018015 89
85006545
Breaking Barriers to Skill Transfer
Robinson, Dana Gaines; Robinson, James C.
Training & Development Jrnl v39n1 PP: 82-83 Jan 1985 CODEN: TDEJA7
ISSN: 0041-0861
JRNL CODE: STD
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 2 Pages
AVAIL.: ABI/INFORM
Unless management participates in the training process, poor skills transfer can sabotage even the best training programs. There are 2 steps to assure that the work environment will support training efforts: 1. conducting a work environment assessment to uncover barriers to skill transfer, and 2. working with line management to reduce or remove the barriers. Surveys can determine which, if any, types of barriers are present in the work environment. After the barriers have been identified, they should be reported to line management who have the authority and interest to see that the barriers are eliminated. Because line management may be unaware of the work environment's impact on the skills employees learn in a training program, they must be brought into the training process as active partners. Charts.
DESC.: Training; Programs; Employee development (PER); Skills; Transfer; Barriers; Organizational behavior; Managers; Roles
CLASS. CODES: 2500 (CN=Organizational behavior); 6200 (CN=Training & development)

Y018015 90
85005950
Leadership and Corporate Culture: Harmony and sisharmony
Bryman, Alan
Personnel Review (UK) v13n2 PP: 19-24 1984 CODEN: PRRVAQ
ISSN: 0048-3486
JRNL CODE: P?V
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 6 Pages
AVAIL.: ABI/INFORM
Previous articles, which have studied ''leadership, '' have focused on isolating the personal characteristics of the effective leader or discerning effective leadership styles. Inconsistent results have led to a disenchantment with leadership studies. Through an examination of some current research on the subject, consideration is given to some of the fundamental questions about leadership: 1. what it is, and 2. what it involves. Such works as those of Selznick (1957), Burns (1978), Peters and Waterman (1982), Zaleznik (1977), and Bennis (1976) are discussed. In light of the research on the subject, leadership appears to be a highly diffuse skill that cannot be transferred into a set of discrete, clear-cut criteria for selecting leaders. For the same reason, it may not be possible to develop training courses to develop leadership skills. When leadership is viewed in a way that it is a subset of the managerial role, then it may be possible to recognize potential leaders. The best solution may be to allow leaders to lead without being encumbered by routine. References.
DESC.: Leadership; Corporate culture; Organizational behavior; Roles
CLASS. CODES: 2500 (CN=Organizational behavior)

Y018015 91
85005575
UK Squanders Its Management Talent
Spooner, Peter
Chief Executive (UK) PP: 10-15 Nov 1984 CODEN: CEMODL
ISSN: 0140-8543
JRNL CODE: CEX
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 3 Pages
AVAIL.: ABI/INFORM
According to Michael Edwardes, chief executive officer at Dunlop, UK managers lack courageous leadership. They are more concerned with saving face than with doing what is necessary. Despite his feeling that there is more cowardice among management than in the 18 years he has been in the UK, Edwardes sees some good management at companies like Courtaulds. Bringing average performance up to the level of the best performers is a priority for the UK. Companies need systems for appraising employees' calibre and performance, but must also have the courage to act on poor appraisals. Psychological tests are valuable in reinforcing appraisals for employment. Every organization also needs some restructuring every 6 or 7 years. To promote improvements in UK industry: 1. management must be strengthened at all levels, 2. top management must create an environment that encourages risk-taking by line managers, and 3. it must become more acceptable for managers at all levels to gain extra experience by periodically moving to a different company.
DESC.: Managers; UK; Leadership; Decision making; Requirements
CLASS. CODES: 2200 (CN=Managerial skills); 9170 (CN=Non-US)

Y018015 92
85005519
How Executives Think
Kiechel, Walter, III
Fortune v111n3 PP: 127-128 Feb, 1985 CODEN: FORTAP
ISSN: 0015-8259
JRNL CODE: FOR
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 2 Pages
AVAIL.: ABI/INFORM
After years of studying the subject, some behavioral scientists have concluded that there is something distinctive about the way the executive mind works. Although the researchers do not agree on all the details, their findings suggest that high intelligence does not, in itself, guarantee superior managerial thinking. At the heart of the findings of Elliott Jaques, the director of the Institute of Organization and Social Studies at Brunel University (UK), is what he calls the time frame of the individual. Executives have the ability to: 1. see the long-term view, 2. identify the steps necessary for a move that may take years to complete, 3. envision the consequences of each step, and 4. take the measures needed to set the process in motion. The work of other researchers indicate that: 1. Managers have greater capacity to sort out phenomena. 2. They are more capable of integrating facts. 3. Their thinking processes are more flexible.
DESC.: Executives; Managers; Decision making; Psychological aspects
CLASS. CODES: 2200 (CN=Managerial skills)

Y018015 93
85005490
An Assessment of Evaluation Skill Needs in State Evaluation Agencies in the South
Hy, Ronald John; Brooks, Gary H.
Review of Public Personnel Administration v5n1 PP: 25-33 Fall 1984
JRNL CODE: RPP
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 9 Pages
AVAIL.: ABI/INFORM
In recent years, taxpayers have become increasingly interested in fiscal accountability and programmatic accountability with regard to public agencies. As a result, program evaluation has emerged as a new profession. While many studies have considered such things as how to conduct a program evaluation and what the components of curricula in university programs are, little attention has been given to the skills that are actually needed by program evaluators. Through an examination of questionnaires given to 35 state and local evaluation agencies in the southeastern section of the US, an attempt is made to determine: 1. who does program evaluation, 2. what their educational backgrounds are, 3. what skills they need, and 4. which skills are most important to the heads of agencies hiring program evaluators. The most useful evaluation techniques and skills for state agencies are found to be: 1. writing, 2. reading, 3. listening, 4. elementary statistics, 5. sampling, and 6. survey research. A greater emphasis on communication skills is needed in program evaluation curricula. Tables. References.
DESC.: Programs; Evaluation; Government agencies; Accountability; Managers; Skills; Statistical analysis
CLASS. CODES: 2200 (CN=Managerial skills); 9550 (CN=Public sector); 9130 (CN=Experimental/Theoretical)

Y018015 94
85004946
Administration in the Research Environment - the Provider's Perspective
Mooney, R. L.
Jrnl of the Society of Research Administrators v16n2 PP: 5-15 Fall 1984
ISSN: 0038-0024
JRNL CODE: SRA
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 11 Pages
AVAIL.: ABI/INFORM
Organizational conflicts are the result of differing goals. In order to become a successful service provider, one must: 1. understand what is important, 2. become a better manager, and 3. improve public relations. Upon determining what is truly important in an organization, every other function must be recognized as subordinate. Connected with this belief is the notion that administrators at all levels must act as expediters rather than enforcers. Characteristics of good management are: 1. effective planning, 2. effective organization and staffing, 3. effective direction of others' activities, as well as adequate training, 4. control consciousness, 5. unreasonableness, 6. positive management thoughts, and 7. creativity. The basics of good public relations include having something good and worthwhile to sell, identifying target markets, and, most importantly, communicating.
DESC.: R&D; Management; Administration; Skills; Planning; Guidelines
CLASS. CODES: 2200 (CN=Managerial skills); 9150 (CN=Guidelines); 5400 (CN=Research & development)

Y018015 95
85004803
Leadership in Management
Bosworth, Bruce
Credit Mgmt (UK) PP: 16-22 Mid-Nov 1984
ISSN: 0265-2099
JRNL CODE: CRM
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 6 Pages
AVAIL.: ABI/INFORM
Effective leadership in management requires the personality, ability, and authority to motivate workers. A recent psychological study of a random sample of males showed that most of them viewed themselves as winners. Although 70% placed themselves in the top quartile of leadership, other research shows that most people have positive feelings about only one or 2 of all the bosses they have had. The surveys indicate that leaders often do not see themselves as others see them. Appearance, bearing, and presence are all important to effective management leadership. Successful leaders should possess other attributes to elevate them from merely ''competent'' to status as respected individuals able to motivate employees. The qualities include: 1. open-mindedness, 2. creativity, 3. ability to delegate, 4. ability to communicate, 5. ability to provide emotional, perceptive, and model leadership, 6. capability, 7. courage, 8. responsibility, and 9. trustworthiness.
DESC.: Leadership; Managers; Characteristics; Delegation; Communication; Responsibilities
CLASS. CODES: 2200 (CN=Managerial skills)

Y018015 96
85004578
How to Write a Recommendation
Wilcox, Alan D.
IEEE Transactions on Professional Communication vPC-27n4 PP: 211-214 Dec 1984 CODEN: IEPCBU
ISSN: 0361-1434
JRNL CODE: IPC
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 4 Pages
AVAIL.: ABI/INFORM
The individual called upon to write an effective recommendation must have an understanding of the reader and that reader's specific needs. A recommendation outline is proposed to help meet those needs and ease the burden of preparing the recommendation. Guidelines for preparing a good recommendation letter include: 1. Write to a specific person, avoiding the ''to whom it may concern'' format. 2. The recipient of the letter must be informed of the characteristics of the individual in question. 3. The individual about whom the letter is written should be asked what is to be put into the letter. 4. The writer should be honest about the qualities of the subject. 5. Areas that should be covered include the subject's social competence, work competence, character attributes, and career goals. Two sample letters are included. Tables.
DESC.: Management; Skills; Writing; Recommendations; Guidelines
CLASS. CODES: 2200 (CN=Managerial skills); 9150 (CN=Guidelines)

Y018015 97
8503925
The Development of Technical Managers
Delaney, Chester
Jrnl of Information Systems Mgmt v2n1 PP: 73-76 Winter 1985
ISSN: 0739-9014
JRNL CODE: JIF
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 4 Pages
AVAIL.: ABI/INFORM
Systems organizations are faced with the critical need to effectively recruit, train, and develop management personnel. This is an especially difficult task in a technical environment. Effective management requires the development of a number of ''soft'' skills, such as interpersonal communication, creativity, and strategic thinking. For technical individuals, such skills may seem secondary to the ''hard'' skills required for technical excellence. Demand for technical professionals has led to high levels of job-hopping. Managers in systems organizations faced with high turnover may find it difficult to establish meaningful relationships with subordinates. In addition, technicians may lack proper motivation for accepting managerial positions, seeing them as the only available means of career advancement. Organizations must provide technical professionals with career advancement alternatives to management, reserving managerial positions to individuals best suited to them.
DESC.: Technical; Managers; Management development; Skills; Motivation
CLASSIFICATION CODES 2200 (CN=Managerial skills)

Y018015 98
85003631
Getting a Grip on the Changing World of Risk Management
Braxton, Meredith
Risk Mgmt v31n12 PP: 72, 74 Dec 1984
ISSN: 0035-5593
JRNL CODE: RMT
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 2 Pages
AVAIL.: ABI/INFORM
The conditions under which risk managers must perform their jobs are changing rapidly. However, the reforming of tax laws, the proliferation of information systems, and the volatile state of the insurance market can create opportunities as well as problems. Speakers at the Risk and Insurance Management Society Virginia Chapter Educational Conference offered advice for dealing with the problems and taking advantage of the opportunities for increasing their professional status. Jim Blinn of Risk Planning Group pointed out that it is necessary to understand the state of the risk financing environment and control costs within the constraints imposed in order to meet risk financing challenges. Understanding should be based on an assessment of both internal and external factors. William Becher of Becher & Carlson Risk Management Inc. discussed the capabilities of available risk management information systems. Pamela Newman of Marsh & McLennan Inc. stressed the importance of communications skills for risk managers.
DESC.: Risk management; Managers; Roles; Career advancement; Financial planning; Financing; Skills
CLASS. CODES: 3300 (CN=Risk management); 2130 (CN=Executives); 2200 (CN=Managerial skills)

Y018015 99
85003544
A Manager's Checklist for a Year's Progress
McCullough, Rose V.
Rough Notes v127n12 PP: 34, 46 Dec 1984
ISSN: 0035-8525
JRNL CODE: RNO:
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 2 Pages
AVAIL.: ABI/INFORM
A checklist for the professional insurance manager covers 6 vitally important areas: 1. communications tools for the manager that include a developed vocabulary and good listening skills, 2. effective decision making that focuses on flexibility, concentration, and objectivity 3. interpersonal relationships that should be enhanced by renewed respect, which reduces hostility and increases receptivity, 4. adherence to a value system that necessitates a commitment to high ethical standards and fosters development of leadership qualities, 5. contribution to the training of employees that focuses on fairness, appreciation, loyalty, confidence, and an invitation for employee participation, and 6. maintaining a positive outlook on life that requires full acceptance of responsibility for one's own actions, the development of healthy behavior patterns, and standing up for one's beliefs. Using this checklist, managers can review past progress and set future objectives.
DESC.: Insurance agencies; Managers; Career development planning; Skills; Development; Guidelines
CLASS. CODES: 8200 (CN=Insurance industry); 2200 (CN=Managerial skills); 6200 (CN=Training & development); 9150 (CN=Guidelines)

Y018015 100
85003297
Rats, It's Performance Appraisal Time! (Or Agonizing Words to That Effect)
King, Patricia
Bottomline v1n14 PP: 45-47 Dec 1984
ISSN: 0740-5464
JRNL CODE: BTL
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 3 Pages
AVAIL.: ABI/INFORM
Experts agree that performance appraisal is one of the most important management activities, and 9 out of 10 US corporations require their managers to complete yearly appraisals of their employees. However, managers hate appraisals; they take time, and most managers find it awkward to sit in judgment of others. However, properly conducted appraisals can lead to improved performance, increased employee motivation, and greater productivity. Some suggestions for achieving these things are: 1. Write a clear, specific definition of what the employee is expected to produce. 2. Follow up during the appraisal period and become aware of any difficulties the employee may be having. 3. At every stage of the process - planning, follow-up, and appraisal - involve the employee. 4. Do not discuss salary and performance at the same time; instead, concentrate on what really motivates employees.
DESC.: Managers; Problems; Performance appraisal; Skills
CLASS. CODE: 6200 (CN=Training & development); 2200 (CN=Managerial skills)

Y018015 101
85003001
Look Outside - To the Marketplace
Johnson, Norman P.
Managerial Planning v33n3 PP: 54, 57 Nov/Dec 1984 CODEN: MNPLBS
ISSN: 0025-1941
JRNL CODE: MPL
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 2 Pages
AVAIL.: ABI/INFORM
It is easy for managers to get too involved in the inside operation of their businesses to take a look outside. While the development of new products and strategies depends upon inside factors, such as assets and resources, the marketplace outside can be of considerable influence. In the marketplace there may be found: 1. a new technology, 2. social or regulatory changes that affect a firm's product or service, 3. a change in the industrial climate that could affect market share, and 4. a new trend or need for which a new product could be developed. To balance the time and energy spent on inside and outside attentions, managers should: 1. allocate time to observe the outside on a routine basis, 2. decide how to spend the time and what subjects (including competitors) to focus on, 3. consider all acquired information in light of the potential applications to the business, and 4. use this new knowledge by changing operations or developing a new product.
DESC.: Managers; Decision making; Corporate planning
CLASS. CODES: 2200 (CN=Managerial skills); 2310 (CN=Planning)

Y018015 102
85002162
Spotting the Comers: How Chemical Companies Find the CEOs of Tomorrow
Anonymous
Chemical Week v135n22 PP: 106-108 Nov 28, 1984 CODEN: CHWKA9
ISSN: 0009-272
JRNL CODE: CEM
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 3 Pages
AVAIL.: ABI/INFORM
Hercules' Human Resources Department has developed a formalized management-development program for people who are being groomed as eventual replacements for the company's present top executives. Other planned preparation efforts are taking place at a growing number of companies in the US chemical industry. These programs seek to minimize shocks and surprises and to maximize corporate opportunities. There are many similarities in the leading chemical companies' techniques for identifying and cultivating their top managerial talent. These companies stress periodic reviews to help pinpoint the people with the desired leadership skills, creativity, planning ability, profit/loss awareness, drive, and ability to motivate others. The development plan includes assignments that increase the comer's knowledge and furthering education. Human-resource managers play a major role in the management-development process. However, top management support is critical to the program's success.
DESC.: Chief executive officer; Management development; Replacements; Human resources; Planning; Career advancement; Chemical industry; Manycompanies
CLASS. CODES: 2120 (CN=Chief executive officer); 6200 (CN=Training & development); 8640 (CN=Chemical industry)

Y018015 103
85002082
Making Marketing Actions Affirmative - very Tomorrow a Vision of Hope
Saffles, G. Windell
Managers Magazine v59n11 PP: 36-37 Nov 1984
ISSN: 0025-1968
JRNL CODE: MAG
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 2 Pages
AVAIL.: ABI/INFORM
The primary step in an effective insurance agency marketing plan is to establish principles, goals, and expectations of the management team. The manager should act as a role model and never ask staff to do anything the manager would not do. Product and pricing are also important considerations in an effective marketing plan. Field managers must monitor service activities, field activities, and retention/recruiting activities constantly. The field is of singular importance, and the management team can build positive or negative attitudes within sales representatives in the field. Retention and recruitment are the keys to the success of a district, and high-quality recruiting is the foundation of good retention results. Salespeople should be selected on the basis of empathy, character, and integrity.
DESC.: Insurance industry; Insurance agents & brokers; Personnel management; District; Managers; Roles; Marketing; Leadership
CLASS. CODES: 8200 (CN=Insurance industry); 2200 (CN=Managerial skills); 2500 (CN=Organizational behavior); 6000 (CN=Human resource management)

Y018015 104
85002021
When Interest Peaks: Strategies for Managing High Interest Rates
White, Charles S.
Management World v13n10 PP: 37-39 Nov 1984
ISSN: 0090-3825
JRNL CODE: MWL
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 2 Pages
AVAIL.: ABI/INFORM
Managers must consider the effects of high interest rates while outlining their future financial plans. High interest rates increase the cost of capital to a company and result in fewer business projects and equipment acquisitions being worth the risk, since more profit can be made by placing investment capital in a bank. As a result, maintenance of plant and equipment becomes a higher priority as depreciated equipment may have to stay in service longer. Some strategies for managing plant during periods of high interest rates include: 1. When replacing or relocating plant, leasing agreements with options to buy or a mortgage with a ''no penalty for early payoff'' clause are most attractive. 2. The proper reduction of raw materials and finished goods inventories can significantly control the effects of interest rates. 3. Equity financing is the best way to avoid market level interest rates by selling stock or issuing short-term bonds with call provisions allowing the firm to pay off the debt early. 4. If bank financing is required, firms should negotiate early repayment clauses so future reinvestment is possible.
DESC.: Financial planning; Management; Strategy; Interest rates; Variability; Decision making
CLASS. CODES: 2200 (CN=Managerial skills); 3100 (CN=Capital & debt management)

Y018015 105
85001693
Helping Middle Managers Manage Office Technology
Cirillo, David J.
Personnel v61n6 PP: 6-12 Nov/Dec 1984 CODEN: PSNLAH
ISSN: 0031-5702
JRNL CODE: PER
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 7 Pages
AVAIL.: ABI/INFORM
Middle managers responding to a questionnaire recorded their perceptions of office automation (OA). Of 90 respondents, 39.1% reported use of personal computers, 31% the use of text editing, and 16% the use of electronic mail and calendars. In addition, 96% reported that OA was at least somewhat important, but 44.3% were not using OA. Reasons for non-use included lack of opportunity to do so. Training and education can contribute to the adoption of OA by middle managers. Change must occur at both the macro and the micro levels. The ingredients for change-management at the macro level are: 1. education, 2. involvement/active participation, 3. effective communications, 4. supportive climate, and 5. integration of all those elements. At the micro level, middle managers need: 1. clearly communicated objectives, 2. meaningful work goals, 3. a work action plan, 4. consideration of user-friendliness issues, 5. consideration of quality of work life, 6. training and retraining, and 7. integration of all elements. In the future, changes in the shape and form of organizations, communication patterns, decision-making authority, leadership skills, and training needs may be expected. Graphs.
DESC.: Middle; Managers; Office automation; Technology; Management Functions; Organizational behavior; Effects
CLASS. CODES: 5210 (CN=Office automation); 2500 (CN=Organizational behavior); 6000 (CN=Human resource management)

Y018015 106
85001182
A Predecision Support System
Wedley, William C.; Field, Richard H. G.
Academy of Mgmt Review v9n4 PP: 696-703 Oct 1984
ISSN: 0363-7425
JRNL CODE: AMR
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 8 Pages
AVAIL.: ABI/INFORM
Preplanning for decision style, method, and membership to be employed in solving a problem can help lead to solutions of high quality, acceptability, and uniqueness. An integrative decision support system (DSS) is described that is derived from behavorial contingency research. This predecision model is related to other computerized methods that can aid the decision process. The computer output will not make the decision for the manager, but it will offer guidance that the manager can employ to supplement his own judgment. Moreover, this computer guidance can be easily altered to provide the manager with different perspectives. Such user-friendly aids for largely unstructured problems characterize predecision as DSS. Within a broader perspective, predecision is just one DSS from among many potential ones that can facilitate the decision-making process. Tables. Charts. References.
DESC.: Decision making; Managers; Leadership; Management styles; Decision support systems; Decision making models
CLASS. CODES: 2200 (CN=Managerial skills); 2600 (CN=Management science/Operations research)

Y018015 107
85001040
Rationality, Ambiguity, and Management Information Systems
Moses, Douglas
Business Forum v9n4 PP: 7-11 Fall 1984
ISSN: 0733-2408
JRNL CODE: LAB:
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 4 Pages
AVAIL.: ABI/INFORM
With advances in technology, information systems for the management of organizations are proliferating. Management information systems (MIS) are supposed to make decisions and actions of managers and organizations more efficient, effective, and productive and less time consuming and costly. There is a tendency toward viewing organizations from a rational perspective, which assumes that there is a logical process for decision making and problem solving within the organization. If this is the case, MIS may make that process more effective. However, if the decision-making and problem-solving processes are characterized by ambiguity, then MIS may alter the context in which the processes are conducted or understood. MIS can serve to impose order, coherence, structure, and meaning by: 1. providing an organizing language, 2. being a catalyst for thought or action, 3. providing a criterion that operationally guides analysis and action, 4. affecting the way managers justify decisions, 5. encouraging adaptability and flexibility, and 6. altering the power structure among members of the organization. References.
DESC.: MIS (MAN); Information systems; Decision making; Managers; Problem solving
CLASS. CODES: 2200 (CN=Managerial skills); 5240 (CN=Software & systems)

Y018015 108
85000452
Stress and the Hardy Executive
Niehouse, Oliver L.
Industry Week v223n4 PP: 96-98 Nov 12, 1984 CODEN: IWEE?4
ISSN: 0039-0895
JRNL CODE: IW
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 3 Pages
AVAIL.: ABI/INFORM
Stress may be defined as the pressure an individual experiences in response to anything that makes an extra demand. A ''stressor'' is any phenomenon that can cause stress. Some jobs have built-in stressors. It might seem that people who rise to prominent positions in a corporation or organization may experience more stress and its consequences than others. However, statistics indicate that the majority of those who rise to top positions in major companies become hardy managers, characterized by: 1. a belief in one's ability to control or influence events, 2. a commitment to the activities of one's life, and 3. the desire to accept challenge. Physical well-being and social support are 2 additional attributes of hardiness. The characteristics of hardiness represent a certain attitude that is developed over time. Effective leadership skills are essential by providing coping mechanisms for change and by effectively managing that change.
DESC.: Stress; Executives; Control; Commitments; Leadership; Skills ; Effectiveness
CLASS. CODES: 2130 (CN=Executives); 2200 (CN=Managerial skills)

Y018015 109
84037883
Power Skills in Use
Kanter, Rosabeth Moss
Modern Office Technology v29n11 PP: 18-23 Nov 1984 CODEN: MDOPAW
ISSN: 0026-8208
JRNL CODE: MOP
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 3 Pages
AVAIL.: ABI/INFORM
Corporate entrepreneurs utilize a variety of skills, strategies, power tools, and power tactics to turn ideas into innovations. Even if they are not the architects of sweeping reconstructions of the company, through hundreds of small improvements, subtle readjustments, and new techniques, they can gradually move or improve a company. Innovative achievements bring new learning or capacity to an organization that may result in new strategies, products, or market opportunities. The power to change requires supplies of information, resources, and support. The finding and investing of ''power tools'' is a dominant element of all innovation. Often, this acquisition is the longest and most difficult theme in an innovative accomplishment. Consequently, innovation depends upon how ?asy the company makes it to tap sources of power.
DESC.: Organization development; Innovations; Employees; Organizational; Power; Sources; Management; Skills
CLASS. CODES: 2500 (CN=Organizational behavior); 2200 (CN=Managerial skills); 6000 (CN=Human resource management)

Y018015 110
84037085
Why Managers Need to Develop Their Intuition
Adair, John
International Mgmt (UK) v39n11 (Europe Edition) PP: 34-40 Nov 1984 CODEN: ITMGAT
ISSN: 0020-7888
JRNL CODE: IMG
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 3 Pages
AVAIL.: ABI/INFORM
Decades of business school education have conditioned managers to seek rational, logical, and quantifiable decisions in the development of their businesses. Human intuition is often relegated to a back seat position. However, entrepreneurial startups most frequently succeed or fail on the strengths of the creator's intuition. Intuition is the power or faculty of immediately knowing that something is the case. It is often a form of evaluation done without conscious effort and very quickly. An intuitive person may be equipped with formidable powers of analysis which are habitually brought to bear upon intuition. The first step in making better use of intuition is becoming aware of it. The next step is to trust intuitive powers, preparing to give intuition the benefit of the doubt. Intuition can be relied on most when a person is in good physical and emotional health, and is free from stress. Chart.
DESC.: Managers; Decision making; Ability; Problem solving; Manypeople
CLASS. CODES: 2200 (CN=Managerial skills)

Y018015 111
84037032
How Senior Managers Think
Isenberg, Daniel J.
Harvard Business Review v62n6 PP: 80-90 Nov/Dec 1984 CODEN: HABRAX
ISSN: 0017-8012
JRNL CODE: HBR
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 11 Pages
AVAIL.: ABI/INFORM
People generally view managers as rational, purposeful, and decisive. They believe managers go through a series of stages of analysis before deciding what to do. However, in a 2-year study of the thought processes of more than a dozen senior managers, it was discovered that successful senior managers do not closely follow the classical rational model of decision making. Rather than having precise goals and objectives, successful senior executives have general overriding concerns and think more often about how to do things than about what is being accomplished. These managers depend on their ability to analyze. They rely heavily on a mix of intuition and disciplined analysis in their decision making and incorporate their action on a problem into their diagnosis of it. Top managers use a process of problem management that includes: 1. defining the problem, 2. making a network of problems, 3. choosing which problem to work on, 4. tolerating ambiguity, and 5. perceiving and understanding novelty. References.
DESC.: Managers; Decision making; Executives
CLASS. CODES: 2200 (CN=Managerial skills); 2130 (CN=Executives)

Y018015 112
84035411
How to Cultivate Your Management Style
Keegan, Warren J.
Office Administration & Automation v45n10 PP: 28-31, 91-92 Oct 1984 CODEN ADMAAF
ISSN: 0745-4325
JRNL CODE: ADM
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 6 Pages
AVAIL.: ABI/INFORM
The way to succeed in management is for managers to determine their strengths and weaknesses and to lead from the strengths and work on strengthening weak areas. Compiling a team of people whose abilities complement each other is another key to success. Managers tend to depend on one of 4 problem-solving methods, identified 60 years ago by psychiatrist Carl Jung as: 1. analytical thinking, 2. feeling, 3. intuition, or 4. sensation. Western culture generally places too high a value on thinking, and undervalues intuition, sensation, and feelings. Japanese business and culture focus on feelings, and their success is unquestioned. Those in business must be aware of the value of both attitudes and functions. Life demands that perception and judgment be exercised, since both are equally valuable. International Business Machines Corp. exemplifies this focus in US business, and many consider it to be the best company to work for among major US firms. Tables.
DESC.: Management styles; Personality; Differences; Advantages; Managers; Effectiveness
CLASS. CODES: 2500 (CN=Organizational behavior)

Y018015 113
84034816
When Employees 'Fire' the Boss
Christie, Claudia M.
New England Business v6n17 PP: 12-17 Oct 15, 1984 CODEN: NENBA3
ISSN: 0164-3533
JRNL CODE: NEN
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 5 Pages
AVAIL.: ABI/INFORM
Many manager become ''fired'' by the people who work for them - fired not in the literal sense, but mentally, in that the employees become apathetic, leading to declining productivity. From his observations of hundreds of such ''fired'' managers, management consultant Stanley R. Sherman has compiled a list of 25 offenses that can get a boss ''terminated.'' The number one offense is offering substandard wages and benefits in comparison to the rest of the industry. Employees often give signals before they quit working for a manager; these include declining enthusiasm or morale and rising absenteeism. After being fired, a manager can try to repair the damage by: 1. gathering and interpreting as much anonymous data as possible from employees, 2. supervising by setting realistic goals for subordinates, 3. developing workers by setting aside adequate time for training and monitoring, 4. praising good performance, 5. communicating more effectively by listening carefully, and 6. showing no favoritism. Even after being confronted with the problem, some managers refuse to deal with it and continue to run their businesses on the brink of failure.
DESC.: Leadership; Effectiveness; Firings; Managers; Skills
CLASS. CODES: 2200 (CN=Managerial skills)

Y018015 114
84034127
Managing Performance Is More than Managing People
Brache, Alan
Business v34n2 PP: 46-48 Apr-Jul 1984 CODEN: BUSIDW
ISSN: 0163-531X
JRNL CODE: AEC
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 3 Pages
AVAIL.: ABI/INFORM
Successful managers appear to be guided by a number of truths and philosophies about human performance: 1. Actions managers take to improve productivity should also improve the quality of work life. 2. People issues can be systematically and humanistically analyzed if managers possess a process for that purpose. 3. Employees are only one component in a performance system, and factors in the environment surrounding the people have as much influence on performance. 4. Employees should only be blamed for performance problems if analysis proves they are at fault. 5. Valuable ways to improve productivity, including training, employee participation, job enrichment management by objectives, reorganization, and positive reinforcement, are available to managers. 6. Nonproblem areas often offer as much opportunity for productivity improvement as do problem areas. 7. If managers create environments supporting efficient and effective performance, they will receive efficient and effective performance. Chart.
DESC.: Performance; Management; Managers; Systems; Effectiveness; Skills
CLASS. CODES: 2200 (CN=Managerial skills)

Y018015 115
84033874
Information Vs. Persuasion: Two Different Writing Styles
Nolen, Steven
Today's Office v19n5 PP: 27 Oct 1984
ISSN: 0744-2815
JRNL CODE: TOF
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 1 Pages
AVAIL.: ABI/INFORM
A manager's ability to write well, which includes writing to inform as well as to influence, is a valuable tool in helping persuade organizational decision makers. When writing informative documents, such as progress or status reports, the purpose is to provide facts, without interpretation or analysis. However, when writing documents such as proposals, feasibility reports, justifications, and recommendations, a case must be developed to sell the decision maker on the new idea or recommendation. In writing, the manager must always keep the identity and personality of the reader in mind, tailoring the document accordingly. This requires the manager to first determine the decision maker's background, experiences, knowledge, interests, and responsibilities. This information allows the manager to determine the structure, content, and style of the message.
DESC.: Writing; Communication; Skills; Effectiveness; Managers
CLASS. CODES: 2200 (CN=Managerial skills)

Y018015 116
84033774
Wanted: Professional Management Training Needs Analysis
Mitchell, William S., Jr.
Training & Development Jrnl v38n10 PP: 68-70 Oct 1984 CODEN: TDEJA7
ISSN: 0041-0861
JRNL CODE: STD
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 3 Pages
AVAIL.: ABI/INFORM
Because the groundwork has already been laid, management trainers can bring the type of design to their field that systems analysts have been using successfully. In order to implement a coordinated, well-focused range of techniques and materials, a professional needs analysis differentiates among: 1. domains, 2. markets, 3. individuals, and 4. organizations. Combinations of specific and general needs analyses must be developed. Competency-based analyses have enriched diagnostic practices by: 1. probing for skill needs at the detailed procedural level, 2. examining the managerial combination of technical details, 3. separating technical skill-diagnosis processes from those involving the organizational climate, and 4. providing a purer focus when improvement is needed in technical management skills. Different diagnostic processes are required for healthy and problem organizations. A standard reference text should be available for examination of management training needs analysis. Charts.
DESC.: Needs analysis; Management training; Skills
CLASS. CODES: 2200 (CN=Managerial skills); 6200 (CN=Training & development)

Y018015 117
84032917
The Energy Manager and His Corporate Role
Bowonder, B.
Long Range Planning (UK) v17n4 PP: 74-78 Aug 1984 CODEN: LRPJA4
ISSN: 0024-6301
JRNL CODE: LRP
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 5 Pages
AVAIL.: ABI/INFORM
Energy management is increasingly being regarded as a vital aspect of corporate planning in manufacturing industries. The energy management process can be regarded as a sequence of 9 activities aimed at the improvement of energy productivity. The energy manager will be effective only of he assigns the organization tasks that correspond with its skills. The task-skill matrix can be employed to demonstrate the different managerial skills needed for the energy management function. The major subgroups are: 1. quantitative skills, 2. decision-making skills, 3. relational skills, 4. empirical skills, and 5. conceptual skills. In confronting the rapidly changing external environment, the monitoring of energy conservation technologies is the most critical aspect. An environmental scanning mechanism is a major instrument toward this end. The most important prerequisite for a successful energy management system, however, is the linking of the conservation plan with the corporate plan. Long-term and short-term strategies for energy use need to be defined. Tables. References.
DESC.: Energy management; Energy; Managers; Strategy; Functions; Skills; Characteristics; Corporate planning
CLASS. CODES: 5150 (CN=Energy management); 2310 (CN=Planning)

Y018015 118
84032685
Graphics a Potentially Powerful Force in Business World Affecting Information Assimilation, Managerial Style
Eve, Arthur W.
Computerworld v18n39 PP: 60-61 Sep 24, 1984 CODEN: CMPWAB
ISSN: 0010-4841
JRNL CODE: COW
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 2 Pages
AVAIL.: ABI/INFORM
Business graphics are valuable for persuasion, analysis and description. However, the methods available for preparing visual ands caused graphics to be underutilized in most offices. Now, inexpensive and easy-to-use graphics software packages have been developed for use on microcomputers. The communication and decision-making responsibilities of management personnel will be influenced by the availability of integrated microcomputer graphics. The ability to absorb and communicate information in patterns and images rather than in the traditional linear fashion will be a key ingredient for future management success, and a concern over how managers use their time will influence changes in managerial style. As graphics becomes more available for managerial use, the efficiency of information sharing in meetings will increase, thus influencing managerial style and managerial success.
DESC.: Computer graphics; Software; Microcomputers; Managers; Effectiveness; Skills
CLASS. CODES: 5?40 (CN=Software & systems); 2200 (CN=Managerial skills)

Y018015 119
84032658
Managerial Women in Mixed Groups: Implications of Recent Research
Staley, Constance Courtney
Group & Organization Studies v9n3 PP: 316-332 Sep 1984 CODEN: GOSTDA
ISSN: 0364-1082
JRNL CODE: GOS
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 17 Pages
AVAIL.: ABI/INFORM
Although women comprise 43.5% of the US workforce, the proportion of women holding administrative or managerial positions was only 6.1% as of 1978. Men outnumber women by as much as 600 to one in executive positions. Current research on female membership in mixed groups in the workplace is reviewed. The results of these studies are mixed. Some report no difference in male-female leadership styles. Some find a complex interaction of variables when male-female styles are compared. The research implications may be divided into 3 categories: 1. Much of the research may be used to prepare managerial women for reactions to their presence in mixed groups. 2. The research may be used to help women understand their own behavior in mixed groups. 3. The research may suggest training programs to each specific coping skills for women in mixed groups. References.
DESC.: Women; Managers; Group dynamics; Stereotypes; Leadership; Sex roles
CLASS. CODES: 2200 (CN=Managerial skills); 2500 (CN=Organizational behavior)

Y018015 120
84032657
The Education and Training of Marketing Managers
Thomas, M. H.
Qtrly Review of Marketing (UK) v9n3 PP: 27-30 Apr 1984
ISSN: 0307-7667
JRNL CODE: QRM
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 4 Pages
AVAIL.: ABI/INFORM
Sixteen crucial skills that should be inculcated in the training and education of marketing managers are discussed. These include: 1. ability to effectively plan under uncertainty, 2. environmental awareness and anticipation of change, 3. ability to organize staff and functions to meet changing demands, 4. skill in the use of segmentation strategies, 5. ability to analyze buyer behavior, 6. ability to commission and effectively use market research, 7. skills in analyzing and using information 8. innovative management skills to identify new product opportunities and promote their development and success, 9. ability to think strategically, 10. ability to analyze advertising productivity and manage resource allocations, 11. skills in optimizing marketing mix elements, 12. ability to promote interdepartmental cooporation and conflict resolution, 13. financial management skills, 14. use of a systems approach in planning and managing, 15. comprehension of long-term interests of the firm, and 16. ability to promote professionalism of and respect for the marketing function.
DESC.: Marketing management; Managers; Management training; Management development; Education; Skills
CLASS. CODES: 7000 (CN=Marketing); 6200 (CN=Training & development); 2200 (CN=Managerial skills)

Y018015 121
84032253
The Power of Persuasion: A Matter of Communication
Levis, Tom C.
Supervisory Mgmt v29n10 PP: 23-25 Oct 1984 CODEN: SPMNAU
ISSN: 0039-5919
JRNL CODE: SPM
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 3 Pages
AVAIL.: ABI/INFORM
Managers must develop their power of persuasion, as it appeals positively to those being led. Persuasion requires special attention to: 1. tone of voice, 2. modulation, and 3. choice of words. Consciousness of gestures and facial expressions accompanying words is also important. Most books on communication focus on methodology, describing: 1. channels of communication and how to use them, 2. the importance of preparation, 3. the various means of communicating (vehicles), and 4. obstacles hindering or defeating communication efforts. More important than methodology, however, is attitude when talking. When attempting to persuade employees, one appeals to their intelligence, logic, and emotions, as they are usually intelligent enough to understand what is being required of them, and logical enough to realize it is necessary. Managers who ignore the importance of persuasion create barriers between themselves and their workers, thereby creating stressful departments.
DESC.: Leadership; Communication; Effectiveness; Attitudes; Managers
CLASS. CODES: 2200 (CN=Managerial skills)

Y018015 122
84031597
In Praise of Cluttered Desks
Geneen, Harold S.
Fortune v110n8 PP: 89-98 Oct 15, 1984 CODEN: FORTAP
ISSN: 0015-8259
JRNL CODE: FOR
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 4 Pages
AVAIL.: ABI/INFORM
An executive with a sparkling clean, empty desk top is probably one whose job is being done by someone else. A cluttered desk reflects a manager who is totally immersed in the company's business. Middle-level managers in charge of several projects need information within immediate reach to deal with developments. Such access to information is also important to the executive who understands the importance of establishing corporate attitude that promotes open, free, and honest communication both up and down the ranks. An open, flexible approach is also important to getting the best information out of scheduled meetings. Business executives who strike fear into their management teams force people to compete to survive, causing them to resort to office politics and to hide problems that could be solved. Cluttered-desk executives foster and welcome good ideas and imaginative thinking. A corporation with such an open, honest atmosphere can generate many ideas that can lead to success.
DESC.: Management; Skills; Executives; Roles; Management styles
CLASS. CODES: 2200 (CN=Managerial skills); 2130 (CN=Executives)

Y018015 123
84031248
Development of Leadership in Internal Auditors
Kirkendall, Donald E.
Internal Auditor v41n4 PP: 53-56 Aug 1984 CODEN: ITAUAB
ISSN: 0020-5745
JRNL CODE: IAU
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 4 Pages
AVAIL.: ABI/INFORM
Effective auditing requires leadership. Managers of audit organizations are responsible for getting staff to function as efficiently and effectively as possible. A system of management and controls which stimulate staff to lead can help bring this about. The essentials of a loose-tight management system are outlined. The use of this system with individual initiative and leadership can help develop cost-effective approaches to fulfill audit requirements. The first step toward leadership development is based on creating a system of values within the organization. Staff also must be convinced that their ideas, interests and concerns are important and have influence within the organization. With decision-making opportunities comes the responsibility of accountability for decision results. To determine results, a 3-pronged system of accountability can be used. By identifying potential leaders, individuals can be selected for the development assignments and training necessary for them to fully develop their skills.
DESC.: Governmental accounting; Auditors; Leadership; Development; Management; Systems; Management development; Goals
CLASS. CODES: 4110 (CN=Accounting firms & accountants); 4130 (CN=Auditing); 2200 (CN=Managerial skills)

Y018015 124
84031020
Managing People
Roff, Frank M.
Credit & Financial Mgmt v86n8 PP: 15-17 Sep 1984
ISSN: 0010-0973
JRNL CODE: CFM
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 3 Pages
AVAIL.: ABI/INFORM
Four aspects of managing people are considered for the credit manager: 1. motivation, 2. communication, 3. problems, and 4. performance. Motivation can be accomplished through influencing or channeling the activity of other people. When employees know their manager's expectations, performance levels are influenced. Managers should set significant goals and provide reinforcement by rewarding progress. Effective communication is knowing what the employees know, think, and wonder about. Listening is an important skill that can be learned with practice. Problems should be correctly criticized to allow both parties to learn. When criticizing, talk about the behavior involved and do not attempt to psychoanalyze. The manager's own performance needs to be looked at. Employees' performance can be influenced by a number of factors, but performance can be improved by keeping new goals: 1. practical, 2. specific, 3. imaginative, and 4. attainable.
DESC.: Management; Supervision; Skills; Guidelines; Motivation
CLASS. CODES: 2200 (CN=Managerial skills); 9150 (CN=Guidelines)

Y018015 125
84030554
An Interview with Warde F. Wheaton and Larry M. Smith
Tichy, Noel
Human Resource Mgmt v23n2 PP: 161-185 Summer 1984
ISSN: 0090-4848
JRNL CODE: HRM
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 25 Pages
AVAIL.: ABI/INFORM
In an interview, Warde F. Wheaton, Honeywell's executive vice-president of Aerospace and Defense (A&D), and Larry M. Smith, A&D's senior human resource manager, discussed the stimulus for A&D's focus on human management and its maintenance of a strategic human resource management change project. According to Wheaton, scheduling, technological, and cost problems prompted Honeywell's analysis of human resource management. Strategy development was begun to improve the quality of management, work, and worklife. The role of leadership and perceptions of middle management leadership roles were factors. Specific changes in Honeywell's human resource management strategy involved recommendations to: 1. reevaluate the strategic planning process, 2. incorporate human resource issues, 3. strengthen talent, and 4. upgrade employee relations functions. Tables.
DESC.: Honeywell-Minneapolis; Personnel management; Personnel policies; Aerospace industry; Case studies; Management development; Leadership; Middle management
CLASS. CODES: 6200 (CN=Training & development); 2200 (CN=Managerial skills); 8680 (CN=Transportation equipment industry); 9110 (CN=Company specific)

Y018015 126
84030311
How Managers Make Promotion Decisions
London, Manuel; Stumpf, Stephen A.
Jrnl of Mgmt Development (UK) v3n1 PP: 56-65 1984
ISSN: 0262-1711
JRNL CODE: JMD
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 10 Pages
AVAIL.: MCB Publications Ltd., 198/200 Keighley Rd., Bradford, W. Yorkshire, England BD9 4JQ
Research suggests how managers may gather and use information in order to make fair and successful promotion decisions. Interview data, survey data, and the results of a decision-making simulation performed be managers at 3 organizational levels are examined. An interview was conducted of 82 managers who had recently made promotion decisions, which led to a group of decision-making skills. Then 350 managers were surveyed about their latest staffing decisions. Results of these studies suggest a tendency to ignore career planning data when making staffing choices. In some organizations, career planning and staffing choices take place along parallel, never crossing paths. The information and examples indicate that no one management staffing policy is correct for all firms. However, a number of recommendations are offered that can be applied to many organizations. References.
DESC.: Promotions (MAN); Career development planning; Managers; Decision making; Surveys
CLASS. CODES: 6200 (CN=Training & development); 2200 (CN=Managerial skills)

Y018015 127
84030032
Decision-making Skills Can Be Valuable Assets
McCullough, Rose V.
Rough Notes v127n8 PP: 61-62 Aug 1984
ISSN: 0035-8525
JRNL CODE: RNO
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 2 Pages
AVAIL.: ABI/INFORM
Decision-making skills play an important part in everyone's life. According to Paul Moody, in his book Decision Making, the 5 basic decision-making ingredients are: 1. knowledge, 2. facts, 3. experience, 4. analysis, and 5. judgment. The ability to make the proper decision rests upon: 1. priority setting, 2. effective use of time, 3. a logical approach to problem solving, 4. perseverance, 5. understanding others, 6. objectivity, 7. flexibility, 8. concentration, 9. the ability to see both sides of an issue, and 10. leading is group decision making. Recommendations for effective group decision making include ruling out all judgments and welcoming unusual ideas. One should strive for quantity, not quality, and try combinations and improvements. The ability to lead in group decision making can bring out abilities in others and encourage participation.
DESC.: Managers;  Decision making; Brainstorming; Techniques; Guidelines
CLASS. CODES: 2200 (CN=Managerial skills); 9150 (CN=Guidelines)

Y018015 128
84029434
Flexing the Muscles of Technical Leadership
Birnbrauer, Herman; Tyson, Lynn A.
Training & Development Jrnl v38n8 PP: 48-52 Sep 1984 CODEN: TDEJA7
ISSN: 0041-0861
JRNL CODE: STD
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 4 Pages
AVAIL.: ABI/INFORM
Technical leaders often have distinctive personal leadership styles which usually are not appropriate or effective in every situation. They can become managers if they can learn to alter their styles according to environment, the people involved, and the results desired. Three basic leadership types have been identified: 1. the hard-driver, 2. the friendly associate,  and 3. the considerate persuader. Although their styles differ, the 3 types of leaders share 2 major characteristics. Over a period of time, they create an environment that brings forth high performance from their subordinates. Also, they alter their styles according to their assessment of crucial factors in a work environment. These factors are the situation, the people, the action taken, and the result. They develop workers who regularly scan the environment to discern patterns, constraints, irregularities, needs, prohibitions, and feasibilities
DESC.: Technical; Leadership; Management styles; Skills; Behavior; Studies; Training; Attitudes
CLASS. CODES: 2500 (CN=Organizational behavior); 2200 (CN=Managerial skills)

Y018015 129
8402947 
How to Hire the Right Trainer
Lee, Chris
Training v21n8 PP: 22-32 Aug 1984 CODEN: TRNGB6
ISSN: 0095-5892
JRNL CODE: TBI
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 9 Pages
AVAIL.: ABI/INFORM
When hiring a trainer, it is imperative that the training manager know what kind of person is needed and why. This is particularly important as the training and development field becomes more diversified and sophisticated. One tool that can be used in the hiring process is provided by a competency study published by the American Society for Training and Development (ASTD). The ASTD ''Models for Excellence'' program lists 15 roles constituting the training and development field. The study lists outputs and key competencies required for maximum production in each role. Tom Hartley of Union Carbide bases the hiring of a trainer on such characteristics as: 1. interest, 2. career stage, 3. reputation, and 4. experience. In selecting a trainer, a company may choose to select someone in-house and develop that person's training skills. Alternatively, a skilled training person may be hired from outside and taught the company's procedures. Whatever the case, the care put into the selection process at each stage will add to the probability of selecting the right trainer for the right job. Charts.
DESC.: Trainers; Hiring; Personnel selection; Recruitment; Methods Employee interviews (PER)
CLASS. CODES: 6200 (CN=Training & development); 6100 (CN=Human resource planning)

Y018015 130
84029299
Managers All! Your Employees - Not Just You - Must Manage Well
Grant, Philip C.
Management World v13n8 PP: 44, 41 Sep 1984
ISSN: 0090-3825
JRNL CODE: MWL
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 2 Pages
AVAIL.: ABI/INFORM
The division between management and nonmanagement employees in North American companies contributes to the inefficiency of communication, work processes, and interpersonal and interdepartmental relationships. This barrier can be overcome by understanding that nonmanagers perform many management functions. As a result, they should receive training in such managerial areas as planning, organization, and setting priorities. These functions are inherent in all jobs. Nonmanagers are also active in communication, leadership, and social power and could benefit from training in these areas. Although organizations are teams, nonmanagers are often excluded from training in team development. Nonmanagers should also receive training in scientific problem-solving processes and in communication. Such training can help prevent damaging misinterpretat ons by rank-and-file employees. Other training that could improve nonmanager performance could focus on: 1. motivation, 2. self-confidence, and 3. the understanding of variables that influence company performance.
DESC.: Management; Skills; Employees; Leadership; Decision making; Group dynamics
CLASS. CODES: 2200 (CN=Managerial skills)

Y018015 131
84029291
AMS Survey Report: Tips for Landing Your Next Job
Pilla, Lou
Management World v13n8 PP: 11-13 Sep 1984
ISSN: 0090-3825
JRNL CODE: MWL
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 3 Pages
AVAIL.: ABI/INFORM
An Administrative Management Society survey of 2 groups of middle-level managers representing employers' views and views of those involved in job searches reveals that the 2 groups have different perceptions of effective ways to secure jobs. Employers believe a standard cover letter and resume is the most effective way to get an interview, yet employees say referral through business associates is best. Of those employers with personnel functions, 80% said the majority of people they hired made initial contact with the firm through personnel. Employees say work-related experience was the most important characteristic in a candidate for a management position, yet 43% of the employers believe good interpersonal and leadership skills are the most important. Most employees indicate satisfaction with their jobs, but cite internal politics and limited career growth as causes of dissatisfaction. Over half of the employees would take a desirable position only with a salary increase, and about 46% would rather stay in their own company than look for an outside position. Tables.
DESC.: Job hunting; Surveys; Job satisfaction; Planning
CLASS. CODES: 6100 (CN=Human resource planning)

Y018015 132
84029216
The Changing Profile of Financial Managers
Simke, John M.
CA Magazine (Canada) v117n7 PP: 42-45 Jul 1984 CODEN: CCHAA5
ISSN: 03?7-6878
JRNL CODE: CCA
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 3 Pages
AVAIL.: ABI/INFORM
Since 1980, a number of forces have combined to change the role of the financial manager and the course of business. Four major areas of change are examined in depth. These are: 1. the dramatic change in the economic environment, 2. rapid developments in the financial markets, 3. the ability to use computers with sophisticated software to analyze a proposed financial transaction, and 4. the way North American business is going to be managed. Divergent pressures are exerted on financial managers. On the one hand, there is the need for: 1. objectivity, 2. prudence, and 3. an aversion to risk. On the other hand, pressures exist to: 1. relax rigid control systems, and 2. permit more decision making to take place at lower organizational levels. To reconcile these pressures, the financial manager will need to be a good communicator who excels in economics, finance and information management. Chief financial officers are likely to be thought of more as broad-based financial professionals rather than as accountants.
DESC.: Financial management; Managers; Roles; Markets; Profiles; Skills
CLASS. CODES: 3100 (CN=Capital & debt management); 2200 (CN=Managerial skills)

Y018015 133
84029147
How to Get the Most out of Your New Office Equipment
Smoot, Oliver
Manage v36n3 PP: 4-5 Jul 1984
ISSN: 0025-1623
JRNL CODE: MAN
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 2 Pages
AVAIL.: ABI/INFORM
Although new office equipment is on its way to most US offices, many of today's managers will not realize all the benefits possible from their investment in new equipment. Too many do not understand that the introduction of new equipment into the office can backfire, leaving employees angry and frustrated and the organization less productive. Managers may also not be up-to-date on the installation techniques required to make employees physically comfortable as they work. When introducing new office equipment, the manager should consult employees and solicit their ideas. Employees must have time to get used to a change, and they must be able to express their own needs and fears. Employees need reassurance that they will not be replaced by a machine, that they will have adequate training, and that they have some control over their jobs and environment. Managers must make sure that the new office is a comfortable place in which to work and that employees know the facts about the equipment they are using.
DESC.: Management; Installations; Office equipment; Operator acceptance; Employee relations programs; Managers; Employee; Participation Decision making
CLASS. CODES: 5110 (CN=Office management); 5210 (CN=Office automation); 2200 (CN=Managerial skills)

Y018015 134
84028830
How Today's Managers Can Create Tomorrow's Leaders
Eads, Douglas H.
Supervisory Mgmt v29n9 PP: 18-20 Sep 1984 CODEN: SPMNAU
ISSN: 0039-5919
JRNL CODE: SPM
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 3 Pages
AVAIL.: ABI/INFORM
Good leaders inspire loyalty by their example, not by their authority. Good leaders function by: 1. setting reasonable goals based on proven human capabilities, 2. involving personnel in decision making, 3. listening well when others express ideas, 4. functioning well in group sessions with other department heads, and 5. being open to necessary changes. A healthy atmosphere plus effective training produces good leaders. Leaders who are charged with developing successful future managers are open-minded and flexible. They set realistic goals and give help when needed. They offer positive advice regarding career advancement and exhibit a sincere concern for employees' work and personal lives. They deal effectively with those who do not meet goals, and they provide ongoing training to help employees advance. Equations.
DESC.: Leadership; Management; Guidelines; Role models
CLASS. CODES: 2200 (CN=Managerial skills); 9150 (CN=Guidelines)

Y018015 135
84028470
Understanding Effective Delegation
Engel, Herbert M.
Modern Office Technology v29n7 PP: 82-88 Jul 1984 CODEN: MDOPAW
ISSN: 0026-8208
JRNL CODE: MOP
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 4 Pages
AVAIL.: ABI/INFORM
To perform effectively, managers and supervisors need to understand and use delegation. Delegation involves both a logical process of who does what and an emotional aura accompanying the transfer of functions. In delegating, the manager transfers to a subordinate, on a temporary basis,  job that the manager would ordinarily perform. Tasks should be delegated to employees of proven ability; delegation should not be used as an opportunity for training. Delegation requires the sharing of responsibility and authority with the subordinate, not simply giving orders. The communications obligations of the superior include: 1. recognizing barriers, 2. striving for genuine 2-way communications, 3. avoiding generalizations, and 4. recognizing the difference between inferences and facts. Legal authority moves to the subordinate for the task delegated, but an effective delegate should be possessed of sufficient personal authority to do the job. The delegate deserves the credit for the successful completion of the delegated task.
DESC.: Management; Skills; Supervision; Guidelines; Delegation; Communications
CLASS. CODES: 2200 (CN=Managerial skills); 9150 (CN=Guidelines)

Y018015 136
84028467
Decisions, Decisions
Grove, Andrew S.
Modern Office Technology v29n7 PP: 16-20 Jul 1984 CODEN: MDOPAW
ISSN: 0026-8208
JRNL CODE: MOP
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 3 Pages
AVAIL.: ABI/INFORM
An essential part of every manager's work is making decisions. The decision-making process in businesses dealing mostly with information and knowledge differs from the same process in more conventional industries. The stages in an ideal model of information business decision-making are: 1. free discussion, 2. a clear decision, and 3. full support of the decision by the group. The lowest competent level in the organization must work out any decision. The peer-group syndrome is the most common problem in decision making. The fear of sounding dumb can paralyze the possessors of both knowledge and position. Lower-level persons fear being overruled. The decision must sometimes be made by the senior person if the time for a decision arrives but no consensus exists. Better decisions are made if managers prepare for the decision-making process. Managers must settle a number of issues relating to the timing of the decision and the persons involved.
DESC.: Decision making; Management; Skills; Guidelines
CLASS. CODES: 2200 (CN=Managerial skills); 9150 (CN=Guidelines)

Y018015 137
84?28207
A Professional Mail Manager Works to Perfect His Game
Raymond, Morton
Office v100n2 PP: 51, 57, 70 Aug 1984 CODEN: OFISAD
ISSN: 0030-0128
JRNL CODE: OFF
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 3 Pages
AVAIL.: ABI/INFORM
Renewed emphasis on productivity has drawn new attention to the efficiency of mail operations and the need for professional management personnel to direct office mail systems. Only a small number of mailroom managers have perfected the skills required to motivate people that process the mail, given the fact that the search for excellence in the mailroom management job must usually be self-directed. The good manager is able to motivate himself and develop a plan for his task of increasing the efficiency of operations. His primary challenge will be to trade budget dollars for improvements that will achieve the results he desires. The primary means of achieving dramatic results rapidly is attacking successfully the causes of low mail room productivity, and the cooperation of employees will be helpful in getting this job done. It is wise to set departmental as well as personal goals in the mailroom and document results.
DESC.: Mailrooms; Managers; Skills; Responsibilities; Productivity
CLASS. CODES: 5110 (CN=Office management); 2200 (CN=Managerial skills)

Y018015 138
84028050
Leveling with Employees
St. John, Walter D.
Personnel Jrnl v63n8 PP: 52-57 Aug 1984 CODEN: PEJOAA
ISSN: 0031-5745
JRNL CODE: PEJ
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 6 Pages
AVAIL.: ABI/INFORM
Leveling, or being direct, may be the best way to deal with a problem in the  work place. Leveling permits both management and employees to understand all the factors involved in a situation and to explore the alternatives. While leveling does involve openness and honesty, it does not mean indiscriminate communication. There are responsible ways to level. There are 4 proven methods for communicating effectively. 1. Control the content of the leveling session. 2. Focus the session. 3. Make both participants accept responsibility. 4. Level without damaging employees' self-esteems. Some ways that employers can encourage employees to level involve: 1. visible benefits, 2. frankness with management, 3. availability of managers, 4. reading nonverbal behavior, and 5. sensitivity to employees. There are steps to prepare for leveling, steps to use in the opening stage, and steps for closing the leveling session. References.
DESC.: Managers; Employees; Relations; Honesty; Communication; Skills
CLASS. CODES: 2200 (CN=Managerial skills); 6200 (CN=Training & development)

Y018015 139
84027561
A Tough Decision
Johnson, Norman P.
Managerial Planning v33n1 PP: 58, 60 Jul/Aug 1984 CODEN: MNPLBS
ISSN: 0025-1941
JRNL CODE: MPL
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 2 Pages
AVAIL.: ABI/INFORM
Everyone with management responsibility must occasionally make a really difficult decision, the most difficult being one that will not yield to analysis, making it impossible to identify all the options. These decisions seem to have 2 aspects in common: 1. They relate to people. 2. easier options were probably chosen when the matter was considered earlier in the company's history. Such easy decisions are not lasting, and tougher decisions have to be made to replace them. Some suggestions for dealing with them include: 1. Recognize that all managers face difficult decisions. 2. Remember that, eventually, the boss, directors, or owners will force the tough decisions to be made. 3. Acknowledge that the worst of all possible management decisions are these that force the firm to cease operations. 4. Recognize the fact that the easy decision may not solve the problem. 5. Always focus on long-term goals and strategies required to reach them. 6. First determine ''what'' to do, then ''how'' and ''when''.
DESC.: Decision making; Managers; Techniques
CLASS. CODES: 2200 (CN=Managerial skills)

Y018015 140
84027489
Team Mapping: A New Approach to Managerial Leadership

Y018015 141
84026353
The 'Compleat' Risk Manager
Church, Frederic C., Jr.
Risk Mgmt v31n7 PP: 34-42 Jul 1984
ISSN: 0035-5593
JRNL CODE: RMT
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH: 8 Pages
AVAIL.: ABI/INFORM
The risk management profession has evolved a great deal over the years. Today's ''compleat'' risk managers must be up-to-date on the technical/professional nuances of their jobs, as well as have substantial general management knowledge and skills and motivation to do an effective job. To learn more about risk managers' skills, the Risk and Insurance Management Society (RIMS) sponsored a major questionnaire survey in the summer of 1983 of 305 RIMS members. The results are grouped into 5 areas: 1. planning, 2. organizing, 3. staffing, 4. leading/motivating, and 5. controlling. Of all respondents, 51% had a formal written risk management policy statement in 1983. The 87% of respondents who reported job/position descriptions for themselves and their staff reveal that very little use is made of assessment centers, intelligence tests, and personality tests. Goal setting and written plans of action are not used by 30% of respondents. The top motivator cited is recognition. Tables. References.
DESC.: Risk management; Managers; Surveys; Responsibilities; Skills
CLASS. CODES: 3300 (CN=Risk management); 2200 (CN=Managerial skills)

Y018015 142
84025613
Management Needs to Know Statistics
Burr, Irving W.
Quality Progress v17n7 PP: 26-30 Jul 1984 CODEN: QUPRB3
ISSN: 0033-524X
JRNL CODE: QPR
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH.:5 Pages
AVAIL.: ABI/INFORM
Executives need a working knowledge of statistics in order to know the risks of wrong decisions. Management should know that the testing or inspection of a random sample is often more accurate than 100% testing in estimating quality. Relatively little inspection time is needed for sampling inspection, which leaves more time for careful and thorough rectifying inspection of poor quality lots. The percent of the lot drawn for the sample has little to do with the discriminating power of the sample. The gross size of the sample is what is important. Control charts showing average number of errors are a good way to motivate employees and reduce production costs. Statistical quality control methods: 1. allow process improvement, 2. facilitate random assembly, 3. allow process capability, and 4. help reduce scrap and rework costs. References.
DESC.: Management; Knowledge; Requirements; Statistical methods; Quality control; Methods; Decision making; Advantages
CLASS. CODES: 2200 (CN=Managerial skills); 5320 (CN=Quality control)

Y018015 143
84025387
Establish a Good Training Program to Insure Smooth Agency Operations
McCullough, Rose V.
Rough Notes v127n7 PP: 52-55 Jul 1984
ISSN: 0035-8525
JRNL CODE: RNO
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH.:3 Pages
AVAIL.: ABI/INFORM
The increasingly difficult role of today's manager requires leadership skills of effective planning, effective time management, decisoin making, problem solving, effective listening, and conflict resolution. The training of future managers or supervisors should: 1. use a general outline of all agency activities, 2. involve personnel in the planning of overall objectives, and 3. clarify objectives for all agency personnel. A 4-step coaching process can also help in acquiring needed supervisory and managerial training skills, including: 1. assigning responsibilities and the authority to accomplish them, 2. allowing the individual a chance to perform, 3. observation of how the trainee is doing, and 4. giving positive or negative feedback expeditiously.
DESC.: Insurance agencies; Personnel management; Management training; Goals; Leadership; Skills
CLASS. CODES: 2200 (CN=Managerial skills); 6200 (CN=Training & development); 8200 (CN=Insurance industry)

Y018015 144
84025293
Megatrends in Management - Managerial Leadership in a Changing Economy
Michelon, L. C.
Vital Speeches v50n19 PP: 586-591 Jul 15, 1984 CODEN: VISPAG
ISSN: 0042-742X
JRNL CODE: VSP
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH.:6 Pages
AVAIL.: ABI/INFORM
In addition to the fact that other countries have industrialized and become aggressively competitive, they have also adopted management methods that make the US second best in many important areas of economic life. It is essential for US managers to adopt a philosophy of management dedicated to improving performance in every area of work. It must be understood that a company is an economic institution and that it must be profitable to grow. US industry cannot be improved unless the selection and evaluation of its top managers are improved. To managers must be excellent converters of production resources, and they must be able to achieve a greater internal efficiency of production. In addition, supervisors and managers must be selected for their abilities to plan ahead, to improve operations, and to persuade employees.
DESC.: Leadership; Competition; Performance; Management; Effectiveness
CLASS. CODES: 2200 (CN=Managerial skills)

Y018015 145
84025119
A New Environment Demands New Management Skills
Frommelt, Jeffrey J.
Healthcare Financial Mgmt v38n7 PP: 42-50 Jul 1984 CODEN: HFIMAK
ISSN: 0735-0732
JRNL CODE: HFM
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH.:4 Pages
AVAIL.: ABI/INFORM
The demise of cost-based reimbursement has removed the protection against institutional failure and requires an expanded role for the health care chief financial officer (CFO). This new role demands new skills in working and communicating with others to achieve institutional and financial goals. Health care CFOs must adopt the practices of their counterparts in industry by establishing new relationships with the chief executive officer, the board, line managers, and groups outside the hospital. The interpersonal skills needed to reach financial and organizational goals are based on communication that links the various parts of the organization together to share information and to meet common needs. To utilize the financial information and technical skills for the greatest benefit of the institution, the CFO must listen to and communicate with the department managers. In the communication process between the CFO and department managers, the CFO should try to speak the language of the department managers.
DESC.: Health care industry; Financial executives; Management; Skills; Financial planning; Communication; Problems
CLASS. CODES: 8320 (CN=Health care industry); 2200 (CN=Managerial skills); 2130 (CN=Executives)

Y018015 146
84024462
DP Role Playing
Brooks, C. H. P.
Datamation v30n9 PP: 247-250 Jun 5, 1984 CODEN: DTMNAT
ISSN: 0011-6963
JRNL CODE: DAT
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH.:3 Pages 
AVAIL.: ABI/INFORM
Little attention has been paid to the roles and attitudes that the data processing (DP) manager and the outside consultant play in relationship to each other. Usually, contractual work has a solid foundation in need. However, when it comes to higher order consulting work, there tend to be suspicion on the part of senior management that the DP staff is not performing effectively. When the consultant moves into the project, the DP manager can assume either a cooperative or a confrontational attitude. Some of the cooperative techniques include: 1. placing enticements such as extra jobs before the consultant, and 2. requiring that the consultant make extensive and extended visits to country centers or even overseas offices. Confrontational techniques include: 1. telling the consultant as little as possible, 2. referring all requests to a committee, 3. providing the consulting team with disinformation-type feedback, and 4. challenging the basic premises of any position taken by the consultant. Similarly, the consultant also has a choice between cooperation and confrontation with the client. Graphs.
DESC.: Data processing; Management; Managers; Roles; Skills; Guidelines
CLASS. CODES: 5220 (CN=Data processing management); 2200 (CN=Managerial skills); 9150 (CN=Guidelines)

Y018015 147
84024455
In Praise of Operations Managers
Prutch, Shirley F.
Datamation v30n9 PP: 139-142 Jun 15, 1984 CODEN: DTMNAT
ISSN: 0011-6963
JRNL CODE: DAT
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH.:3 Pages
AVAIL.: ABI/INFORM
The jobs an operations manager performs include: 1. determining where the computer should be placed in the building, 2. making sure that the computer's environment maintains the proper temperature, 3. seeing to it that the correct water temperatures are kept, 4. providing the proper flooring, and 5. maintaining the power supply. Once the computer has been installed, the operations manager must provide the people to run the equipment. This involves: 1. determining how many people are needed, 2. training, 3. providing career paths, 4. giving performance appraisals, and 5. making the personnel feel wanted. In meeting the user's needs, the operations manager must: 1. ensure that the customer-interface function can deal effectively with the user, 2. provide the user with cycles, 3. keep user-friendly personnel, 4. stay in touch with the perceived needs of the user, and 5. keep in mind the real needs of the user.
DESC.: Operations; Managers; Roles; Skills; Data processing; Management
CLASS. CODES: 5220 (CN=Data processing management); 2200 (CN=Managerial skills)

Y018015 148
84024247
What's Wrong with Some Supervisors' Management Style
Nave, James L.; Thomas, Bob F.
Supervisory Mgmt v29n7 PP: 2-5 Jul 1984 CODEN: SPMNAU
ISSN: 0039-5919
JRNL CODE: SPM
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH.:4 Pages
AVAIL.: ABI/INFORM
One of the key components in managerial success is the ability to motivate and manage people. Ineffective management in this area requires a great deal of time and effort to remedy and can be very costly to the organization. Poor personnel management and morale results in lowered productivity, reduced work quality, and employee turnover. Managers must be aware of those actions or inactions that negatively affect employee morale and organizational effectiveness. These include: 1. having little direct contact between management and staff, 2. being quick to place reprimand letters concerning trivial matters in employee files, 3. lacking concern for the communication process, 4. failing to provide realistic, clearly stated job descriptions and objectives, 5. reprimanding employees in the presence of co-workers, 6. failing to provide positive reinforcement daily for work well done, 7. constantly changing organizational structure, and 8. displaying managerial inconsistency. An honest assessment of managerial performance is the first step to making improvements.
DESC.: Management styles; Management; Skills; Employee morale; Personnel management; Problems; Supervision
CLASS. CODES: 2200 (CN=Managerial skills)

Y018015 149
84024176
A Role Set Analysis of Managerial Reputation
Tsui, Anne S.
Organizational Behavior & Human Performance v34n1 PP: 64-96 Aug 1984 CODEN: O?HPA5
ISSN: 0030-5073
JRNL CODE: OBP
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH.:33 Pages
AVAIL.: ABI/INFORM
An alternative viewpoint on managerial reputation is presented, whereby the effectiveness of managers is analyzed from their reputation in the role set. It is suggested that focal managers gain the reputation of being effective by meeting the self-interested expectations of role set members. Moreover, the most reputationally effective managers tend to be more successful in their careers than the least reputationally effective managers. Five hypotheses relating to this reputational perspective were tested using a sample of 217 middle managers, 173 superiors, 387 subordinates, and 303 peers. Results support the hypotheses and provide the basis for a new direction of managerial effectiveness research. Tables. Graphs. References.
DESC.: Managers; Effectiveness; Reputations; Roles; Statistical analysis; Organizational behavior; Leadership
CLASS. CODES: 2200 (CN=Managerial skills); 2500 (CN=Organizational behavior); 9130 (CN=Experimental/Theoretical)

Y018015 150
84023472
The Accountant as Communicator - Say Something, Anything, Before It's Too Late ...
Strong, Fiona
Accountancy (UK) v95n1089 PP: 68-70 May 1984 CODEN: ACTYAD
ISSN: 0001-4664
JRNL CODE: ACE
DOC. TYPE: Jrnl Paper
LANG.: Eng. LENGTH.:3 Pages
AVAIL.: ABI/INFORM
Peter Prior, voted Communicator of the Year, has strong views about what is wrong with UK industry. Prior qualified as a chartered accountant in his early career and has served as managing director of H. P. Bulmer. The main point of his argument is that scientific management can, in itself, be a major barrier to success. Effective leadership must first be present, and those leaders must be good communicators. Prior's greatest dislike is division in all its forms and in all aspects of industry. He characterizes the relationships needed in industry as the ''lifeboat philosophy, '' where all need to pull together in the same direction for survival. While he recognizes technology as vital, he insists that the key is the manner in which it is applied. He believes companies should set objectives and communicate them. Critics see contradictions between Prior's advocacy of clearly delegated authority and his plea for bosses to talk to their workers regularly. Peter Prior affirms honest communication, which builds up confidence and achieves results.
DESC.: Management; Skills; Communication; Guidelines; Productivity Accountancy; Objectives; Accountants; Personal; Profiles; UK
CLASS. CODES: 2200 (CN=Managerial skills); 4110 (CN=Accounting firms & accountants); 9170 (CN=Non-US); 9160 (CN=Biographical)