and Analysis Techniques - NCRTM
and Analysis Techniques - NCRTM
and Analysis Techniques - NCRTM
You also want an ePaper? Increase the reach of your titles
YUMPU automatically turns print PDFs into web optimized ePapers that Google loves.
Decision Maker's Guide<br />
The<br />
to<br />
Planning, Organization,<br />
Applied<br />
Research,<br />
Administration,<br />
information Processing<br />
Evaluation,<br />
<strong>Analysis</strong> <strong>Techniques</strong><br />
<strong>and</strong><br />
Neil S. Dumas<br />
University of Florida .Regional Rehabilitation Research Institute<br />
The<br />
1970<br />
February,
investigation was supported in part by a<br />
This<br />
grant (RD-2870) from the Social <strong>and</strong><br />
research<br />
Service, Department of Health,<br />
Rehabilitation<br />
<strong>and</strong> Welfare, Washington, D. C.<br />
Education,<br />
wish to gratefully acknowledge the<br />
We<br />
of the University of isconsin<br />
assistance<br />
School of Business which through<br />
Graduate<br />
information service "INFORI" provided<br />
their<br />
abstracts of the literature incorporated<br />
us<br />
this bibliographic index.<br />
into<br />
Cover by Leonard d. Weinbaum<br />
Copies may be secured from:<br />
GUIDE<br />
LAKESHORE TOWERS<br />
901<br />
Gainesville, Florida 32601
CONTENTS<br />
How TO EFFECTIVELY USE THE G U I D E, 5<br />
SUBJECT INDEX,<br />
AUTHOR INDEX, ,83<br />
ABSTRACTS 89
Purpose<br />
How to Effectively Use the "GUIDE"<br />
is a poor teacher. By the time one has accumulated<br />
Experience<br />
of it, success or failure is no longer an issue. This GUIDE is<br />
enough<br />
attempt to eliminate the need for decision-makers to suffer from<br />
an<br />
of their future errors. It is an attempt to insure that the<br />
many<br />
"right" decision is made th_je .first tim_je.<br />
one m£ht well ask, can this GUIDE increase the number of<br />
How,<br />
decisions The answer is variously called: technology<br />
"right"<br />
research utilization or the scientific method. Briefly, the<br />
transfer,<br />
is that one can learn from other peoples' experience <strong>and</strong> th<br />
theory<br />
making future mistakes. This volume is a GUIDE to other<br />
avold<br />
"experience". Used properly, it can <strong>and</strong> will result in:<br />
peoples<br />
plannin£, rigorous R & D, improved projects, effective<br />
better<br />
decisions,<br />
Use of the GUIDE<br />
GUIDE is composed of three parts: i) a SUBJECT INDEX, 2) an<br />
The<br />
INDEX, <strong>and</strong> 3) an ABSTRACT SECTION. The most efficient use of<br />
AUTHOR<br />
each is not entirely obvious <strong>and</strong> is, therefore, explained below.<br />
INDEX. Entres In the SubJect Index appear in the format<br />
SUBJECT<br />
the following example:<br />
of<br />
NFORIAT ON<br />
EXAMPLE<br />
THE DEVELOPMENT OF A REHABILITATI ON INFORMATION SYSTEM<br />
ON<br />
INFORIqATION SYSTEMS IN PLANNING<br />
AUTOMATED<br />
CLINICAL INFORMATION PROCESSING<br />
word on the top, upper left is, of course, the subject or index<br />
The<br />
These appear throu£hout this section in alphabetical order.<br />
term.<br />
line below the index term is a dfferent journal article. The<br />
Each<br />
at the end of each lne is the GUIDE number used to locate the<br />
number<br />
ABSTRACT in the last section of this volume.<br />
the SUBJECT INDEX always be£ins with the selection of<br />
Searchin£<br />
or more descriptive words. The difficulty here is that the<br />
one<br />
professions that contributed articles to the GUIDE have<br />
different<br />
meann£s for the same term <strong>and</strong>/or use a variety of words that<br />
various<br />
have the same meaning. Therefore, selection of the most appro-<br />
all<br />
search terms can be accomplished as follows:<br />
priate<br />
Select one or more terms from<br />
I.<br />
the topic of interest.<br />
describe<br />
0108<br />
0112<br />
024<br />
your own profession that
Ask yourself "In what other profession or field is a slmilar<br />
2.<br />
likely to occur?" If you can think of one such<br />
situation<br />
ask yourself "What different subject headings, if any,<br />
situation,<br />
this other profession use to describe my topic of<br />
would<br />
interest?"<br />
Taking the index terms from #1 <strong>and</strong> #2 above, look up tile<br />
3.<br />
entries in the SUBdECT INDEX. When you find<br />
ppropriate<br />
articles: a) read the abstracts <strong>and</strong> titles for<br />
interesting<br />
index terms you might look up, <strong>and</strong> b) check every<br />
additional<br />
of each article in the AUTHOR INDEX for a lead to related<br />
author<br />
by the same person(s).<br />
works<br />
INDEX. The last names <strong>and</strong> initials of all senior <strong>and</strong><br />
AUTHOR<br />
authors are listed alphabetically in this section. Following<br />
junior<br />
name are the GUIDE Numbers of all the articles in the collection<br />
each<br />
were written by that author. The AUTHOR INDEX may be used to:<br />
which<br />
locate abstracts when the author's name is known, <strong>and</strong> b) locate<br />
a)<br />
articles by the same author once the first is found via the<br />
additional<br />
SUBdECT INDEX.<br />
SECTION. All entries in this section are arranged by<br />
ABSTRACTS<br />
Numbers. Having selected some of the entries from the SUBdECT<br />
GUIDE<br />
AUTHOR INDEXES, the reader merely locates the appropriate GUIDE<br />
or<br />
to find the complete reference <strong>and</strong> a descriptive Abstract.<br />
Numbers<br />
Newer articles tend to have higher numbers.<br />
Cgntent <strong>and</strong> Punctuation<br />
more than 1,200 Abstracts in this compilation were carefully<br />
The<br />
from more than 8,500 published during the years 1964 1968<br />
selected<br />
They provide an entry into the world of organization,<br />
inclusive.<br />
planning, decision-making, management <strong>and</strong> computer<br />
administration,<br />
The Abstracts represent a kind of "state-of-the-art" report<br />
science.<br />
the latest trends <strong>and</strong> usage as well as the current efforts<br />
indicating<br />
distill these procedures down to the "how-to-do-it" level. Some of<br />
to<br />
journals that were reviewed are:<br />
the<br />
AccountinA Business AdminitratiQn<br />
of Accountancy<br />
Journal<br />
of Accounting Research<br />
Journal<br />
Association of<br />
National<br />
Accountants<br />
York C.P.A.<br />
New<br />
Taxes<br />
Bankin<br />
Banking<br />
Reserve Bulletin<br />
Federal<br />
Banking Review<br />
National<br />
<strong>and</strong> Loan News<br />
Savings<br />
Science Quarterly<br />
Administrative<br />
Management<br />
Administrative<br />
Horizons<br />
Business<br />
Management<br />
Business<br />
Topics<br />
Business<br />
Management Review<br />
California<br />
Review <strong>and</strong> Modern Industry<br />
DunWs<br />
Management Review<br />
Industrial<br />
of Applied Psychology<br />
Journal<br />
of Business<br />
Journal<br />
Review<br />
Management<br />
Services<br />
Management<br />
Personnel<br />
dournal<br />
Personnel
Data ProcessinA <strong>and</strong> quantitative MarketinA<br />
Methods<br />
Automation<br />
Business<br />
Datamation<br />
Processing<br />
Data<br />
of Data lanagement<br />
dournal<br />
Science<br />
Management<br />
Research<br />
Operations<br />
Operations Research Quarterly<br />
Finance<br />
Analyst<br />
Financial<br />
Executive<br />
Financial<br />
Finance <strong>and</strong> Development<br />
Insurance<br />
Insurance News<br />
BestWs<br />
Journal<br />
C.L.U.<br />
dournal of Risk <strong>and</strong> Insurance<br />
<strong>and</strong> Sales Promotion<br />
Advertisin£<br />
Practitioner<br />
I.C.C,<br />
of Purchasing<br />
dournal<br />
of Retailing<br />
dourna]<br />
Real Estate,<br />
Journal<br />
Appraisal<br />
of Property Hanagement<br />
Journal<br />
L<strong>and</strong> Economics<br />
International Business<br />
Journal of lVorld Business<br />
Columbia<br />
Executive<br />
International<br />
International Hanagement<br />
Miscellaneous<br />
Trusts <strong>and</strong> Estates<br />
order to make this material compatible with the computerized<br />
In<br />
used to produce the GUIDE, a number of substitutions for<br />
procedures<br />
conventional punctuation were necessary:<br />
Punctuation<br />
Conventional<br />
in AuthorWs name<br />
Apostrophe<br />
in title <strong>and</strong> source<br />
Apostrophe<br />
Brackets<br />
Colon<br />
Semicolon<br />
Harks<br />
Quotation<br />
Mark<br />
Question<br />
Exclamation<br />
Substitution<br />
(-)<br />
Hyphen<br />
(I)<br />
Vir£ule<br />
Virgules (II)<br />
Two<br />
An equal sign (=) indicates the end of a title<br />
& Asterisk (.*)<br />
Period<br />
& Comma<br />
Period<br />
Commas<br />
Two<br />
Sign & Period ($.)<br />
Dollar<br />
Virgule & Period (I.)<br />
S. Dumas<br />
Nell<br />
1969<br />
Galnesville,
ABILITIES<br />
ABILITIES<br />
ABILITIES 0205<br />
RLE<br />
SUBJECT INDEX<br />
ABILITY<br />
RESPONSIBILITY PERFORPANCEj EMPLOYEE, ABILITY 008B<br />
SUPERISORSt<br />
TESTINGj SELECTION, INTELLECTUAL ABILITY, LEADERSHIP, DRIVE G866<br />
ABSENCE<br />
BAFAICR CF PERSONNEL IN CRCANIZATICNS 0383<br />
ABSENCE<br />
ABSENTEEISM<br />
G2TO<br />
ABSENTEEISM<br />
AB$1RACTION<br />
AND ABSTRACTICN 0886<br />
INFORMATION<br />
ABS1BACTS<br />
AhO PERSONNEL ABSTRACTS A GbIDE TO RECENT<br />
MANAGEMENT<br />
OPERATIONS-RESEARCH, CDMPUTER BbSIhESS OTHER LITERATURE OIO?<br />
ACADEMIC<br />
TRENDS RELATING TO ACADEMIC PERSChNEL POLICIES 009<br />
CURRENT<br />
THE ASSISTANT- ACADEMIC SUBALTERNo C616<br />
ACEPTANCE<br />
ACCEPTANCE COMMUNICATICN OI2S<br />
GROUP<br />
BEHAVIORAL SCIENCE OFFERS FRESH INSIGHTS ON NEW PRCCbCT<br />
ACCPTED<br />
DF GENERALLY ACCEPTED ACCCUNTING PRINCIPLES 0906<br />
INVENTORY<br />
ACCESS<br />
DIRECT ACCESS<br />
REAL-TIME<br />
ACCIDENT<br />
DEVELOPMENT AND ACCIOEF PREVENTION 031E<br />
ATTITUDE<br />
FEEDBACK IN ACCIDENT CONTROL 043<br />
OCATICNAL INTERESTS AND ACCIDENT PRONENESS 0719<br />
ACCOUNIANT<br />
RESEARCH FOR TFE ACCOUNTANT 1028<br />
OPERATIONS<br />
ACCOUNTANTS<br />
ACCOUNTANTS ROLE IN MANAGEMENT INFORMATION SYSTEMS. 0294<br />
THE<br />
ACCOUNTING<br />
0036<br />
ACCOUNTING<br />
FORECASTINGs CAST ACCOUNTINO BbDGETING C077<br />
BUDGET, PERFCRMANCE-STANCARCS ACCOLNTING 0124<br />
THE USE OF ACCOUNTING PRICES IN PLANNING 0188<br />
SURVEY CF ACCOUNTING TEACHING VIA TELEVISION 022<br />
HOW CO CCMPbTERS AFFECT ACCCLNTING AND ALDITING TECHNIQUES 0276<br />
IMPA{I OF IE COMPUTER ON ACCOUNTING FOR HOSPITALS. 0282<br />
ELECTRONIC ACCObhTING SYSTEM C348<br />
TRAINING ACCOUNTING PERSONNEL FOR EDP SYSTEMS 0399<br />
CPA$ ROLE IN ACCOLNTING FOR ANTI-POVERTY PROGRAM GRANTS 0752<br />
SELLING THE ACCOLNTING SERVICES C773<br />
UNIFORMITY IN ACCCbNTING 0805<br />
COMPUTER EFFECTS PO MANAGERIAL ACCOUNTING JOBS 0885<br />
VENTORY GF GENERALLY ACCEPTEO ACCCUNTING PRINCIPLES 090<br />
ACCOUNTING FOR PUBLIC HEALT NURSING ASSOCIATIONS 0927<br />
MEDICARE AND ACCCLNTING C928<br />
ACCOUNTING AN£ OEVELPMENT PROGRAMMING I060<br />
CCOUNTING FOR HUMAN RESOURCES MAYNDT 8E REPRINTED<br />
ACCOUNTING-<br />
VIEgS ON SOCIAL ACCOUNTING- AN ELABORATION I06I<br />
LITTLETONS<br />
ACCURACY<br />
ACCLRACY 0290<br />
RELIABILIT¥<br />
1APE RECORDING EFFECT ON ACCURACY OF RESPONSE IN SURVEYS 0759<br />
&CCURACY OF RANUAL ENTRIES IN DATA-COLLECTION DFVfCES 0787<br />
CHIEYERENT<br />
NOTIVATIEN COIO<br />
ACHIEYENENT<br />
&¢bIEYENENT C013<br />
0911<br />
ADMINISTRATION<br />
PERFORMAECE, ACHIEVEMENT 0052<br />
ACHIEVEMENT C645<br />
ORGANIZATIONAL [kFLUENCES CN STUDENT ACHIEVEPENT 0959<br />
THE DETERMINANTS OF SCHOLASTIC ACHIEVEMENT AN APPRAISAL 1208<br />
ACCUISITICN<br />
ACCUISITION REPLACEMENT COST 1140<br />
MEASbRING<br />
ACTION<br />
POLICY AND SOCIAL ACTION FOR THE 1970 0335<br />
SOCIAL<br />
PUTTING ACTION INTO PLANNINC C859<br />
IhTERLCC- CONTROL WHERE THE ACTION IS lO01<br />
CONTROL OF CULTURAL BIAS IN TESTING- AN ACTICN PROGRAM II63<br />
ACTIVITIES<br />
CF MANPOWER REOUIREMEkTS Ik VARIABLE ACTIVITIES<br />
CETERNINATIER<br />
OETERMINATIC CF PERFORMANCE FOR NCREPETITIVE ACTIVITIES C812<br />
PLANNING AC CONTROL OF RESEARCH AND CEVELOPMENT ACTIVITIES<br />
ACTIVITY<br />
SAMFLINC WITH APPLICATIONS TO TIME STANCARO ESTIMATION<br />
ACTIVITY<br />
IS THIS ANY WAY TC EVALUATE A TRAINING ACTIVITY II68<br />
ACTUARIAL-CLINICAL<br />
ACTUARIAL-CLINICAL CCkTREVERSY IN MANAGERIAL SELECTION 0055<br />
THE<br />
AAPIIG<br />
METFCCS-MEASLREMET TECFNIGLES 0973<br />
ADAFIINC<br />
ADAPTIVE<br />
OF AOAPTIVE CONTROL CF PROMOTIONAL SPEDIkG 0480<br />
MODEL<br />
ACECbATE<br />
ADE{LATE PERSCNAL INCENTIVE, hEW APPROACH 0613<br />
APIs<br />
AQJUSTENT<br />
DIFFERENTIAL SLPERS VOCATIONAL ACJCSTMET THECRY 0498<br />
SEMANTIC<br />
DIRECT [kVESIMEkT AND CORPORATE ACJbSTMEkT TECHNIQUES C880<br />
ON-THE-JOB TRAIIC AND ACJLSTMENT TC TECHNOLOGICAL CHANGE 1207<br />
ADJUSTMENTS<br />
OF APTITLCE-SCORE ADJUSTMENTS BY AGE CURVES 0678<br />
EFFECTS<br />
ADMINI$IEREC<br />
EFFECTIVENESS CF SELF ADMINISTERED CLESTICNNAIRES 053<br />
THE<br />
JOBS, ADMINISTERED C484<br />
TRAININGs TEST, PROGRAMMED, EATA-PRCCESSING ADMIISIEREC<br />
TESTt SLPERVISORS, ADMINISTERED, QUESTIONNAIRE 0525<br />
PRCCRAM, ORGANIZATION, IhFCRMATICE, ADMINISTERED 0595<br />
SATISFACTIEN PROGRAMMER JOBS EVALCATEO ANALYSES ADMINISTERED 0636<br />
SUPERVISORS, SATISFACTION, JOB, ADMINISTERED, GLESTIEkNAIRE C644<br />
SUPERVISRS INFCRMATION ACPINISTERED C673<br />
OECISIO= ADMINISTERED 0679<br />
TEST, PSYCFCLCCICAL, ADMINISTERED C718<br />
PRCCRAM, ANALYSIS, ADMINISTERED C771<br />
EDbCATICN ACMINISTEREE QUESTIONNAIRE MAIL 0801<br />
AOPINISTRATES<br />
AEMINISTRATIC<br />
DECISION-MAKING, ADMINISTRATICN C002<br />
ORGANIZATION,<br />
OMINOUS TPENES IN WAGE AND SALARY ADMINISTRATION' COIO<br />
ADMINISTRATIVE OEJECTIVES FOR DEVELOPMENT ADMINISTRATION C015<br />
INFORMATION-RETRIEVAL PUBLIC ADMINISTRATION COB4<br />
WAGE ADMINISTRATION AND JOB RATE RANGES 0136<br />
THE CALLENGE CF TODAYS PERSONNEL ADMINISTRATION C212<br />
JOBs ADMINISTRATION 0531<br />
COMFDTERS ND UIVERSITY ADMINISTRATION C617<br />
0760<br />
0985<br />
0593<br />
C518
ADN|STRATtON (continued)<br />
HOSPITAL, ADMINISTRATION 0681<br />
EOUCATIZh ADMINISTRATION 0690<br />
ADMINISTRATION AND TECHNICAL COMPETENCE 0690<br />
RULES, MEDICARE, EDUCATION, ADMINISTRATION 0712<br />
PERSONNEL, ACMIISIRATIO r781<br />
EFFECTS OF IGLSIRY SIZE DIVISION OF LABOR CN ADMINISTRATION<br />
PROGRAM, PLAN, IhFCRPATICk, ADMIhISTRATIDN<br />
FLAN, ADMINISTRATION 0808<br />
MODEL CF FINANCIAL ADMINISTRATION 0808<br />
IhFZRMAIION, ANALYSIS, ACMIhISTRATICNe CUESTIChAIRE 0853<br />
ADMINISTRATIVE<br />
ADMINISTRATIVE C012<br />
ORGANIZATIOn-ANALYSIS,<br />
ADMIISIRATIVE REWARCS CCDRDINATICN AMONG COMVIITEE MEMBERS<br />
ADMINISTRATIVE OBJECTIVES FOR DEVELCFEhI ADMINISTRATION C015<br />
PRCGRAMS PLAI&C, CPERAIIDhS-RESEARCH, ADminISTRATIVE 0406<br />
CCNTROL ADMINISTRATIVE 0411<br />
ORE EFFECTIVE MARKETING REEARCH USING ADMINISIRAIIVE PROCESS<br />
MAKING INFORMATION, ADMINISTRATIVE 0511<br />
PROGRAMMED ORGANIZATIONAL DECISIONS CONTROL ADMINISTRATIVE 053<br />
INTERNAL CChTROL RELATIONS I& ADMINISTRATIVE HIERARCHIES 053<br />
TESTED, PLANTS, JOB-ANALYSIS, ADMINISTRATIVE 0538<br />
PRCGRAM, CRCARIZEC, ECUCATI[ ACIISIRATIVE 0542<br />
REIRIEVAL, ECbCAIICN, ADMINISTRATIVE 0598<br />
PRCCRAM, CRCAhIZATIOS, COUNSEL, CONTROL, ADMINISTRATIVE 0?52<br />
TRAINING, JOE, EDUCATE, ADMIKISTRATIVE 07611<br />
IhFCRMAIICK, ADMINISTRATIVE 0?68<br />
ADMINISTRATIVE ISSUES IN WCRKMENS COMPEhSATIO C771<br />
ADMIISIRATIVE AUDIT F TRUST DEPARTMENT 0830<br />
PLAINC, AGMIISIRATIVE C830<br />
SELECTE, ACIISIRAIIVE 0876<br />
ADMINISTRATOR<br />
FROM TFE EYES OF DOCTORS AbE FCSPITAL ADMINISTRATOR C343<br />
MEDICARE<br />
ANALYTICAL AIhISTRATOR 0631<br />
AEMIhISTRATCRS<br />
DECLMEhTATION, ADMINISTRATORS 0439<br />
PERSChNEL<br />
EOUCATORS AMIkISTRATORS 0701<br />
ADMINISTRATORS RECRUITMENT I161<br />
ADMISSIONS<br />
COMPUTERS WRITE COLLEGE ADMISSIONS TESTS 0718<br />
CAN<br />
ADP THE STILL-SLEEPIC GIANT C005<br />
ACULT<br />
EDUCATION lh SIhGAPDRE lg50-E1 0179<br />
ADULT<br />
ADULT EDUCATION lh TURKEY 0182<br />
THE YOUNG ADULT Ih THE AGE CF COMPLEXITY 0293<br />
ACLTS--A<br />
YCbhC AGULTS--A GROWING BLSIhESS PROBLEM C337<br />
TCCAYS<br />
ACERIISIhC<br />
Ah ADVERTISING SEITIG OBJECTIVES THAT GET RESULTS<br />
MARKETING<br />
HCW WDEC-CF-PCLTF ADVERTISIC WORKS 0420<br />
ADVERTISING COTRL CCMPLTER APPLICATION 0840<br />
AESCP<br />
GEhEPAL AFFRCACE TC MANAGEMENT INFORMATION SYSTEMS 1059<br />
AESCP<br />
AFFIRPATIC<br />
CF TFE FCREMAN ROLE 0105<br />
AFFIRMATIC<br />
0781<br />
0013<br />
0511<br />
0074<br />
I0<br />
ALLOCAON<br />
AFRICA<br />
IRAIIG I AFRICA C181<br />
LEADERSHIP<br />
AGE<br />
FO THE IDIVIGUAL.' 0088<br />
AGE<br />
AGE, AN CUTMCDEC EMPLOYMENT RESTRICTION. C096<br />
LABCR FORCE SEhSITIVIIY TC EMPLOYMENT BY AGE AND SEX.' 0153<br />
REPLACEMENT POLICY BASED Ch EQUIPMENT AGE 0289<br />
THE YOUNG ACLLT lh THE AGE CF CCMFLEXITY 0293<br />
EFFECTS F APTITLDE-SCORE ACJUSTNENTS BY AGE CURVES 0678<br />
AGE CF THE IETLITIVE MANAGER.' C925<br />
COPING CF ACE lh THE SOCIAL SCIENCES 1016<br />
AGE IN AMERICAN SOCIETY, NOTES CN HEALTH, RETIREMENT, AND THE<br />
0L0<br />
OF CEATH I042<br />
ANTICIPATIC<br />
AGE CISCRIMIATIDh IN EMPLOYMENT PROHIBITED.' I174<br />
AGED<br />
PLACEMENT LABOR C040<br />
AGED<br />
AGED EMPLDYPET PLACEMENT 0604<br />
MIDDLE AGED 1177<br />
AGENCIES<br />
CF VCLbNTARY WELFARE AGENCIES 0019<br />
PANACEMENT<br />
TBCFCLCGY AD MANPOWER UTILIZATION IN DISTRIBUTION AGENCIES 0236<br />
AGENCY<br />
AN AGENCY STUDIES ITS COMMUNICATIONS SYSTEM 0417<br />
HGW<br />
AGENTS<br />
THE -HERE LRCE- HELPED AGENTS SELL 0704<br />
PCR<br />
AGGLOMERATION<br />
INVESTMENT IN A ACGLOPERATION 0917<br />
MUNICIPAL<br />
AGGRECRAIE<br />
FLAhKINC FCR PRODUCTION.' 0835<br />
AGGREGRAIE<br />
AGING<br />
PRCBLEP CF ACING CRGANIZATIONS.' 1064<br />
THE<br />
AID<br />
INSPECTOR PERFORMANCE WITH TRAINING AND VISUAL AID 0783<br />
IMPROVING<br />
AIDS<br />
CF AIDS FOR PANACERS OF COMPLTER PROGRAMMING 0469<br />
DEVELOPMENT<br />
CONTROL CF RESEARCH- POSSIBLE AILSo' 0652<br />
CDMPLTER AIDS TC CLINICAL TREATMENT EVALUATION 0810<br />
SOME QUANTITATIVE AIDS TC MERCHANDISE MANAGEMENT 0991<br />
TRAINING AIDS SPEED THE MESSAGE.* II76<br />
ALCOHOLIC<br />
LIGHT Ch IDENTIFYING lEE ALCOHOLIC EPPLCYEE C006<br />
hEW<br />
THE STAGGERING COST CF THE ALCOHGLIC EXECUTIVE.' 1116<br />
ALCOHOLISM<br />
ECIkkIhC CF kISCQ AECLT ALCOHOLISM.* 1058<br />
THE<br />
ALGEBRA<br />
ALGEBRA AbE COST ALLOCATION. 1159<br />
MATRIX<br />
ALIENATIC<br />
ENVIRONMENTAL CFARACTERISIICS AND WORKER RESPCNSE 0725<br />
ALIENATION<br />
ALIVE<br />
SALES MEETING DRIVE ALIVE ALL YEAR° 0328<br />
KEEP<br />
LLIAhCE-<br />
LCGICAL ALLIANCE- TESTS AC INTERVIEWS 1108<br />
A<br />
ALLCCATINC<br />
FOR ALLOCATING FLNDS 0240<br />
STRATEGIES<br />
ALLOCATICh<br />
PROBLEMS CF PRICING AND RESOURCE ALLOCATION IN A HOSPITAL<br />
SOME<br />
ALCCATIN CFARACTERISTIDS OLTCOME OF RESEARCH DEVELOPMENT<br />
LINEAR PRCGRAMMIC FOR PRODUCTION ALLOCATION°' 0734<br />
PERTICGS7 RESCLRCE ALLOCATION PRCCECLRE 0882<br />
GOALS AhC ORCANIZATICN OF DECISION-MAKING FOR THE<br />
WELFARE<br />
RESOURCES.' 09[8<br />
WATER<br />
MATRIX ALGEBRA AbE COST ALLOCATION° 1159<br />
0165<br />
0422
A<br />
ALLOCATION<br />
ALLOCATICNA<br />
TAX ALLCCATICN--A PADRE AFPRCAC C920<br />
ALt.NANCES<br />
EF RELEGATION ALLOWANCES AS PANPOkER POLICY. CSEg<br />
CBVELOPPEKT<br />
ALTERNATIYE<br />
CF ALTERNATIVE RATING DE, ICES FOR CONSLER RESEARCH<br />
EALUATICN<br />
AMERICAN<br />
EF AMERICAN SOCIETYo 0765<br />
PRELEMS<br />
AGE iN APERICAh SCCIETY, NOTES CN HEALTH, RETIREPEhT, Ah THE<br />
CLC<br />
CF DEATH. 1062<br />
ANTICIPAIICN<br />
ANALOGIES<br />
ANALOGIES TEST, A NOTE ON PERMISSIVE RETESTING C530<br />
MILLER<br />
ANALYSES<br />
LIMIIS OF SYSTEMS ANALYSES C541<br />
THB<br />
ORGANIZATION JOE ANALYSES C541<br />
TESTING, SATISFACTION MULTIPLE-REGRESSICN JDB ANALYSES<br />
SATISFAT|CN FRCCRANPER JOBS EVALUATED ANALYSES ADMINISTERED C636<br />
TESTS ANALYSES REGRESSION PANAGERIAL EFFECTIVENESS C63B<br />
SELECTICN, RECRLITMEhT, RULIIPLE-REGRESSIONOB<br />
SUPER¥1S(RY,<br />
C677<br />
TRAINING<br />
SELEOTEC PLANNIN£ ANALYSES 0707<br />
• SVOFQLOGISTS INFRHATICN EVALLATICNS CODING ANALYSES D720<br />
AKING EOLCATI£NAL CECISI£N ANALYSES 0723<br />
PLAe ORGAhIZAICN INFORKAIIDN CDNTRGL ANALYSES 0840<br />
A ORII{OE OF ££ST-BENEFIT NALYSES OF TRAINING 0984<br />
TRAINING PRCGRAMS, PANP(WER EVALUTIDN ANALYSESCMINISTRATIDN<br />
ANALYSING<br />
INFORMATIUNe ANALYSING 0473<br />
PANNING<br />
ANALYSI<br />
PATh ANALYSIS FCR KEN PRODLCT FLANNING C029<br />
CRITICAL<br />
UAKTITATIVE BREAK-EVEN ANALYSISo CC7<br />
ANALYSIS OF VCCAIICNAL INTERESTS AT THE LEVELS CF FAkAGEPENT C121<br />
THE ANALYSIS CF J£E PERFCRANCE Y SCALING TECHNIQLES C122<br />
R|SK-AKIG IN CRITICAL PATH ANALYSIS. 0|27<br />
SELECTICN CPTIISEt ANALYSIS 0160<br />
A TEORY OF COST-EFFECTIVENESS FOR FILIIARY SYSTEMS AhALYS|S 0160<br />
CMPTER ANALYSIS DF EOICAL SIGNALS. 0245<br />
[SCRIPIhANT ANALYSIS OF ALCIENCE CFARACIERISTIOS. 0250<br />
COST CUNTRCL BY REGRESSICN ANALYSIS. 0323<br />
VALUE ANALYSIS hEN TCDL FOR CCST CCNTRCL C381<br />
FLANS ANALYSIS C404<br />
RA@IZE£t ANALYSIS C405<br />
VALUE ANALYSIS. C605<br />
CNTRLt CC£IN6 ANALYSIS 0412<br />
JPERfISORYe PERS(NNE ANALYSIS C617<br />
LTIPLE REGRESSION NALYSIS OF CST BEHAVIOR 0623<br />
TRAIXkG PRCGRPSt ECATICh ANALYSS C626<br />
TRINING PRCGR PSQNNEL RGANIZATICN ANALYSIS 0633<br />
Y MEN STAY EPE A COMPANY DgCTCRS ANALYSIS. C636<br />
PERV[SR FERSChNEL MEOICAL JCB ChTRLLEDe ANALYSIS 0636<br />
• [AS IN LTIPLE OTSCRIMINAhT ANALYSIS.<br />
TESTSe N&LYSIS REGRESSICN<br />
PGRM DCCLPEN]TICNe CCIG ANALYSIS<br />
0419<br />
D65<br />
C984<br />
0451<br />
0451<br />
0455<br />
1i<br />
ANALYSIS<br />
PLANNING, FERECAST|NC EECISIN CCNTRCL ANALYSIS e464<br />
PRCCRAM PLAhNINC INFORPATICN, ANALYSIS 0469<br />
ANALYSIS OF ORCANIZATICN HAING INTANGIBLE CLTPLTS<br />
INPLT-CLTPLT<br />
C471<br />
IhFCRMATI(N ANALYSIS C76<br />
ORGANIZATICN, INFCRMATIO, ANALYSIS 0479<br />
CPTIMAL IhFERRATICN, CCNTRZL ANALYSIS C480<br />
TEST SELECTED SATISFACTICN JCB ANALYSIS C483<br />
PERSONNEL, IhFORPATICN, ANALYSIS 0487<br />
CRGANIZATICN, JCE, ANALYSIS C493<br />
PRGCRAM CChIRCLSe ANALYSIS 049<br />
SELECTED, EDLCAIICN ANALYSIS 0501<br />
JCB ECUCATICNt hALYSIS, ¢LESTIChNAIRE 0517<br />
JCBSt INFCRPATIEN ANALYSIS 0520<br />
IhFCRMATICh CCNTRCL ANALYSIS 0540<br />
PRCCRAN, ANALYSIS 0567<br />
MAKINGt CBCISICNS ANALYSIS 0573<br />
PRGCRAPINC FhRCWER INFCRPATI£h, EVALLATIN ANALYSIS B586<br />
PR£CRA ANALYSIS 0588<br />
A COMPUTER PROGRA FOR TIE STUDY ANALYSIS. 0588<br />
TEST ANALYSIS C610<br />
TOWARD SYNTET|C ETFEDS ANALYSIS° D615<br />
PRCCRA, ANALYSIS 0615<br />
EDLCATICNAL ANALYSIS 0616<br />
EVALLATINGt CDhTRCLt ANALYSISt REGRESSICN C621<br />
£RGANZATIChAL CChTRDLLING, ANALYSIS C628<br />
ANALYSIS CF A PAIREC-CHOICEIVISIEN-OF-TIME-<br />
MULTIPLE-REGRESSICN<br />
RELATIEN 1C GRACE-POINT AVERACE 0646<br />
IN<br />
PULTIPLE-RECRESSICN, ANALYSIS 0646<br />
PRCGRAM, PLAhNINC, PERSONNEL ANALYSIS 0648<br />
TESIt SELECTI[Nt ANALYSIS C650<br />
CLUSTER ANALYSIS IN lEST FARKET SELECTICN° C650<br />
SELECTED PROGRAm, INFDRMATIEN FCRECASI ANALYSISEGRESSION C654<br />
PULTIPLE LINEAR RECRESSICN ANALYSIS FOR WORK PEASLREPENT 0661<br />
TRAININGt PRCGRAFt MANPO¼ER CONIROL ANALYSIS C663<br />
TESTt GRGANIZE FORECASTINCt ANALYSIS C670<br />
FURTHER ANALYSIS CF A CDPPL]ING CENIFR EVIRONPEI C671<br />
SELECTED PRCGRAP JCBS ANALYSIS 0671<br />
SELECTEEt JOB, ANALYSIS C678<br />
PRCCRAHSt FLAhNINC CZNTRCLLING, ANALYSIS 0686<br />
INFCRNAIICN ELCAIION ANALYSIS MANACEPEhl 0695<br />
INFCRNATICN, ANALYSIS 0696<br />
ELANSt EVALLATIDNt ANALYSIS 076<br />
TEST, ANALYSIS C739<br />
FCRECAST ANALYSIS 0742<br />
EULCATIONt ANALYSIS 0745<br />
INFDRATIN ANALYSIS C756<br />
FROCRA ANALYSIS, ADMINISTERED 07I<br />
PRCCRAPERSt DCCLENTt ANALYSIS E775<br />
INFCRATIDN ANALYSIS D777<br />
PLAhING, INNDVATIVEt ANALYSIS C780<br />
A CCNCEPTbAL CEEL FOR TFE ANALYSIS F PLANNING BEhAViOR C7BO<br />
CRIIER|A IN FACTOR ANALYSIS 0795
ANALYSIS (contznued)<br />
ANALYSIS CF CCST EHAVIR FOR BUSINESS DECISIONS O804<br />
OECISICn, ANALYSIS 0804<br />
INDEXES, FCRECASIINGg ANALYSIS 0820<br />
PRECRAM £AT-PRECESSINC, CCNTRCL ANALYSIS 0824<br />
MAINTENANCE COST £ATA FOR ANALYSIS ANC CCNTROL 0824<br />
PERSCnEL CRGANIZTION, ANALYSIS 0831<br />
CRGAnIZEO, IFCRMATICn, EECISION, CCNIRCL ANALYSIS 0833<br />
FORECASTING, CECISIOn, ANALIS OB3<br />
USE CF SEnSITIVIIY ANALYSIS IN CAPITAL ELDGETIhG 083<br />
SUFERVISICN, FCRECASTIhG ANALYSIS 031<br />
TEST, CPTIMAL INFCRMATICn CONTRCL, ANALYSIS 0842<br />
PLANNING, CRCANIZATIE CChlRCL ANALYS[Se R-÷-D C84<br />
ORGAnIZATICN, InFORMATIOn, ECUCATION DECISIOM ANALYSIS 0843<br />
MEEICARE ANALYSIS 085<br />
IhFCRMATIEN ANALYSIS, AOMINISTRATIEN CLESTICNNAIRE 085]<br />
PLAN, MAKInC, CCNTROL, ANALYSIS 0855<br />
JCB ANALYSIS 089]<br />
FACTOR ANALYSIS CF SALES SECTIC ATTERY 089<br />
SYSIEMATIC FAIREO COMPARISONS IN PREFERENCE ANALYSIS 0947<br />
TESI ANALYSIS C968<br />
JOE, INNEVAIIEN ANALYSIS 0592<br />
THE MANACERS CLIEE TC SYSTEM ANALYSIS 1003<br />
EETERMINIC CPTIPLM POLICY THROUGH STATISTICAL ANALYSIS 1023<br />
THE PURCFASIL FLNCTIC AO PERT NETWORK ANALYSIS 1075<br />
USINC CECXSICN THEORY IN VALUE ANALYSIS STbCIES IOBg<br />
STATISTICAL ANALYSIS IN CCSI MEASUREMENT AND CONTROL I096<br />
THE SUCCESS STCRY CF VALLE NALYSIS VALLE ENGINEERING 1119<br />
WORK MEASUREMENTS COST ANALYSIS IMPRLVEO COSTING 1129<br />
EOP FOR FUNCTIOnal COST ANALYSIS 1I?0<br />
THE EECISIOh TE INVEST IN VOCATIONAL EDLCATIGN AN ANALYSIS 1206<br />
ANALYSl<br />
ANALYST ANN THE NEEC FOR AN INTEGRATED APPROACH.' C141<br />
THE<br />
RULES, EECISICN, AALYST C44<br />
STAFF RESPONSIBILITY CF THE MIS ANALYST ICO?i<br />
THE<br />
RELATIONS An TFE MANAGEMENT AhALYSI 10293<br />
HUMAN<br />
ANALYST-PROGRAMMER<br />
CCNTRCL ANALYST-PROGRAMMER O819<br />
PRCCRAMMIC,<br />
ANALYSIS<br />
PRCGRAMMERSe ANALYSTS 0729<br />
TEST<br />
OPTIMIZATION, ANALYSTS C795<br />
EbCATICN, ANALYSTS 0957<br />
ANALYTIC<br />
ANALYTIC 0990<br />
PRCCRAMMERS<br />
ANALYTICAL<br />
ANALYTICAL 0624<br />
PRCCRAM,<br />
RESEARCE +EEVELCPMEnT OF ANALYTICAL SYSTEMS TO RELCE COSTS G624<br />
ANALYTICAL, ACMINISTRATOR 063I<br />
AN ANALYTICAL AFFRCACF TC TFE CChCEPT CF IMAGE 0692<br />
SELECTING, PRCCRAM FLANNINC, ANALYTICAL G766<br />
CRGARIZATICn, ANALYTICAL 079(<br />
ANALYZE<br />
TO ANALYZE PLRCHASINC EXPENOITbRES C565<br />
FEW<br />
CCnTRCL, ANALYZE C565<br />
INFCRMATICn ANALYZE 0575<br />
TEST JCB ANALYZE C667<br />
EOLCATE, ANALYZE C773<br />
12<br />
APPLICATIONS<br />
ANALYZE<br />
INFORMATION, EVALLATICh OEClSlOh, ANALYZED 0419<br />
SELECTInC<br />
EVALLATICh ANALYZED 0443<br />
IFORMATICN EVALLATICN AnALYZEC 0499<br />
TEST ANALYZEO RECRESSICn 0530<br />
TESIING JCE EVALLATICNSm ANALYZED 0590<br />
SELECTIEn PSYCHOLOGICAL MbLTIPLE-RECRESSION ANALYZEC CENTAL 0722<br />
SATISFACTION, FLAN JOBS, INOEX ANALYZEO 0725<br />
TESTED, SATISFACTICN, JOB AnALYZEO QUESTIONNAIRE 0726<br />
CRGAnIZATICnAL EVALLATEC, CCNTRCL ANALYZE C737<br />
CRCANIZATICN ANALYZEC C782<br />
MAKING, INFCRMATICk EbALUATEe ANALYZEC CB48<br />
ANALYZES<br />
ECCEMENTATIOn CCCES, ANALYZES 0432<br />
SYSIEM/360e<br />
PRCCRAM, CEEE hALYZES 0566<br />
ELANNINC AnaLYZES 0835<br />
ANALYZING<br />
BLRCEN VARIANCE FCR PROFIT PLANNING ANC CCnTROL.= 0047<br />
ANALYZING<br />
MAKING, ANALYZINC 0445<br />
CLASSIFICATION PRCCEDURS IN ANALYZING CUSTOMER<br />
BAYESIAN<br />
0507<br />
CHARACTERISTICS<br />
ORGAnIZATIOnAL, ANALYZING 0513<br />
BEhAVICRAL MCCELS FOR ANALYZING BUYERS C513<br />
InFCRMAIICN EECISICh CCNTROL ANALYZING 0826<br />
ANNIVERSARY<br />
YCLR ANNIVERSARY tIIF A SPECIAL EXHIBIT 0828<br />
SUFFCRT<br />
ANNUAL<br />
ANUAL REPORT--AN OBJECIIVE APPRAISALo C067<br />
THE<br />
8TF ANLAL REPORT CN ECP SALARIES 0347<br />
ANCMIE<br />
AMCMIE CF ICE -PAPER FACTORY- WCRKERo C743<br />
ThE<br />
ANCNYMCUS<br />
SUEJECTS RESPONCING TO AN INDUSTRIAL OPINION SURVEY<br />
ANONYMOUS<br />
AnTI-FEVERTY<br />
RCLE In ACCOUNTING FOR ANTI-POVERTY PRCGRAM GRANTS 0752<br />
CPAS<br />
APATHY<br />
PATPY CF UNION MEMERS 6093<br />
SURFACE<br />
APPEARANCE<br />
AFFEARANCE ANE RESPONSE RAIES IN MAIL SLRVEY I72<br />
CUESTICNAIRE<br />
APFEIOITIS<br />
CIITIS-MEOIA FRACTLRE CANCER 1069<br />
APPENDICITIS<br />
APFLICANT<br />
EPPLCYMENT APPLICANT RECRLIT 0163<br />
INTERVIEW<br />
AFFLICATICN<br />
CCSTINC AFPLICAIICN CF MATHEMATICAL PROGRAMMING 0234<br />
OPPORTUNITY<br />
CANONICAL-ANALYSIS AN ILLUSTRATIVE APPLICATIOn 0444<br />
AFFLICATICN CF SLRVE¥ METFCES TC MDOEL-LINE DECISIONS 0504<br />
APPLICATIOn CF nCnPARAMETRIC STATISTICS TO IE 0610<br />
APPLICATICN CF NCnLInEAR CPIIMIZATICn TC PLANT LCCATICN+ SIZE<br />
CF BEHAVIORAL SCIENCES TO THE PRACTICE CF INDUSTRIAL<br />
APPLICATION<br />
0663<br />
ECINEERIhC<br />
APPLICATION CF FACTORIAL EXPERIMENTATION TO THE<br />
AN<br />
0739<br />
WCRK-NEASUREMET-PROCESS<br />
AOVERTISIhC CONTROL, CCMPLTER AFPLICAIION 0840<br />
TE APPLICATION CF TE REPERTORY-GRID TECHNIQUE 085<br />
THE AFPLICAIION CF OPTIMLM SEEKING TECHNIQUES OF SIMLLATIDN 1085<br />
APPLICATIONS<br />
SAMFLINC WITH AFPLICATIOMS TO TIME STANDARD ESTIMATION<br />
ACTIVITY<br />
CF COMPLEX BEHAVIORAL MODELS TO REGIONAL AND<br />
APFLICATICnS<br />
0628<br />
GRGAKIZATICnAL-AnALYSIS<br />
C675<br />
0623<br />
0593
APPLYING<br />
AFELYIMO<br />
EMPIRICAL METHODS TE COMPUTER-EASED SYSTEM DESIGN 068]<br />
APPLY|NO<br />
APPOINTMENT<br />
CF PRIER TELEPHONE APPOINTMENT Oh COMPLETION RATES i095<br />
EFFECT<br />
APPOIhTMENIS<br />
MEETINGS APPOINTMENTS 1012<br />
SCPEODL[NG<br />
APPRAISAL<br />
ANNUAL REPORT--AN OBJECT|rE APPRAISAL.' 0067<br />
THE<br />
SPLIT RELES lh PERFORMANCE APPRAISAL.' 0117<br />
P8RFORMANCEt AFPRAISALt EVALLATIGN C262<br />
A@PRAISALt REVIEW 0271<br />
THEORY AND PRACTICE CF PERFORMANCE AFPRAISAL C274<br />
PERFORMANCE AFFRAISAL 0585<br />
WORK JOB EVALUATIEh AFPRAISAL 0634<br />
JEW £ESCRIPTION APPRAISAL 0688<br />
PERFORMANCE AFERAISAL 0995<br />
APPRJISAL EVALLATIEN 1178<br />
THE DETERMINANTS CF SCFOLASTIO ACHIEVEMENT AN APPRAISAL 1208<br />
APPRAISALS<br />
ERSChALITY= PERFORMANCE AND PERSONS C237<br />
ARPRAISALS<br />
APPRAISALS MEASLR EVALUATE COMMUNITY 1179<br />
APPRAISALS-<br />
APPRAISALS- A CRITICAL REVIEW.' C312<br />
REUSE<br />
APPRAISEE<br />
PARTICIPATIEN Ih PERFORMANCE IhTERVIEkS C042<br />
ARPRAISEE<br />
AEFRAISIAL<br />
AFPRAISIAL. C60<br />
MANAGEMENT<br />
APPRAIS|hG<br />
RETAILERS USE CF THE POLYGRAPH 1048<br />
APPRAISING<br />
APPROACH<br />
SYSTEMS APPROACh TC INDUSTRIAL MARKETING CMMhICATIONS C028<br />
A<br />
A SYSTEMS APFRCACP TO MAhPCkER MANAEEMENT C053<br />
A SYSTEMS APFRCACE rE ORGANIZATION AND MANAGEMENT C091<br />
THE ANALYST AND TE hEED FOR AN INTEGRATED APPROACH.' 0141<br />
TREND- A TCTA APPROACH TO MEASURING PURCHASE PERFORMANCE. 0342<br />
SYSTEMS AFPROACh TC CITY PLANNING C375<br />
A APPROACh TO SOME STRUCTURED LINEAR PROGRAMMING PROBLEMS.' C418<br />
THE FACILITIE APPROACH TO SYSTEM CONVERSIONo C667<br />
SCIENTIFIC So PRACTICAL MANAGEMENT- A PRAGMATIC APPREACH C577<br />
A SKILL-ELEMEnT AFPRGACH TG JOB TRAINING UNDER LNCERTAINTY 0606<br />
DEVELOPING GUALIFICATION REOLIREMENTSt A FUNCTIONAL APPROACH 0612<br />
API ADEQUATE PERSCNAt INCEhTIVE A hEW APPROACH. 0613<br />
EMPIRICAL AFPRCAC TO GENERAL-BUSINESS CRITERION SPECIFICATIEN<br />
Ah AALYTIOAL APFROACh TC TEE CONCEPT OF IMAGE.' 0692<br />
A NE APPROACH TC EMgEOYBE TRAINING. 0766<br />
KEEPING ICGRAPS Ck TARGET AN IMTECRATEC APPROACH 0850<br />
MORALE--AN ACCIIICNAL APPROACH .= 0867<br />
TAX ALLOCATICN--A MACRO APPROACh. 0920<br />
ORIENTING A KEN MARKETING MAhAGER: AN UNCOMMON APPROACH. 0974<br />
8US|MESS ECIICh RAKING- A PPENOPEhCLOGICAL APPROACH 1010<br />
SCIAL ChOiCE- A PROBABILITY APPRCACP. 1025<br />
AESOP GENERAL APPROACh TO MANAGEMENT INFORMATION SYSTEMS 1059<br />
TOMS- A NEW AFPRCACH TO DATA MANAGEMENT. 1063<br />
A PROEABLIST[C AFFROAEP TO INDUSTRIAL MEEIA SELECTION. 119<br />
APPPACH-<br />
TEST STATISTIC -A SCRAMBLE BECK APPRDACP-. C66<br />
WELCH<br />
APPROACHES<br />
AFPROACFES TC BUSINESS £ATA PROCESSING.' 058]<br />
MEN<br />
0677<br />
ATTENDANCE<br />
CLINICAL PSYECETRC NORM-SAMPLE APPRCACFES TE PREDICTION 0686<br />
AFPRCACFES TC LEND-RANGE FLANhINC FOR SMALL BLSINESS 0766<br />
APTITLCE<br />
EVALLATICh TEST MANACERIAL PERSONNEL INTERVIEW APTITUDE<br />
RATING<br />
PERFORMAhCE-EVALLATIOh C082<br />
ARTITLCE-SCCRE<br />
CF AFIITLCE-SCORE AEJUSTMENTS BY AGE CRVES C678<br />
EFFECTS<br />
ARBiTRATICh<br />
Ih CCMPLLSCRY AREITRATICh.' CC90<br />
ATTITUDES<br />
ARCHIVE<br />
ROPER CENTER ATOMATE ARCFIVE 0856<br />
THE<br />
AREAS<br />
TC PINPOINT FRCBLEM AREAS IN WCRK DISTRIBUTION.' C009<br />
FOW<br />
VALIEITY CF REAS AN METFOCS CF RATING JOB SATISFACIION 0119<br />
ECONOMIC ELANIhC FOR SMALL AREAS THE PLANNING PROCESS 01B¢<br />
MARKETING EEbCAIICh AhC PERSONNEL AS RESEARCH AREAS C862<br />
GRAY AREAS Ih ELACK AhC WFIIE TESTING 1034<br />
UNEPFLCYPEhT Ih 15 METROFCLITAN AREAS 1040<br />
JCBLEES TRENDS Ih 20 LARCE METROPOLITAN AREAS.' 1117<br />
ARRIVALS<br />
kITE RANDOM ARRIVALS AND LINEAR LOSS FLNCIIONS 0129<br />
SCHEDULING<br />
ART<br />
hEW ART CF FREE-FORM MANAGEMENT C024<br />
THE<br />
THE ART CF ASKINC CUESTIEhS 0390<br />
TEE GENTLE ART CF EXECUTIVE PERSLASIEh 0864<br />
TFE FINE ART OF RAISIhC CASE ABROAD C936<br />
ARTICLE<br />
PRCPAGATEh CF BLLLCCZER REVIEk ARTICLE 0215<br />
TFE<br />
ASKIkC<br />
ART CF ASKINC UESTIEhS. 0390<br />
THE<br />
ASPECIS<br />
CURRENT LEGAL ASPECTS CF EMPLCYPENI TESTING 0594<br />
SERE<br />
ASPIRATION<br />
CF ASPIRATION AS A TRAINING PRCCECLRE C532<br />
LEVEL<br />
ASSEMELE<br />
CR COMPILE 0457<br />
ASSEMBLE<br />
ASSESSING<br />
MANAGERIAL TALENT 0609<br />
ASSESSINC<br />
ASSESSIhO PROGRAMMING PROGRESS 0755<br />
ASSESSMENT<br />
CF PROJECTIVE TECPNIQLES ]C THE ASSESSMENT DF<br />
CChTRIBLTIChS<br />
MANACEMEhT-PCTENIAL 0720<br />
ASSIChREhT<br />
FOR ASSIGNMENT CF FACILITIES IC LOCATIONS 1056<br />
TBCFNIGbES<br />
ASSIGNMENTS<br />
SATISFACTION C131<br />
ASSICNMEhTS,<br />
ASSIMILATION<br />
ASSIMILATION FREM UPDATED DISPLAYS 0523<br />
INFORMATION<br />
ASSISTANCE<br />
DEMAND FCR GENERAL ASSISTANCE PAYMENTS C027<br />
THE<br />
RATES ASSISTANCE PAYMENTS 1209<br />
ASSISTANT<br />
STAFF ASSISIAhT 1051<br />
THE<br />
ASSISTANT-<br />
ASSISTAhl- ACAOEMIC SLEALTERN. C616<br />
THE<br />
ASSISTED<br />
ASSISTEE MEh6 PLANNING 1009<br />
CMPUTER<br />
FIVE BARRIERS FINDERIhG CCMPLTER ASSISTE INSTRLCTICN 1125<br />
ASSOCIATIONS<br />
FOR PLLIC HEALTE NURSINC ASSOCIATIGhS 0927<br />
ACCCUhTIhC<br />
ASSURANCE<br />
CONTROL AND ASSURANCE IN RECORDS CONVERSION.' 0287<br />
{OALITY<br />
AITAIhMENT<br />
ATTAIflYEhT OF WORKERS 1078<br />
EDUCATIONAL<br />
ATTEhEACE<br />
IN CELLECE ATTENDANCE 0723<br />
FACTCRS
ATTITUDE<br />
ATTITLCE<br />
CF ATT[TLCE CF'LNGE IN TE PRERETIREPENT PER[CC Cl18<br />
STLCY<br />
CIFFICLLTY, EVPLCYEE ATTITUCE+ SUPERVISORY RATINGS EFFECTIVEhE<br />
JC8<br />
0120<br />
ATTITUCE VERSUS SKILL FACTOPS IN WCRK GRCUP PRODUCTIVITY.' 0193<br />
MAhACERS AITITLDE CREATIVITY INhCVATION C313<br />
ATTITUDE CEVELCPMENT AND ACCIDENT PREVENTION 0316<br />
ATIITUCE CFANCE ANE CCGNIIIVE DISSONANCE.' C450<br />
EFFECTS CF MUSIC GN EMPLCYEE ATTITLCE AhG PRCEUCTIVITY 0492<br />
WDRK-GREUP VERSUS INCIVICbAL DIFFERENCES IN ATTITUCE' C538<br />
ATTITUCE CFAhCE £tRINC MANAGEMENT ECUCATICN C619<br />
TESTING ATTITLCE 0675<br />
CORRECTING FCR RESPChSE SETS IN OPINION ATTITUDE SURVEYS 0854<br />
CCMMLNICATE TRAIN CHANCE A|IlTOBE 1193<br />
AIIITLOES<br />
FCSPITAL-AEMINISTRATION AITITLDES CLIENTS C014<br />
OECISICh-MAKINC<br />
ATTITUDES SELF CCNCEPT C02I<br />
SUPERVISCRS, ATIITLDES 0034<br />
RCLE INCENIIVE IIITLCES PERSONNEL C090<br />
AITITUCES IN CGMPULSCRY RBITRATICk C090<br />
PUELIC-RELATIChSt AITITUBES 0164<br />
AIIITUCES lh MANAGEMENT--VI. PERCEPTICNS OF THE IMPDR- TANCE C<br />
JCB<br />
PERSENALITY TRAIIS AS FUNCTICN OF LINE VERSUS SIAFP TYPE<br />
CERIAIN<br />
JOE.' C166<br />
A¥TITUCES 0167<br />
MOTIVATICNt AIIITLDES, SATISFACTION 0212<br />
ESFECTS OF IhCCPE LPCN SMCPPING ATTITUDES 0326<br />
ATTITUCES 0326<br />
PERSChALITY ATTITLCES DISCIPLINE C338<br />
01SABILITY IYPACT EMPLCYER, AT]ITLOES C353<br />
AIIITUDES INhOVAT|CN SUPERVISION 0429<br />
POTIVATIEN ATTITLCES C613<br />
SUPERVISORS ATTITLCE$ EVALLTION COFMLNICATICN C640<br />
DETERMINANTS GF kCRK ATTITbEES AMONG NEGROES C726<br />
SOCIC-ECNCPIC ATTITLEES 0802<br />
ATTITUDES TCkARE MANACEMENT THEORY AS A FACTOR IN MANAGERS 0909<br />
SBLF-PERCEIVEC PERSCNALITY TRAITS JOB ATTITUDES 0954<br />
AITIILDINAI<br />
EFFICIENT, AITIIDINAI 0080<br />
EVALLATING,<br />
ATTIIUCINAL 0861<br />
A PREPCSAL FCR hEW MEASLRE OF AITITIDINAL CPPDSITICh I09<br />
ATTRACTING<br />
ATTRACTING FCTIVATING RETAINING CCST-OF-LIVING SALARY 1148<br />
STAFF<br />
AUDIENCE<br />
ANALYSIS OF AUDIENCE CFARACTERISTICSo' 0250<br />
DI$CRIMINANT<br />
AUDIC-VISAL<br />
0715<br />
AUEIC-VISLAL<br />
AUDIC-VISLALS<br />
-NEW WAYS IC IEACH NEW SKILLS- 0770<br />
AUCIC-VISUALS<br />
AUCIT<br />
ALCIT CF A TRLSI DEPARTMENT 8830<br />
ADMIhISIRATIVE<br />
AUCIT CCNTRC CF INTERNATIChAL CPERATIChS 0926<br />
TBE [NFDRPAT[CN SYSTEM ALD[T.' I052<br />
ADIT-<br />
PERATIEhS AUDIT PANACEPENT ]COL.' C35I<br />
PERICOIC<br />
AUDITING<br />
CC CCMPLTERS FFECT ACCCLNTING AhC AUDITING TECHNIQUES C276<br />
PEW<br />
A EXPERIMENT lh MANAGEMENT AUDITING 0278<br />
TRENCS Ih AUCITIhC MANAGEMENT PLANS AND CPERATIONS 0716<br />
AbCITINC TFRCUG TFE CCMPLTER<br />
BANKS<br />
ALCITCRS<br />
USE CF STATISTICAL SAMPLING BY INTERNAL AUDITORS 0036<br />
THE<br />
AUTHCRITIES<br />
AUTCRITIES FUT PSYCHGLCGICAL TESTING Oh TPE COUCH I019<br />
TWC<br />
AUTHCRITY<br />
AS FRCELEM IN CVERLAYS 0012<br />
AUTFCRITY<br />
RESFCNSIBILITY ALTFORITY 0428<br />
CRGAflIZATIChAL EVALUATION ANC AUTFCRITY C737<br />
THE IMPERATIVES CF ALTPORITY 0898<br />
NDERSTAhCINC PRCJECT ALTGRITY.' 0980<br />
AUTCCRATIC ALTFCBITY POTIVAIION LEACERSFIP 1038<br />
THE TNC ALTFCRITY STRUCTURES GF BREALCRATIC CRGANIZATION*' 1198<br />
AUTHCRS<br />
PLAhNINC FCR ALTFCRS.' 1136<br />
TAX<br />
AUTC-IYPINC<br />
CLERICAL, TYPIG AUTC-TYPING 0620<br />
MANPEWER<br />
AUTCCRATIC<br />
ALTFCRITY MOTIVATION LEACERShIP 1038<br />
AUTCCRAIIC<br />
AUTOMTEC<br />
INFCBMATION SYSTEMS IN PLANNING CChTRCL COMMAND Ell2<br />
AUTCPATEC<br />
NEXT Ih AbTCPATEC PRCCUREMENT- VISUAL DATA-PROCESSING 0378<br />
THE ROPER CENTER ALTCPATEG RCHIVE.' 0856<br />
NEW COPLICATCRS, MORE AUTOMATED CLEANER OPERATION.' 1036<br />
AUTCMATEC INFCRMATICN REIRIEVAL 1091<br />
NEW CCMPLTERS SUPPER1 AUTOMATBC CENTRAL FILES.' 1120<br />
AUTOMATIC<br />
CCNTRCL Ih AUTOMATIC INCEXING C086<br />
VCCABULABY<br />
AOTCMATIC CATA FRCCESSINC IN TFE INTERNAL REgENUE SERVICED' 0111<br />
AUTCMATIC CATA PRCCESSINC CF PERSONNEL CATA.' 0562<br />
AUTCMATICh<br />
REAL NEkS ABEL7 ALTOMATICN.' 0060<br />
TE<br />
ATEMATICh CCMPLTERIZATICh C072<br />
ECP, AbTCMAIICh 0139<br />
SCME SOCIAL IMPLICATICNS CF AUTOMATICN 0233<br />
DIVIDING TFE BESTS SAVED 8Y AUTOMATICN. 0306<br />
CATA AUTCMATICN AND TPE PERCNNEL MANAGER 0317<br />
AUTCMATICN 058<br />
APT A PRCCRAM FCR ALTOPATICN PLANNING ANO TECHNOLOGY.' 0622<br />
AUTOMATIChS<br />
IMPACT ON PERSCNNEL--A CASE STUDY°' 0158<br />
AOTCMATICNS<br />
AVERAGE<br />
ANALYSIS CF A PAIREC-CHGICEIVISICh-OF-TIPE-I/VENTORY<br />
NULTIPLE-RECBESSICN<br />
lh RELATICN TC CRACE-POINT AVERAGE 0646<br />
BACKCBCUNC<br />
FACTCRS IN AIRLINE MECPANICS WORK MOTIVATIONS 0517<br />
BACKGROUND<br />
PREEICTICN CF SALES FROM PERSCNAL BACKGRCUND DATA 1186<br />
BACKGRCUNCS<br />
BETWEEN FAMILY EACKGRLNOS AND WORK VALUES. 0784<br />
RELATICNSHIP<br />
BAFAVICR<br />
BAbAVICR CF PERSChEL IN ORGANIZATIONS 0383<br />
ABSENCE<br />
BANK<br />
REPORTS Ck PROGRAMMEC IhSTRUCTICN 0219<br />
BANK<br />
CEPERSCflALIZTICh- SCME IPPLICATICNS FCR BANK EMFLCYEES.' 0584<br />
AT TFE BANK CIRECTCRS MEETIhCo' 0757<br />
FORDS DATA BANK KEEPS PAYIhC OIVICEhCS. 0868<br />
SITE SELECTION FCR NEk BANK EUILDINCS. 098<br />
PRIVACY ANE NATICNAL DATA BANK.' 1126<br />
BAhKhATICNAL<br />
DATA EAhK- FRIEND CR FCEo' 0540<br />
TPE<br />
BANKS<br />
ARE TAFPINC hEW LABCR PCOL C462<br />
BANKS<br />
0996
N|E BA NORTGAGE PLAN FELPS SMALLER BANKS**<br />
• IILOING CATA BANKS FOR MULTIPLE USES.*<br />
BMIkG<br />
/IENCE £h CNTRACT CLSES BAKNINC CISCRIVINATICN 0198<br />
kM<br />
BARGANG<br />
CT EPPLYEES<br />
E<br />
GNIZIIBE hC BARGAINING IN FGSPITALS.' 1160<br />
6RRIER<br />
FE REPCRTS BARRIER C263<br />
EBING<br />
EKING TE BARRIERS TO CELEGATICN C28<br />
FIVE BARRZER [ERIG CCHPTER ASSISTEC IKSTRCTICN.' 1125<br />
BREA YCR EPLYEN ERRIERS.<br />
BASE<br />
UBIbITCL5 CATA EASE ChCEPT. 696<br />
E<br />
IOOe [FTICAL SCAhIhC FRH GIVE LEGISLATORS EOUCATINAL<br />
O£GITEK<br />
1027<br />
IE-<br />
BASIC<br />
FALLACY I PERSONNEL TESTIG.<br />
BASIC<br />
SIPLAIN BSIC CCECEPS<br />
BTERY<br />
EALYSI5 F A ALES SECTION BATTERY. 08q5<br />
FACTOR<br />
8AYE5<br />
CPTIWAL EAYE 0507<br />
CCRAM<br />
BAYE3[IN<br />
CLA[F]CT[CN PRCCEOURES [h AEALYZ[NG CUSTPER<br />
YE]Ak<br />
CAACTER]STCS<br />
BE<br />
OPFRTUN]TY<br />
UAE<br />
Ck INOUSR[A[ FRCUC] PBL]C[TY BE PEASREC.<br />
CORPATk5 ST BE FUTRE-CR]EkTEC<br />
FIVE YUNG PEN TELL NEAT ITS L[KE TC BE A NEGRO ]k VAkAGEMET<br />
LE'PLAY BVER UST BE TRA[fiED.<br />
HUN RESOURCES PEASUREMEkT<br />
CCUNT]kG FCR FAN RESOURCES<br />
BEHVIER<br />
IN FACT(R-ALYIS CF SPERVISCRY BEHAVICR INVENTORY<br />
HALe<br />
VALE A£ BEHAVIOR [ ECCNC[C OEVELOPPENT.<br />
LT[LE RECRESS]£K NALYS[S F CCS1 BEHAVIOR<br />
CVELOPENT CF BEHAVIOR TXGNY FOR ESCR[B[NG EPAN TASKS<br />
EMPIRICAL SU(Y OF SCROLLING DECISIC BEHAVIOR.<br />
CONCEPtUaL MCEt FR THE AALYS]S CF PLANNING BEFAVIQR.'<br />
LYIS F CCS BEHAVIOR FOR BUSINESS CECISICNS.<br />
SUBORDINATES IE$ OF INEFFECTIVE EXECUTIVE 8EHAVIQR.'<br />
CIRECI UBSERAZlEh QF PURCFASING BEFAVICR.'<br />
INERPERSCNAt CRIENTICN C 5TUOY CF CChSUHER BEHAVIOR<br />
5ILIQN C PIEPENT DECISION BEFAVlCR FUNDS AND [NCCHE<br />
BEHI(RAL<br />
8VIGRAL SCIENCE AbE SIWULATICh.'<br />
PATI<br />
BENIORE ELS FOR ANALYZING BYERS.'<br />
RL[CTEE5 F CPLX BEHAVIORAL PQDEL5 TO REG[ONAL AND<br />
CF BEFAVIRAL SCIENCES Q ThE PRACTICE CF INOUSTRIAL<br />
AJ=PLICATIN<br />
0663<br />
ENGINEERING.<br />
tEMAVICRAL SCIENTIST CANOIC CONVERSATION NITH CRIS ARGYRIS C676<br />
BEHA¥IRAL SCIENCE OFFERS FRESH INSIGHTS ON NEW PROOLCT 0911<br />
BEAVICRAL-SCIEkCES<br />
0797<br />
FLMAN-RESCbRCES PAhPCWER<br />
BEHAVIERAL-SCIEhCES<br />
1150<br />
1156<br />
0507<br />
COOl<br />
0516<br />
0779<br />
0883<br />
1082<br />
I109<br />
I140<br />
C035<br />
0167<br />
C423<br />
0634<br />
C656<br />
0689<br />
0780<br />
C804<br />
0908<br />
0945<br />
0978<br />
1158<br />
12C0<br />
COOT<br />
0513<br />
C628<br />
BENEFIT<br />
CF TLITICk PAYMENT ANO INVOLVEMENT ON BENEFIT FREM A<br />
EFFECTS<br />
MANACEMEkT-EEVELCFPENT PROGRAM<br />
BENEFITS<br />
PREFERENCES AMONG TIME-OFF BENEFIIS ANO PAY<br />
WORKER<br />
CCSTS EEkEFIIS<br />
BIAS<br />
NCTE CN PANEL EIAS<br />
A<br />
BIAS IN MLETIPLE OISCRIMINANT ANALYSIS<br />
INTREOUCINC BIAS INTENTICNALLY INTO SLREY TECHNILES<br />
CCNTROL CF CLLTLRAL BIAS IN TESTING- AN ACTICh PRGCRAM<br />
BIELICGRAPY<br />
EXPENOITLRES AALYSI- BIELIECRAPHY.<br />
CAPITAL<br />
BICCTR¥<br />
BICETRY<br />
ESIhESS<br />
BIL<br />
8ILL @ECCPES LAW<br />
BRCCKS<br />
NEW BINING TECFIUE SAVES SPACE TINE AND PflNEY<br />
BICGRAFHICAL<br />
CF CREATIVITY FRCM BICCRAPHICAL INFfRMATIEN<br />
PRECIGTION<br />
BIT<br />
CN FILP FREM BIT 0 MICRC-IMACE<br />
PRINTOUT<br />
BLACK<br />
AREAS IN BLACK ANO WHIIE TESTING<br />
GRAY<br />
INORITY CLACK RACIAL bRBA<br />
URBAN FARE-CCRE LNENPLUYEE CLACK<br />
8LACKEOAROS<br />
VICECTAPE MOVIE<br />
8LACKBCROS<br />
BLUE<br />
ELUE CCLLAR WORKERS BY SALARIED.<br />
SHOULD<br />
BLONCER<br />
EULNOER BUFFER<br />
MNAGEMENTS<br />
BOARGS<br />
OF PEACE CORPS SELECTIGN BOARDS<br />
RELIABILITY<br />
BOOK<br />
TEST SIATISIIC -A SCRAMBLE BECK APPROACH-.<br />
WHICH<br />
BOCNBINDING<br />
PLANAX, BCCKBINCING<br />
REIRIEVAL<br />
BCCKKEEPINC<br />
BOOKKEEPING TO OECISICN THEORY<br />
FROM<br />
BCCKS<br />
ECOKS EVERY EXECbTIVE SFCLLD HAVE REAC<br />
2?<br />
FIXILRES SFELVES FURNITURE IkOEXBS BOOKS<br />
IWCLLO LIKE TC SIEP LYIC TC MY BESS<br />
BOTTLEEECK<br />
WAY TC bSICP TPE EBP INPUT BCIILENECK<br />
SCANNERS-<br />
BRAIN<br />
ERAI PC¼ER<br />
WASTED<br />
BRAINS<br />
THE BRAINS RE<br />
WHERE<br />
BRANCHING<br />
FRQGRAMw TEXT LECTURE AS INSIRUCTIOhAL MECIA<br />
BRANCHIAE<br />
BREAK-EVEN<br />
BREAK-EVEN ANALYSIS<br />
{UANIITAIIVE<br />
BRICGING<br />
TFE GAP [N LENG-RAGE PLANNING<br />
BRIOGING<br />
8OOGEI<br />
PERFCRANCE-STAN£ARES AGCOLhTIhC<br />
8UOCET<br />
EUOCET, COSTS<br />
8UDGETt INCOME<br />
PSYCFOLOCY OFFICE POLITICS SIMULATIC EL[GET<br />
THE FAMILY ELECETo<br />
VLUhTRY ECEGET<br />
BUDGET<br />
1016<br />
O528<br />
C786<br />
1206<br />
C45<br />
045l<br />
C512<br />
1163<br />
1070<br />
C429<br />
C228<br />
0395<br />
0673<br />
C207<br />
1034<br />
1157<br />
1164<br />
11T6<br />
C329<br />
0296<br />
0529<br />
0664<br />
0395<br />
0464<br />
0354<br />
1037<br />
O270<br />
1097<br />
0098<br />
0303<br />
0494<br />
C077<br />
C349<br />
CI2<br />
0240<br />
0869<br />
1011<br />
1032<br />
1132
BUDGET (continued)<br />
RUCCET 1158<br />
SYSTEM FOR ELZCET FGRECASIING AND OPERATING PERFORRANCE 1184<br />
BUCGET-PLANhlhC<br />
EFFICIENCY C047<br />
BUCCET-PLANNINC,<br />
BUCCETARY<br />
ESSENCE EF RLCCETRY CNIRCL C048<br />
ThE<br />
BUCGETINC<br />
CASI ACCObTINC, BLOGETING 0077<br />
FCRECASTIhC,<br />
INFCRMATIC RETRIEVAL PLANNING BUCCETING SLPERVISION<br />
KWIC<br />
0107<br />
REHABILIIATIEN-PERSChEL<br />
USE CF SEhSITIVIIY ANALYSIS IN CAPITL BLDGETING OB3B<br />
CAPIIAL RL{CEIINC CF INTERRELATEC PROJECTS OB?O<br />
TIME-ShARING CCMFLTER IN RLSINESS PLANNING AND BLDGETING CB?I<br />
REFLhDIhG CECISICN A SPECIAL CASE IN CAPITAL BUDGETING 1002<br />
8CCETIC IOTO<br />
BLEGETS<br />
BLEGETS SCHECULE 1147<br />
COSTS<br />
FUNEAMENTALS CF ELILEING WINNING TEAM C011<br />
CHECKPOINTS FCR RLILCING hLRSINC hOME 0352<br />
BUILCIhC CATA 8AKS FOR MLLIIPLE USES i150<br />
BUILCINGS<br />
SELECTION FOR NEW BANK RLILDINGS 0985<br />
SIIE<br />
BURCEN<br />
BLRCEN VARIANCE FER PROFIT PLANNING AND CONTROL C047<br />
ANALYZING<br />
BUREALCRATIC<br />
IWC ALTHCRITY STRLCTLRE OF BLREALCRATIC ORGANIZATION 1198<br />
TE<br />
BUREALS<br />
EP SERVICE BUREAUS OFFER THE A.' C647<br />
WhAT<br />
BUSINESS<br />
ENTERPRISING MAN AhC TF BUSINESS EXEGLTIVE C057<br />
ThE<br />
ANE PERSONNEL ABSTRACTS A ELIDE IC RECENT<br />
MANAGEMENT<br />
COMPLTER BLSIhESS OTHER LITERATURE 0107<br />
CPERATIChS-RESEARCF<br />
WANIED--2CO,OCO TOP BUSINESS MANAGERS 0123<br />
TE INTERnAL-EXTERNAL CICHCICMY IN 8LSIhESS ORGANIZATIONS 0149<br />
CREATIVITY A MAJOR BUSINESS CHALLENGE 0231<br />
ThE PACE CF TECHNOLOGY- ITS IMPACT EN BLSINESS CP.' 0297<br />
NEW CONCEPIS CF RLhNInC 8LSINESS 0322<br />
HOW SUPERSTITIChS IN BUSINESS ARE CREATEC 0334<br />
TODAYS YEbhC ACLLTS--A GROWING BLSIhESS PROBLEM C337<br />
TE MARKETIhC-ACCCLNTING PARTNERSHIP lh BUSINESS 0369<br />
HEW TO CRAW 8LSINESS FORM C403<br />
BUSINESS BIGOTRY 0429<br />
ECES BUSINESS CISCRIMINATE AGAINST EMPLOYEES ABOVE 45 0459<br />
STUCY CF A RLSINESS CECISICN C468<br />
hEW APPROACHES 1C BUSINESS EATA PROCESSING 0581<br />
A PRCGRAM CF RESEARCH IN BUSINESS PLANNIhG 0597<br />
STUEY OF nEE SATISFACTIONS IN MILIIARY BUSINESS HIERARCHIES 0674<br />
MAhACEMEhT ELSINESS FLANNIhC<br />
RISK ANC ELSInESS CECISIE<br />
APPRCACHES TC LChG-RAhGE FLNNING FCR SMALL BUSINESS<br />
HERES hC 8LSXhESS LIKE SEMINAR RUSIhESS<br />
THERES NC BUSINESS LIKE SEMINAR BLSINESSo<br />
ANALYSIS CF CCST BEHAVIOR FER BUSINESS CECISZCNS<br />
STRATEGIES FCR TECHhGLOGY-EASEC BLSINESS.<br />
lIME-SHARING CCMPLIER IN BUSINESS PLAhhlhG AND BUDGETING<br />
BUSINESS CAN LIVE WIIF ThE -LABOR SHCRTACE-<br />
BUSINESS DECISION MAKING- PHENOMEhCLOGICAL APPROACH<br />
PLANNING FOR REAL-TIME BUSINESS SYSTEMS<br />
C741<br />
C744<br />
C766<br />
C767<br />
B767<br />
C804<br />
C844<br />
0871<br />
C884<br />
1010<br />
1062<br />
THE RCLE CF THE LhIVERSITY In BUSINESS RESEARCH* 113<br />
BUSINESS-<br />
CF BUSINESS 0943<br />
PULSE<br />
BUSINESS-CANINE<br />
POTENTIAb CF BLSIkESS-GAMINC METHODS IN RESEARCH. 042<br />
THE<br />
BUSINESSMAN<br />
AbE TE TIRE[ BLSINESSMAh C065<br />
PERFCRMAhCE<br />
THE CIVIL RIGHTS REVOLUTION ANC THE BUSINESSMAN.' 0225<br />
HEURISTICS FER TFE BUSINESSMAN. 1094<br />
HEURISTICS FER FE BLSINESSMAN.' 1202<br />
BUSINESGMEh<br />
ANE EGRC LEAEERS WEIGH THEIR CURRENT CONCERNS. 1187<br />
3USIhESSMEh<br />
BUY<br />
CECISICn CLRVE FCR LEASE CR BLYo 0573<br />
BUYER<br />
BLYER MLST BE TRAINED 1082<br />
ROLE-PLAY<br />
BLYERS<br />
MCCELS FOR ANALYZING OYERSo 05[3<br />
BEHAVIORAL<br />
BUYING<br />
ThE InCLEIRIAL BLYIhG PRCCESS.= 0946<br />
MOCELINC<br />
BYPRCCbCT<br />
INFORMATION CAN PAY ThE WAY FOR COMPUTER SYSIEMS 0474<br />
BYPRODUCT<br />
CAI<br />
A COMMENCEMENT 0857<br />
CAI<br />
CAT 1125<br />
CALCULATORS<br />
CALCLATCRS STR£hG SILENT PARTNERS. 1175<br />
NEW<br />
CAMFbS<br />
VILLACE FROM A SCECOL TC TEN-ACRE CAPUS B180<br />
tITERACY<br />
hEW ROLES FOR ThE CAMPUS ANE THE CCRPORATION 0426<br />
CANCER<br />
CT|TIS-MEDIA FRACTLRE CANCER 1069<br />
APPENDICITIS<br />
CAnD|EATE<br />
ANC CAhEICATE° 0163<br />
MANACER<br />
CNCNICAL-ANALYEIS<br />
Ah ILLLSIRATIVE APPLICATIOn C444<br />
CAnOnICAL-ANALYSIS<br />
CAPITAL<br />
CF SENSITIVITY ANALYSIS IN CAPITAL BLOGETINGo 0838<br />
USE<br />
CAPITAL BUCGETIhC OF INTERRELATED PRDECTS 0870<br />
CAPITAL CCCES- STANCARD CNIRACTS AND HACGLING° 0949<br />
REFLhOINC DECISION A SPECIAL CASE IN CAPITAL BUDGETING<br />
CAPITAL EXPEkCITLRES NALYSIS- BIBLIOGRAPHY. I070<br />
CARE<br />
CAR CIVES INSTANT INVENIORY INFGRMAIION.' 1076<br />
CChIROL<br />
CARES<br />
MOHAWK MAKE PUNCHED CAPES CBSCLETE C75<br />
WILL<br />
CARE<br />
PERSCNAL HEALTH CARE SERVICES 0955<br />
COMPREhEnSIVE<br />
CAREER<br />
INEFFICIENT CAREER 0261<br />
THE<br />
CAREER-CEVELCFEhl<br />
RRONETICh CCNFLICT 5102<br />
CAREER-CEVELCPMEhT<br />
CAREER-EVELCPMEhl PERSONNEL TURNGVER 1068<br />
CAREERS<br />
SCIENTISTS CAREERS OE02<br />
STARILIZInC<br />
BETTER nAnAGEMEhT DF MANAGERS CAREERS 0291<br />
CASE<br />
IMPACT ON PERSChNEL--A CASE STUOY 0158<br />
AUTCMATIChS<br />
ROLE PLAVIhC AhC RCLE CCNFLICT--A CASE STUDY 0356<br />
THE AIRLINES CASE STUDY Ih MAnAGERENT INNOVATIOno 0834<br />
SHERLOCK CLMES An THE CASE OF THE WISSING LALIFICATIONS 0902<br />
REFLNDINC CEC[SIEh A SPECIAL CASE Ih CAPITAL BUDGETING 1002<br />
LnIVERSiTY CGCPERATICN In PROFESSIONAL TRAINING FOR<br />
STATE<br />
THE CASE CF TEXAS 116<br />
PBLIC-SERVICE---<br />
CASE CF BEEAVIR SCIENCE.' 1200<br />
CASE
CASE METHOD<br />
CASE-METECC<br />
TRAINING 1081<br />
CASE-METECC<br />
CASELCAC<br />
MANAGEMENT 1076<br />
CASELCA£<br />
CASELCAO-MNACEMENT<br />
CASELCAC-FANACEMENT 0129<br />
CLIENT,<br />
CASES<br />
PRCBE PRCSEECTS PSYCHE 1081<br />
C&SES<br />
CASEWCRK<br />
ER|hCIPLES AFEL|EC TO HCSPITAL EMPLOYMENT PRCBLEMS C64I<br />
CASEWORK<br />
YFE FINE ART CF RAISING CASF ABRCAC C936<br />
CCMPTERIZEE LIBRARY CATALCC 1030<br />
THE SCIENTIFIC CCPPLEX--PRCCEEC WITH CALIION Cl16<br />
CAUTI[NS<br />
MANAGEMENT, SEME CALTICNS.' 0553<br />
PARTICIPATIVE<br />
CENSUS<br />
EXPERIENCE AT THE CENSUS 03?0<br />
CCMPLTER<br />
CENTER<br />
A NATICNAL ELCATIChAI CATA CENIER 0598<br />
NEEEEO<br />
FURTHER ANALYSIS CF A COMEbTING CEhIER ENVIRONMENT 0671<br />
THE RPER CEhER ALTCATE ARCPIE 0856<br />
CENTESS<br />
GRANTS ENCCURAGE RECIGNAL CENTERS, TOTAL SYSTEMS 1183<br />
FEOERAL<br />
CENTRAL<br />
CEMPLTERS SLFPCRT ALTGPATEC CENTRAL FILES 1120<br />
NEW<br />
CENTRALIZATICh<br />
OF CENTRALIZATION TC ETHER STRUCTUAL PRCPERTIES 0736<br />
RELAT[CNSHIP<br />
CENTRALIZEC<br />
CEhTRAL[ZEE EECEhTRALIZATION 1198<br />
BEC]SICNMAKINC<br />
CERTIFICATE<br />
IN CATA FROCESSIhG EXAPINATICN C560<br />
CERTIFICATE<br />
CHAIN<br />
THE CHAIN OF CO,MArC 003?<br />
BREAKING<br />
BREAKING TFE CHAIN Of COMMAkC C058<br />
CHAINS<br />
PLANNING ANC CCNTREL LSINC ABSCRBIhG MARKCV CHAINS C637<br />
SALES<br />
CHAIRMEN<br />
CF TE PCWER CF EERARTPENT CFAIREN BY ERCFESSCRS<br />
EERCEPIIChS<br />
CHALLENGE<br />
CHALLENGE CF TCDAYS EERSCNNEL AOMINISIRATIOh C212<br />
TEE<br />
CREATIVITY A NAJCR BUSINESS CHALLENGE 0231<br />
IHE CHALLENCE CF CPERATIChS-RESEARCF C235<br />
CHANGE<br />
STbOY CF AITITLCE CANGE IN THE PRERETIREEkT PERICC.' CIL8<br />
A<br />
TEE CHANCE SEEKERS C241<br />
ATITUE CFAhEE AND CCGNITIVE DISSONANCE 0450<br />
INFLLEhCE CF CEANGE IN SYSTEM CRITERIA BFERFCRPANCE C489<br />
BYNAMIC EEARACTER CF CRITERIA, BRGAhIZATION CHANGE C493<br />
AYTITCE CEAhCE ELRINC MAhACEMENT E£bCAIION. C619<br />
JCB SAIISFACTICh ANG THE EESIRE FCR CHANCE C635<br />
PATTERNS CF CRCAhZATIC CFAhGE C717<br />
HEW TO CHANCE TEE EAEITS CF NATICN 0829<br />
HEW WCRLEWIEE CCRPRATIEN MANACES CHANGE 1146<br />
CHANCE PSYCECLCCICAL POCELS 1152<br />
CCUNICATE TRAIN CHANGE ATIIICE 1193<br />
CN-THE-JCB TRAINING AND ACJLSTMENT TC TECHNBLCGICAL CHANGE 1207<br />
CHANGES<br />
IN TEE CCSTS GF TREATPENT OF SELECTEC ILLNESSES 1069<br />
CHANGES<br />
EFFECT CF CHANCES IN JCB SATISFACTICh CN EMPLBYEE TURhGVER 1196<br />
CHANGINC NATLRE CF PERSONNEL C275<br />
06[8<br />
CLASSROOM<br />
CHARACTER<br />
CHARACTER CF CRIIERIA, CRCAhIZAIION CFANCE C43<br />
OYhAMIC<br />
CPTICAL CHARACTER KEYPUNCHING 1107<br />
CHARACTERISTICS<br />
CF PARTICIPANTS IN AN EMPLOYEE SLCGESTICh PLA<br />
CHARACTERISTICS<br />
JCE CHARACTERISTICS AS SATISFIERS AhG CISSATIFIERS C083<br />
GISCRIMINAhT ANALYSIS CF ALEIENCE CFARACIERISTICS C250<br />
ALLCCATICN CHARACTERISTICS OUTLCME CF RESEARCH CEVELCPMENT<br />
SCME CHARACTERISTICS CF EFFECTIVE INTERVIEWERS 0491<br />
UNIVERSITY IRANSFER RELATIC TC PERSCNALITY CHARACTERISTICS C501<br />
CLASSIFICATICN PRCCECLRES IN ANALYZING CLSICMER<br />
EAYESIA<br />
CEARACIERISIICS<br />
CCLLEGE GRACLATE CHARACTERISTICS RECRLITINC DECISIChS C537<br />
CHARACTERISTICS CF TFE FINANCIALLY CISTRESSED 0543<br />
ALIEhAT[EN EhVIRCNMEhTAL CFRACTERISTICS ANC kGRKER RESPCNSE C725<br />
CHARACTERISTICS<br />
CHART<br />
FCR EVALLATIhG PROZLCT RESEARCH ANC CEVELCPMEhT PRCJECTS<br />
CHART<br />
TEE STRATEGY SELECTIEN CHART 0997<br />
CHARTING<br />
CFARTIhC TFE TCTAL SYSIEM C266<br />
LCCIC<br />
ChECkING<br />
CEECKINC USING IMPERFECT INFORMATICh.' C630<br />
MINIMUM-CCST<br />
CHECKLIST<br />
CHECKLIST CF PLBLICITY ICEAS 0424<br />
A<br />
CHECKFCIhTS<br />
FEB BLILING hLRSINC HCE 0352<br />
CPECKPINTS<br />
17<br />
CHICAGC<br />
THEY EI£NT FAVE IC 8LRh IT CCWN AFTER ALL CC61<br />
CHICAGC<br />
CFCICE<br />
VARIABLE IN CCAIICKAL CFCICE C502<br />
SELF-ESTEEM<br />
CE£1CE SALES MESSAGE EFFECT C CLSTCER-SALESMAN IhTERACTICN<br />
SELF ETHER SEMANTIC CChCEFTS RELAIEC TC CECICE CF VCCATIO C971<br />
CHCICE-<br />
CECICE- EROABILII APPROACH I025<br />
SCCIA1<br />
CHCICES<br />
CFEICES 1205<br />
SSLF-CGNCEFT<br />
CHEESE<br />
TC CHEESE CChSLLTAhT C442<br />
FCW<br />
FEASIBILITY CFCCSE 1090<br />
CHCSING<br />
THE CFERATIENAL RESEARCF PRCGRAMPE FCR los R A C809<br />
CECCSINC<br />
CFCESINC TEE LEVEL OF SICNIFICANCE lh CCPMkICATICN RESEARCH 0841<br />
CITY<br />
PLANNER, GENERAL FLANhlhC AND TEE CITY C026<br />
TEE<br />
SYSTEMS APFRCACF IC CITY PLAhkIhC C375<br />
CITY<br />
CITYS<br />
hEW ZChIhC AbE NEW YERK CITYS hEW LEEK Cgl9<br />
TEE<br />
CIVIL<br />
CIVIL RICHTS REVCLUTICN ANC TEE BUSINESSMAN C225<br />
TEE<br />
CLASS<br />
SECTIEhINC A CLASS SCECLLIC C286<br />
CCMFLTER<br />
CEMCCRAPEY 8Y IhCCME CLASS C608<br />
CLASSES<br />
CLASSES I CRCANIZATICNS<br />
STALLS<br />
CLASSIFICATICh<br />
CLASSIFICATICN PRCCEGLRES lh ANALYZING CSIEER<br />
BAYESIAN<br />
CHARACTERISTICS<br />
;LASSRCM<br />
TRAINING, HACK TC THE CLASSRCEM<br />
LEAEERSEIP<br />
C034<br />
C422<br />
C507<br />
1020<br />
C578<br />
0683<br />
1055<br />
C526<br />
C5C7<br />
C386
CLEANER<br />
CLEANER<br />
CUFLICATCRS, MERE AUTCMTE, CLEANER CPERATIZN<br />
NEW<br />
CLERICAL<br />
SLRERVISICN, CLERICAL<br />
TRAInINC,<br />
MINCRITIES, LNEMFLCYMEnT, CLERICAL<br />
SELECTINC CLERICal PERSONNEL<br />
CLERICALI EVALLAIEE<br />
CLERICAL, RELIA81LITY<br />
PERFCRMANCE PEASLREMENT FER CLERICAL CPERATICnS<br />
MAkECWER, CLERICAL IYPIkC, ALTC-TYPING<br />
TRAINING, CE[IKC, FILING, CLERICAL<br />
CLERICAL FILINC TYPIhC DICTTINC<br />
EIEFERENCES IN TEE CCST CF (EARCFINO FCR CLERICAL WCRKERS<br />
FEMALE CLERICAL<br />
CLERICAL-IASKS<br />
EVALUAIIC, EFFICIEkTLY CLERICAL-TASKS<br />
UhCERUTILIZATIE,<br />
CLIEnl<br />
CASELCAE-MNAGEMEkT<br />
CLIEnT<br />
CLIENT<br />
CLIENTS<br />
FCSPITAL-AEMINISTRATICN ATTITLDES CLIEKTS<br />
DECISIC-MAKINC<br />
CLIMATE<br />
CLIMIE, WCRK CRELPS CRCAkIZATICNAL PERFERMANCE<br />
MAhACERIAL<br />
CRCLP-CEnTEREE CLIMATE<br />
CLIkICAL<br />
InFCRMATICN PROCESSINC<br />
CLINICAL<br />
CLINICAL PSYCFEMETRIC WCRK-SAMPLE AFRRCACFES IC PREDICTION<br />
CCMFLTER AIES lZ CLINICAL TREATMENT EVALLATIN<br />
CLICLE<br />
TCCL OF LEAEERSEIP AN CLICUE IDEnTIFICAIIEN-'<br />
SCCICMEIRY--A<br />
CLUSTER<br />
AkALYSIS In TEST MARKET SELECTIEK<br />
CLUSTER<br />
CLbSTERInG<br />
CF SIECK PRICES<br />
CLLSIERInC<br />
CC8AL<br />
ICOC SYSTEMS MEk EVALLTE CCBAL<br />
EVER<br />
CEDE<br />
TEST, CCEE<br />
TRAInINC<br />
PRCCRAM, CCEE ANALYZES<br />
SELECTICn FRCCRAMINC, ELAnIC CFTIMAL CGE<br />
PRCCRAMS, IkFCRMATIO, TA-FROCESSIkG CODE<br />
INFCRMATICN CCEE<br />
CCTRCL, CCCE<br />
SELECTIVE IFCRMATICk ECCLMENTS CODE<br />
CCCE£<br />
InFCRMATIOn CCCEC<br />
SELECTED1<br />
CCES<br />
CCLMEnTATIEN, CCES ANALYZES<br />
SYSTEM/3EO<br />
ERCCRAMS, CLEES<br />
IFZRMAT[Cn CCCES<br />
INFERMATICn, CEEES<br />
TESIINC, PRCCRAMPER, INOEXIC, ECCLMENT, CONTRCL COES<br />
CCnTRCL, CCEIC, AkALYSIS<br />
CCMFLTERIZEE GEECRAPIC CCEInC<br />
INFERMATICn, CCCINC<br />
PRCCRAM, CCLMEnTATIEn, CCEIG, AALYSIS<br />
PRCGRAMMIC, INFCRMATION, EVALUATIOn, CEDING<br />
JCES, CENTRCL, CCCINC, CLESTICkAIRES<br />
ESYCFOLCCISTS, InECRMATICn, EVALUATIONS, CODING, ANALYSES<br />
1036<br />
C227<br />
0233<br />
C243<br />
254<br />
C287<br />
C463<br />
CE20<br />
C923<br />
1C91<br />
lifO<br />
1196<br />
C098<br />
0129<br />
1121<br />
COl4<br />
0986<br />
1138<br />
C24<br />
C684<br />
0810<br />
C956<br />
0650<br />
C914<br />
0384<br />
C532<br />
0566<br />
C623<br />
CES1<br />
C706<br />
C769<br />
OB3<br />
652.<br />
C43<br />
C446<br />
C535<br />
C53<br />
C75<br />
042<br />
0454<br />
C45'<br />
C455<br />
0599<br />
C702<br />
C72C<br />
18<br />
SYSTEM 360 C£Cln£ TECFnICUES<br />
CCEInG, SELECTIEn, EVALATIEN<br />
TRAINING, CCEInC, FILIkG CLERICAL<br />
CECkITIVE<br />
CFAnCE AbE CECNITIVE DISSONANCE<br />
ATTITUDE<br />
COMMUNICATION<br />
RELATICNSFIPS AMChC LEADERSFIP DIMENSIONS AND COGNITIVE STYLE C525<br />
CEPESIEnESS<br />
CF CRCUF CCESIVEhESS Ch ORCANIZATION PERFCRMANCE 0255<br />
EFFECTS<br />
CELLAR<br />
ELLE CELLAR CRKERS E SALARIED C329<br />
SFCLLO<br />
CCtLECTICn<br />
CF EATA CCLLECTICN SYSTEMS C707<br />
SLRVEY<br />
CCLLECE<br />
TRAINIhC PREGRAMS FOR COLLEGE GRADUATES 0268<br />
EFFECTIVE<br />
CbICANCE PERSCnnEL AnE TEE CCLLECE OMAh C358<br />
MEDICAL EELCATICk COLLEGE 0497<br />
CCLLEGE CRACLAIE CFARACTERISTICS ÷RECRLITING DECISIChS C537<br />
CCLLEGE RECRLIIInC CCMBAI SILET CISENCFANIMENT C587<br />
YCbR Ogk CCLLECE PAY TRAIn YCUR ISTRIBLIDRS COOl<br />
CAn CCMFLTERS WRITE CCLLECE MISSIChS 1ESIS CTI8<br />
FACTCRS IN CCLLECE ATTENCAkCE 0723<br />
TEE CVERSELL--A MAJCR PITFALL IN CCLLEGE RECRLITMEkT CB65<br />
CCLLECES<br />
STLCY FRCCRAMS I CCLLEGES AND LN[VERSITIES' 1018<br />
WORK<br />
CCLCRS<br />
LSE CF CCLCRS TO IMPRCVE CPERATING EFFICIENCY 0923<br />
TEE<br />
CGMFGRIAELE<br />
RECEPTION AREA IS COMFCRIABLE, QLIET, EFFICIERT.' 0374<br />
REOESIGnEE<br />
CCMMANC<br />
TEE CkAIh OF COMMAnE 0037<br />
BREKInC<br />
8REKIkC TEE CEAIk OF COMAnE C058<br />
AUTCMATEC IkFERMTIOh SYSTEMS IN PLAnNIG CONTROL •CGMMAND 0112<br />
CCMMITMENT<br />
CAN WE CIn 1FEIR COMMIIMEI. 0125<br />
FEW<br />
CCMMIITEE<br />
RE,ARES CCCREIATIC AMCkG COMMITTEE EMBERS<br />
AEMIhISIRATIVE<br />
PRESIDENTS CCMMIITEE RECCMMEnDS CCMPUTIKO FOR UNDERGRADUATES 0709<br />
C758<br />
0913<br />
0923<br />
050<br />
COl3<br />
C COMMIITEE Ch STATISIICAL TRAIInG 1033<br />
CCMMITTMEI<br />
FEACSTARTTEACFER INTEREST Ak CCMMITTMEkT 0802<br />
PRCJECT<br />
CCRMnICATE<br />
TEAT CCMLnICATE C575<br />
REPCRTS<br />
COLNICATICnS WICH COMMLICATE 0938<br />
CGMMLnICATE TRAIn CHanGE AIIITLE 1193<br />
CCMMLICAIICn<br />
ERCAIZATIC CCNDLCI IN THERAPbIIC PltIEAU COl4<br />
COMMLNICTICn<br />
CCMMUNICATICn, EVLUATINC, MCTIVATIEN COl6<br />
CCMMLNICATICn C03T<br />
DECISIGn-MAKINC, TEAMWORK CCMMUklCAT{CN C074<br />
GRCLP ACCEPIACE COMMUNICATION C125<br />
CCPMLNICAIICn I74<br />
EDP PERSOnnEL SECLLO IMPROVE COMMUNICATION TEe C280<br />
CEMMLNICATICn C320<br />
CGMPLNICT1Cn 0334<br />
CCMPLICATIC C344<br />
INTERVIEWInC EERSCNkEL, CCPMUNICATICNnIERPERSCAL-RELATICNS 0390<br />
RETRIEVal CCMMLNICATICN C448<br />
CCMMLNICATICn C546<br />
SUPERVISCRS AlTITUdES EVALbATIO COMMUNICATION 0640
(conhnued)<br />
COMMUNICATION<br />
CCPMLNICATICh 0691<br />
IhTERPERSChAL<br />
PCLICY COMMLhlCATICN C764<br />
CPCESING TEE LEVEL OF SIChIFICANCE I CCMMUNICATICN RESEARCH 0841<br />
TRAINIhC, CCEMLNICATICN 0932<br />
RCLE OF VEREAL CCMMUhICATICh IN TEAMWORK 0951<br />
MAhACEMET BY PRESLEM CCPMLICATICh 1021<br />
lh RACIO-TV COMMLNICATICh E{LIPMEhT MAhLFACTURIhGo'<br />
CCCLPATICNS<br />
1127<br />
INFERNAL CCMLhlCATICN 1195<br />
A SYSTEMS AEPRCACF TG INDUSTRIAL MARKETING COMMUNICATIONS C028<br />
COMPLeTEd/ICeS AhO INTERNAL COhTRCL 0124<br />
CLEAR COMMbhICAII[NS FOR CHIEF EXECUTIVES C142<br />
EEFICIEhCY AND EERCR CCNTROL Ih ATA CCMMLNICATIChS 0412<br />
HEW AN AGENCY STUDIES ITS CCMMbNICATIONS SYSTEM 0417<br />
COMMLNICAIIChS WHICH COMMUNICATE C938<br />
CCMMbhICA10R-<br />
MYTH EF TEE -KEY COMMLhICATCR-.' 0253<br />
THE<br />
CEMMLNITY LEACERSFIP--OIRECIICNS 08 RESEARCH C046<br />
COMMNIIY SCCOLS IN THE PHILIPPINES 0183<br />
COMMUNITY HEALTH ERV[CES C186<br />
PUBLIC COMMUNITY BLATIOhS 0424<br />
HOW IO USE RGLIIE CCCASICN TO BUILD COMMUNITY ONE,WILL C40<br />
APPRAISALS EASLRE EVALUAIE COMMLhIIY L179<br />
COMPANIES<br />
WEE FAIL TFEIR CCMPNIES 0178<br />
LEA£ERS<br />
EDF EXPERIENCES CE SMALL COMPANIESo 0218<br />
SABEATICAL LEAVES- NEST CCMEANIES VCTE -NO C283<br />
WHEN COMPANIES FIRE EEOPLE 0495<br />
WHY COMPANIES SPCNSOR FELLOWSHIP PLANS 0626<br />
CCMPANY<br />
T CRACK ECWN CN COMPANY PCLITICS 0126<br />
HEW<br />
ORGANIZATIChAL FEALTF AN CCMPAhY EFFICIENCY 0224<br />
MAXIMIZINC CCPAhY PRCFITS FROM TRAININC PROGRAMS C324<br />
WHY WOMEN STAY HCME CCMPANY CCTERS ANALYSIS 0434<br />
PERCEIVEC VALUE OF JC8 TyPE COMPANY SIZE LOCATICN 0531<br />
HEW AND WHY- TC START CCMPAhY PLSLICAIICh 062T<br />
NEW VENTURE MANAGEMENT Ih A LARGE CCMPAhY 0710<br />
ECbIPMENT FCR YCLR COMPANY LIBRARY. 1037<br />
DISSEMIhATINC IhFCRMATIGh WITHIN CCMPAhY° 1149<br />
CMPANY-W[E£<br />
MANAGEMENT CF MOTIVATICN A COMPANY-WIDE PRCGRAM G385<br />
THE<br />
CCMPARATIVE<br />
ME,EL FCR RESEARCH IN CCMEARATIVE MANAGEMENT. C00<br />
A<br />
CZMFARING<br />
THE CCMPACF.' C247<br />
CCMPARING<br />
CEMPARISCN<br />
DIFFERENCES TO CUESTIONS Oh SEXUAL STAh{ARD Ak<br />
RESPCNSE<br />
INTERVIEW-{UESIIEhNAIRE CCMPARISCh 0803<br />
CCMPARISCN<br />
8IREG COMPARISChS Ih PREFERENCE ANALYSIS.' 0947<br />
SYSIEMAIIC<br />
CCMPESATED<br />
WELL COMPEhSATEO ARE NCEO EXECLTIVES C963<br />
HEW<br />
CEMPEhSATICh<br />
AhC JCB EVALUAIION- 0271<br />
CCPENSATICh<br />
AhCEMENT INCENTIVE COMPEhSATIC C380<br />
AMINISTRATIVE ISSUES IN kCRKMENS COMPENSATION 0771<br />
SUPPLEMENTARY CCPPENSATIZh ESIRES OF MIDDLE-STAFF MANAGERS 1148<br />
COMPUTER<br />
COMEE]ENCE<br />
AO TECHNICAL COMPETENCE C690<br />
ADMIhISTRATICh<br />
CCVPILE<br />
CR COMPILE C457<br />
ASSEMBLE<br />
CCMPLETICh<br />
-'-PECR IELEPFGME AFFCIKIMChT Ch COMPLET[CN RATES 1095<br />
EFFECT<br />
CCMPLEX<br />
CF CCMPLEX BEEAVIORAL MCOELS TC REGIChAL AND<br />
APPLICATICNS<br />
CRCAIZATIChAL-AALYSIS<br />
IFE WIh-LSE CCMPLEX 0877<br />
CMPLEX--FRCCEEC<br />
SCIENTIFIC CEMFLEX--PRCCEED WITH CALIIOh C116<br />
THE<br />
OMPLEXITY<br />
YOUNG AOLLT [h THE ACE CF CCMPLEXIFY<br />
TEE<br />
CMPChENTS<br />
CCVPChEhTS CF JCB SATISFACTICN C643<br />
WEICFTINC<br />
ICMFREFEhSIVE<br />
LCCK AT MAGNETIC TAPE REHABILITATICN 0202<br />
CCMPREPEhSIVE<br />
CCMPREFEhSIVE PERSCNL PEALIE CARE SERVICES C955<br />
CCMFbLSORY<br />
IN CCMPLLSCRY ARBIFRATION 0090<br />
AIIIIUDES<br />
CCMPLTER<br />
MANACER AbE TEE CCMPLTER C068<br />
TFE<br />
19<br />
MANAGE TO AVCI£ SCAPEGCAT CCMPUTER C073<br />
USER CRIEhIEE CCPPbTER SYSTEMS C084<br />
AhC FERSGhhEL AESTRACTS A CHIDE TO RECENT<br />
MANACEMENT<br />
COMPbTER BLSINESS OTHER LITERATURE 010T<br />
PERATIChS-RESEARCF,<br />
LEGAL PRCTECTICh CF CCMPLTE8 PROGRAMS C143<br />
USING CCMELTER TO SIMLLAIE CEMPLTER C203<br />
USING CEMPLTER TC SIMULATE CEMPLTER C203<br />
RECRLITINC, FR[CRAMMER CEMFLTER C209<br />
CCMFLTER ANALYSIS CF MEDICAL SIGNALS 0245<br />
ThE CCMPTER IN MEDICINE C246<br />
CRGANIZIhC CCMFLTER SERVICE ?C SUPPLY EMPLOYEE MCIIVATIEh 0259<br />
IMPACT CF ThE CCMPLTER CN ACCOUNTING FOR HOSPITALS. 0282<br />
CCPFLTER SECTICNING Ah CLASS SCFELLIhC C286<br />
CCMFLTER<br />
COMPLTER GRAPHICS- WHERE ARE WE C345<br />
CUPLICATCRS SAVE CCMFLTER lIME G350<br />
CCMFLTER EXPERIENCE AT TEE CENSUS 0370<br />
WHAT ONE SURVEY SCWS ABCLT CCVFLTER USE C402<br />
INSTRUCTICN 8Y CCMPUTER 0446<br />
PRECICTIhC IFE CCSTS CF CCMFLTER PRECRAMS C455<br />
DEVELOPMENT CFAIES FCR MANAGERS CF COMPLTER PRCCRAMMIhG 0469<br />
BYPRCDUCT INFORMATION CAN PAY TEE WAY FCR CCMPUTER SYSTEMS C474<br />
CCMPUTER PRCCRAM FCR TIME STUOY ANALYSIS. C588<br />
VCCATICNAL INTERESTS CF COMPUTER PREGRAMMERS C636<br />
CCMPLTER MCCEL FCR NEW PRCCLCT CEMANC C669<br />
PRCELEM SCLVINC EY CCVPLTER LOGIC C72g<br />
CMPLTER AIDS TC CLINICAL TREATMENT EVALUATION C8IO<br />
ESSENTIALS CF CCPPLTER SIMULATION 0817<br />
SCHEDULING CCMFLIER CPERATICNS-2 0820<br />
ACVERTISIDG CENTRCL, CCMPLTER APPLICATION C840<br />
MCCERh CCMPLIER IEChhCLOCY AN MANAGERIAL PRINCIPLES 0863<br />
TIME-SPARING CCMFLTER IN EUSINESS PLAhhlhG AND BLDGETING C871<br />
THE CCMPLTER AhC TEE $CHCCL EF ICPCRROW 0876<br />
CEMBLTER EFFEC1S UPON MANAGERIAL ACCOUNTING JCBS 0885<br />
THE PRICRITY PRCBLEM AND CCMFLTER TIME SHARING 0888<br />
MAhACIhC TC ANACE THE CEMPLTER C890<br />
C628<br />
C293<br />
C341
COMPUTER (conhnued)<br />
kCRTF hAITInC FOR TEE MLLTIPLE-ACCESS CCMPLTER 0921<br />
CCMPLTER FISFES CLT CTA Cn $2 MILLIOn CELLAR CATCH Cg42<br />
SKILL RECLIREMETS FOR COMELIER MAhLFACTLRIkG 0989<br />
KEY TO SECCkC REVOLLTICn, THE CCMPLTER AS BLDOY CggO<br />
ALOITInC TEOLCF TFE COMPUTER Cg96<br />
CCMFLTER SSISIEE MEnU PLAnnlkG 1009<br />
JUS1 MERCEE- COPIER AnP CEMPLTER 1014<br />
TFE COMPUTER AnD TFE MANACEMENT OF CERPCRATE RESOURCES 1039<br />
COMPUTER TERMInCLCCY RETRIEVAL LIBRARY IC53<br />
COMPUTER COURSES EY CCRRESPECEnCE 1071<br />
nEEDS COMPUTER 1073<br />
CCMFLTER 1085<br />
FIVE BARRIERS FInCERInG CCMFLTER ASEISIEO InSTRLCTIEn 1125<br />
SIMLLATIEn BASIC CEnCEPTS CF COMPUTER ORIENTED TECHNIQUE 'I156<br />
WORK CCMFLIER -An SC C YCL- 1173<br />
CO,PLIER-ASSISTED<br />
IhSTRUCTIEn In In£LSTRIAL TRAInIhC C518<br />
COMPLTER-ASSISTEE<br />
REMOTE INDUSTRIAL TRAINInC IA COMELIER-ASSISTED [nSIRbCTI Cg60<br />
COMELIER-BASEL<br />
EMPIRICAL METFDCS IC CDMPbTER-BASE SYSTEM CESIG C487<br />
APPLYInC<br />
CCMFLIER-PRCCRAMMIhC<br />
CGMPLTER-PRCGRAMMIMG O06g<br />
PRCCRAMMERS,<br />
CCMPLTERIZATICn<br />
FRCCRAMMERS, CCMRLTERIZATIEN C003<br />
TRAIhInC,<br />
INFCRMATICn-FRCCESSInG EP COMPUTERIZATION CDST-CCnTREL C005<br />
CEMPLTERIZATIEn C050<br />
CCMFLIERIZTIZn COSB<br />
ATA-PRCCESSInC COMPUTERIZATION CO?O<br />
AbTEMATICh CCMPLTERIZATICn C072<br />
PCTIVATInC CCMPLTERIZATICK C073<br />
PERT, MEDICINE, EDUCATIONAL, COMPUTERIZATION 0112<br />
CCPFLTERIZTICn, EOP, DAT-PRCC[SSInC C137<br />
EDP CC@PLTERIZAIICE 0262<br />
COMPUTERIZaTIOn C296<br />
CCMFLTERIZTICn [NFORMATICn-SYSTBM 0322<br />
TEAMWORK CCMFLTERTZATION IhFCRATIC-SYSIE<br />
CCMPLTERIZEC<br />
CECCRAPHIC CCOInG<br />
CCMPUTERIZE<br />
CEMELTERIZEC LEARnINC EDLCAIICN<br />
CCMPLTERIZEC LIBRARY CATALCC<br />
CCMPLTERS<br />
CCMFLTERS<br />
EVALbATICn<br />
GW CO CEMPLTERS AFFECT ACCCLNTING AO ALDITING TECHNIQUES<br />
CCMFLTERS<br />
PERSONNEL CFFICES TURn TC CCMPLTERS<br />
PORE AND CRE CCMPLTERS £C TEE TALKING<br />
CCMPLTERS E LnlVERSITY AEMINIS?RATICh<br />
TFE CRCAhIZTICnAL IMFACT DF CGMPL]ERS<br />
CAn CCMFLTER bRITE CCLLECE CMISSICnS lISTS<br />
CCMFLTERS In TEE-LEVEL DECISION MAKING<br />
PLAIN TALK ABCLI CCMPLTERS<br />
CCMELTERS AnD CLATEREACKS<br />
FREFRInC FOR CCMFLTERS<br />
hEW CCPLTERS SLFPCRT AUTCMATE CENTRAL FILES<br />
CCMPLTIC<br />
AnaLYSIS CF CCMPLIING DENIER EnVIROnMEnT<br />
FURTFER<br />
0369<br />
0857<br />
1030<br />
C247<br />
0276<br />
C304<br />
C409<br />
C535<br />
C685<br />
C718<br />
079<br />
0831<br />
Cgg2<br />
10gO<br />
1120<br />
0(;71<br />
20<br />
CONSTRUCTION<br />
PRESIDENTS CCMMIITEE RECOMMENDS CCMPbTInC FCR UGERCRADUATES CTOg<br />
:EMPLTER<br />
SYSTEM FR COnTRELLIKC INTERVIEWER COSTS llgO<br />
CCMPLICR<br />
CC<br />
CChSLLTAnIS PRO AND CON 08S8<br />
CO,DEFT<br />
TE CCnCEET CF CRChIZATICNAL GOALS COD2<br />
Ch<br />
ATTITUDES SELF CCnCEFT C021<br />
ICEATICnAL ITEMS TFE SYSTEMS CCCEPT C339<br />
TEE SYSTEMS CCnCET In AACEMENT C662<br />
A ANALYTICAL AFPRCAC TC TEE CONCEPT CF IMAGE 0692<br />
ThE LBICLITCLS CATA BASE CCCEPT C6g6<br />
ThE CONCEP1EF REALILATIL- USEFLL DEVICE 0869<br />
TEE MAnACEMEnT-S-A-PROCESS CONCEPT Cg12<br />
CCnCEFTS<br />
CONCEPTS EF RLnNIC 8UINEES 022<br />
hEW<br />
IFCRMAIICn CONCEPTS IN nETWORK ELAnnlnC C735<br />
ERGAnIZTICnAL CLNFLICT CCnCEPTS AhC MODELS 0782<br />
SELF CTHER SEMANTIC CCnCEFTS RELAIED TC CFGICB CF VCCATION 0971<br />
SIMLLATICh BASIC CCnCEPIS EF CCMFLTER ORIENTED IECFIQUE '1156<br />
COnCEPTUaL<br />
CCEL FCR TFE ANALYSIS CF FLANKING BEHAVICR C780<br />
CCnCEFTAL<br />
CCnCERnS<br />
KE hZGRC LEADERS WEIGF THEIR CURRENT CCNCERS 1187<br />
BUSINESSMEn<br />
CONDITIOKS<br />
CCnOITICnS SALARIES i013<br />
WORK<br />
CONDUCT<br />
CRCnlZATICn CCOLCl IN IFERAPLTIC MILIEAU C014<br />
COMMtNICATICn<br />
COnFERENCE-<br />
LEADERSHIP STYLES IN PRCBLEM-SOLVIG CNFERENCE-' OR07<br />
MANAGERIAL<br />
COnFEREnCES<br />
CChFEREhCES SEMINAR 0257<br />
SYMFCSILM<br />
WFAT YOU SHCLLC KnCW ABCLT TFE PRESS CONFERENCES 080<br />
WCRKSHCPS CCnFEREnCES 1192<br />
CONFIDENCE<br />
CCnFIENCE C306<br />
SUPERVISICn<br />
TRAIn[hC COnFIDEnCE EFFICIENCY C360<br />
CONFLICT<br />
TRACITICnAL ORGANIZATIOn THEORY CONFLICT WITH TFEDRY C018<br />
CCES<br />
CChFL[CT<br />
CAREEROEVELCPMENTe PRDMCTICn C£FLICT 002<br />
CRGAnIZATIChL CCnFLICT<br />
CCFL[CT<br />
CRGAk[ZETICnAL CChFLICT CONCEPTS AnD CCELS C782<br />
CChFLICT--A<br />
PLAYInC AnE RCLE CCNFLICT--A CSE SIUDY 0356<br />
RCLE<br />
CONFLICTS<br />
CF InTEREST--WFERE ARE WE NCk 0896<br />
CONFLICTS<br />
COnFRCnTATICn<br />
CnFRCnTATICn MEEIINC G6g9<br />
TFE<br />
CCnFREhTINC<br />
CF PREELEMS CONFROnTInC MANAGERS C031<br />
TYPES<br />
CONFUSE<br />
RESPONDENTS WFC FKE CONFUSE SURVEY INFORMATION 0499<br />
EETECTInC<br />
CCNFLSIOn<br />
CCnFUSICn In THE SELECTION CF StPERARKET<br />
CCnSLMER<br />
CDNCRLENCE<br />
CEnCRLEKCE In CRIIERIOn DEVELOPMENT.'<br />
FACTCRIL<br />
CChSECLECES<br />
TFE RECORD AND COnSEqUENCES<br />
MEEICARE-<br />
CCNSICERATICnS<br />
In LCC RnCE PLAnnlnC<br />
CCSIDERATICnS<br />
CDNSIRLCTICK<br />
MAnPCNER- SEPPLY AnD FLEXIBILITY<br />
COnSTRUCTIOn<br />
C099<br />
C754<br />
Cg52<br />
C192<br />
1050<br />
1118<br />
IC92
CONSULTANT<br />
COKSbLTANT<br />
TO CFOCSE CCNSLTANT 0442<br />
Og<br />
mANAGEMENT SURVEYS ANt CCNSLLTANT ANAGEMENT C969<br />
CONSULTANTS<br />
Po CCNSLLTANTS PR ANO CCN 0858<br />
EoD<br />
CONSUMER<br />
CF ALTERNATIVE RATINE DEVICES FOR CDNSLMER RESEARCH<br />
EVALLATICN<br />
CCNSLNER CCNFLS[Ch IN TEE SELECTION OF SLPERMARKET 0952<br />
NETFGOS CF EST[MAT|NG CCNSUMER PREFERENCE DISTRIBUTZCN 068<br />
IhTERPERSCNAL CRIEhTATIOh TC STUDY CF CCNSUPER BEHAV[CR C978<br />
CN TEE STbEY CF CENSURER TYFCLGCIES 1121<br />
CONTINUING<br />
CONT[NL[NG ECUCAT[CN ORCP-ebT AN INCREASING PRCBLE C204<br />
THE<br />
CONTINLITY<br />
FUNT--A MUST FCR MANACEENT CNIINU[1Y C363<br />
PAN<br />
CCNTRACT<br />
EVIDENCE CN CCNTRACT CLALSES BANNING D[SCRIMINAT[CN 0198<br />
Nfig<br />
CONTRACTS<br />
bNEER LAECR CONTRACTS AN LAW C387<br />
7ESTING<br />
CAPIIAL GCCS- SIANDARD CCNTRACTS AND HAGGLING 0949<br />
CG&TRIEUIICNS<br />
£F PROJECTIVE 1ECFNICLES lE THE ASSESSMENT OF<br />
C£TRIBLTICNS<br />
MANAGEMENT-PTENT[AL 0720<br />
CONTRCL<br />
TPCGFTS CN |NTERNAL CCTRCL SVSTEMS OF THE FIRM C016<br />
SOmE<br />
ANALYZING BbRDEN VARIANCE FER PRCFIT PLANNING AND CCTROLo' C047<br />
TPE ESSENCE CF BLCEIARY CCNIROL C048<br />
VOCABULARY CCATREL IN AblOMATIC INCEXINC. C086<br />
AOTCMATEO INEORMATIO SYSTEMS IN PLAkNINCe CCNTRCL COMMAND 0112<br />
COPMbNICATICS ANE INTER&AL CEnTRal° 0124<br />
OECISIGN TABLES A TECFNILE FOR DCCLMENTING CONTROL SYSTEMS 0145<br />
FLMAN FACTCR IN TETAL QUALITY CGNTRCL clgg<br />
EATA-PRCCESSINC CCNIROL 0281<br />
QALITY CCNTRCL AND ASSURANCE IN RECCROS CONVERSICh. 028?<br />
CENIRCL BECIN A1 THE OATA SCARCE 0295<br />
CNTROL ATAS mAGNIFICENT FLMBLE C304<br />
CCST CCNTRCL 8Y REGRESSIZ ANALYSIS°' C323<br />
VALLE ANALYSISe NEW TOCL FCR COST CONTROL 038]<br />
PROGRAm PLAN EVALUATE CCNTRCL<br />
KEY ITEm CCNIRCL C410<br />
PULES PLANt INFCMAT(N CENTRGL<br />
CNTRCL, DPINISIRATIVE 0411<br />
EFFICEN£Y AE EPRCR CONTRCL IN DATA CMMbNICATICNS C412<br />
CNTROLw CCCING ANALYSIS C412<br />
INFCRmATIChe CENTRCL 0438<br />
FEECEACK IN ACC|EET CONTRCL 0438<br />
PRCGRAMe [CCLMEhlATICNt CCNTRCL C449<br />
PRCCRA CChTRCL C463<br />
PEANNING FCRCASTINGe DECISIONe CGNTROL ANALYSIS 0464<br />
TRAINING TES?INC PLANT CCNTCL MATERIALS SUB-PRCFESSI£NAL C470<br />
LBCR CGST CCNTRCL D472<br />
[NFCRNATICNe CETRCL 0472<br />
PRCGRM C£IRCL 0475<br />
NEWEL OF A£AFTIVE CCNTRCL CF PROmCTIDNAt SPENOING G480<br />
OPTIMALe INFCRMATICN CCNTRELe ANALYSIS C4BO<br />
@RCGRAMNED CRGANIZATIENAL OECISICNS C£NIRGL AOmINISIRATIVE<br />
INTERNAL CONIRCL RELATICNS IN ADMINISTRATIVE HIERARCHIES<br />
C41q<br />
21<br />
INFCRMATICh, CCNTRCL, ANALYIS<br />
CONTROL<br />
PRCCRAN CPIIMLM JOBS, CCNIRCL 0559<br />
CNTROE ANALYZE 0565<br />
RLES PLAh CChTRCL C576<br />
KEY ITEM CCNTRCL.' C576<br />
PLANNINC CCNTRCLe ANALYSEC 0579<br />
PLAhNING CChTRCL 0591<br />
EVALUATIhC CCNTRCL ANALYSIS, REGRESICh 062<br />
PSYCFCLCCY-EGIhEERIC FLANNIhC ECLCATIOh, CCNTRCL 0629<br />
PERSCNNEL, CChTRCL 0633<br />
SALES PLANNinG ANE CCTRCL LSINC A8SCRING MARKCV CFAINS C637<br />
FLAN CCNTRCL<br />
TEST JC CCNTRCL C647<br />
PLAkINGt ICEX CENIRDL C652<br />
CCNTROL CF RESEARCh- PCSSIBLE AIDS 0652<br />
TRAINING POCCRAP ANPOWER, CCNTRCL, ANALYSIS C663<br />
CRCANIZAT|CkL CPTIM|STICe CDNTRCL 0665<br />
PERSChNEL [NFCRPATICNe CCNTRCL C?O0<br />
JESSe CCNTCL, CCENC, CLESTICNNAIRES C702<br />
EDbCAT|CN CCNTRCL 0711<br />
TRAINING, SELECTING, PRCCRAM, PERSChEL VANPGWER,VALLATION CCC730<br />
CRCAhlZTIChAL, EVALLATEC CCNTRCLe ANALYZED 0?37<br />
SUPERVISCR¥, CRCAhIZATIChAL CCNTRCL C788<br />
STRLCTURE PCLICY STYLE STRATEGIES CF CRGANIZATIChAL CGNTRCL C38<br />
PRCGRAS, CCTRCL C740<br />
AK IMPRCVEC BASIS TO ESTIMATE CCNTRCL R-+-0 TASKS C40<br />
FRCCRAVS, FLANNIC, CCNTRCL C747<br />
PRCCRAM, ERCANIZATIOS CCSEL, CCTRCL, ADMINISTRATIVE C752<br />
PRCCRAM, FLANIC CCTRCL C755<br />
TESIING, PPCCRAMPER INDEXINC, CCCLMENT, CONTRCL, CCES C758<br />
CCNTROL CCCE C78<br />
TRA[N[hG SELECTEC PRCGRA EVALLATEe CCNTRCL C783<br />
CSPITAL, CCTREL C79<br />
PRCCRAM PLAh FERT EVALLATICN COkTRCL 0806<br />
PLA EVALUATINC CCTRCL STANEARCS C812<br />
PLANT, CCNTRCL 0814<br />
PROCRAPMING CCNTRCL ANALYST-PRCGRAMER 0819<br />
PLAINC [CCLMENT, CENTRCL C821<br />
SELECTINCe PLAkNINC, INFDRFATICN, CCNTRCt 0822<br />
INFERMATICN, CCNTRCL 0823<br />
PRCGRAM, DAT-PRCCESSINC CENTRZLt ANALYSIS C824<br />
MAINIENACE CCST DATA FOR ANALYSIS AND CCNTROL 0824<br />
INFCRNATICN, CECISICN, CCNTRC1, ANALYZIC 0826<br />
CRGANIZEC, IbFCRMATICN, £ECISICh, CCTRCL ANALYSIS 0833<br />
AOVERTISINC CGNTPCL CCHPLTR APPLICATION 080<br />
PLAN. CRCAIZATIC, INFORMATION, CChTRCL, ANALYSES C840<br />
TEST, CPTIMAL IkFORATICN CCNTRCL ANALYSIS 0842<br />
PLANN[hGe CRCAN|ZATICN, CCNTRDL, ANALYS[S R-+- 0844<br />
TE MAhACERS SLAKE IN UAL[T¥ CCTRCL C849<br />
5ATISFACTIC CChTROL 0849<br />
PREGRAM, PLAN, PERSONNEL, CCNTRCL 0850<br />
FLA MAKINC, CChTROL, ANALYSIS 0859<br />
ACIT CCTRCL CF INTERNATICNAL GPERATICNS. 0926
CONTROL (conhnued)<br />
JCS CCKTRCL<br />
TRAInINC, PRCCRAP PERSOknEL EVALLATINC CChTRCL<br />
RULESt PRCCRAP, FLAnnING, CRCAN[ZAT[CN, CCNTRCLt R-+-C<br />
PLAhNTNC AnD CCkTRCL UF RESEaRCh AND CEVELOPPENT ACTIVITIES<br />
TNTERLCC- CCkTRCL WHERE TEE ACTTCk TS<br />
CCNIROL CARE GIVES INSTAnl [kVEhTCR [NFCRPATICn<br />
STATISTICAL kALYSIS In CCS1HEASREPENT ANO CONTRCL<br />
CCNTROL OF CLLTLRAL BIAS |n TESTING- AN ACTTC PRCGRAo<br />
CONTRCLLED<br />
PERSCnNEL HECTCAL JC8 CCn1ROLLEOe ANALYSIS<br />
SUPERV[SCR<br />
CCnTRCLLED ALSIS<br />
RETRTEVAL PERSChNEL ORGANIZATICNe TNFDRPATION CChTRCLLED<br />
TnFCRATTCn CChTCLLEE<br />
CCNTRCLLERS<br />
AnD TEE TRAIhIkC OF TE COTROLLERS STAFF°<br />
ORCANIZAT[Ch<br />
TRAIINC CCTCLLERS<br />
CCTRCLLTNC<br />
lEE |NFORPAT[Ck AVALAnCPE<br />
CONTROLLINC<br />
PRCCRAe JC8 CCkTROLLLhC hAL¥STS<br />
CCNIROLLINC LABC COSTS THRCLGH WCRK PEASUREPENT<br />
CRGAn[ZATTCL CCTRCLLIkG ANALYSTS<br />
PRCCRAS PLkTCt CCNTRCLLING ANALYSIS<br />
PLAN PAhPCkER JCB CCNTRCLL[NG<br />
CCPPUTER SYSIEP FUR COhTRCLLTNC TTER]EgER CCSTS<br />
CCTRCLS<br />
SECOND LCCK AT NAGEENT DEALS A£ CCkTROLS<br />
A<br />
PRCCRAP CChTRCLSe ANALYSTS<br />
ELAPSe IkFCRPATICh [hDEXEC CCCLPENTS CONTRCLS<br />
TRAThIhC FCCR CCTRCLS<br />
GECIS[Ch CChTRCLS<br />
TEE CRCANIZAITCh AND SCCIC-1EC[CAL CCkTROLS<br />
COhTRCVERS¥<br />
ACTLRIAL-CLThICAL CChTCVERSY iN ANAGER[AL SELECTICN<br />
TEE<br />
CCkVEkTICh<br />
CChEhTTCN PEETINCS<br />
SYFCSTL<br />
CUNVENTTCN<br />
STLCY OF CCk¢ETICAL ANC PRCGRAPPEC INSTRUCTION<br />
CCNVERCEnCE<br />
COhVERCEnCE TECHNCUE FCR PRCGRAFThC RESEARC EFFORTS<br />
ThE<br />
CCkVESAT[Cn<br />
SCIENTIST CANDID CCNVERSATTCh HITH CPRIS ARGYRTS<br />
8EPAVICRAL<br />
CCnVERSTCn<br />
Th CCNVERSTCno<br />
PRCLES<br />
QUALITY CChTRCL AnD ASSURANCE [k RECCRCS CONVERSTCh<br />
TEE FACILITIES AFPRGACP TC S¥STE CCNERSION<br />
CONVEX<br />
CONVEX SIYPLEX NETHCC<br />
TE<br />
CCCPERATICN<br />
LnIVERSIT¥ CCCPERAITCh IN PRCFESSTONAL TRAINING FOR<br />
STATE<br />
PUBLIC-SERVICE--- THE CASE CF TEXAS<br />
CCCRGTnATE<br />
TASK IS TC CCORETNTE 1kFCRATTON<br />
PAJCR<br />
CCCRCThATTkC<br />
SIRATEGTC AND CPERATIChAL PLANNING<br />
CCCRCINATIkC<br />
CCORCTNATICk<br />
REkAROS CCCRInATICN AWChG CCPPIT1EE PEBERS<br />
AOINTSTRATIVE<br />
CCPTEP<br />
ERCEE- CCFTER AkC CCHFLTER<br />
JUST<br />
CCFIES<br />
0970<br />
CCPIERS CFFER -CLCSER FIT- TC kCRK<br />
NE<br />
CCRPDRATICN<br />
PLAMING IN TI'E P(CER/ CCRPCRATICN<br />
C985<br />
0985<br />
hEW ROLES FUR TI'E CAPPUS ANE ThE CCRFORA110N<br />
RX FUR TEE EALKAhIZEP CCRPCRAT[CN<br />
HOg NCRLCW[DE CCRPORATICN PANAGES CHANGE<br />
1076<br />
CCRPS<br />
TEE JCE CCRFSo<br />
1096<br />
1163 RELIA8IL[TY CF FEACE CORPS SELECTICn BEARDS<br />
CCRRECING<br />
CCRRECT[kC FUR REEPOhSE SEIS IN CP[nION AITITt, DE SURVEYS<br />
C434<br />
CCRRELATES<br />
C450<br />
CCRRELATES CF RICK TAKII%Go<br />
SOHE<br />
0562<br />
7AT CORRELATES CF EXECUTIVE PERFCRVANCE<br />
C787<br />
CCRRELATICN<br />
CCRREL/TIC, CF YEASURE FUR NOPINAL DATA<br />
A<br />
0063<br />
CCRRESFOhCENCE<br />
CCFFLTER CELRSES BY CCRRESFChDENCE<br />
C489<br />
0264<br />
C440<br />
C440<br />
C628<br />
C686<br />
0760<br />
1190<br />
C379<br />
C494<br />
0536<br />
C6CI<br />
0653<br />
1047<br />
0055<br />
1169<br />
CCST<br />
SYSIEPS AIE CCST RECLCT[Ch<br />
SYGGEST[CN<br />
COST OF LhIVERS[TY SPCNSCREE EXECLTIVE CEVELEPME,T PRCGRAMS<br />
WHAT WCULC ECICREE CCSTo<br />
COSTe VALLEe R[SK GCALS<br />
TPE COST CF PANACEVENT<br />
CCST CCITRCL BY REGRE.S[C ANALYSIS<br />
VALLE ANALYSIS NEW TOOL FCR CCS] CONTROL<br />
MULTIPLE RECRESS[ON ANALYSIS CF COST BEI-AVIOR<br />
LABCR CCST CC(IRCL<br />
TFE COST CF EFFICIENCY<br />
ANALYSIS CF COS] 8EHAVIOR FCR BUSINESS OEC|SIONSo<br />
PAINTENACE COST DATA FOR ANALYSIS AND CONTROL<br />
EFFECTIVENESS QF TRADITIONAL STANORD COS1 VARIANCE MODEL<br />
PERT/COST RESCURCE AILOCAIION PROCEDURE<br />
COST DECISICN-MA ING<br />
S)ATISTICAL ANALYSIS Ib COS1 EASREENT AND CONTRCL<br />
C)FFERENCES IN lhE COST CF SEARChlkC FOR CLERICAL kORKERS<br />
ThE STAGCERIC CCST CF ThE ALCOP£LIC EXECUTIVE.'<br />
0524 CCS1 RECLCIIEN ECENO)ICAL<br />
C648<br />
kCR MEASbRE)EnTS COST ANALYSIS IPRCVED CDSIING<br />
MEASLRIhG ACCblSITICh REPLACEPENT CCST<br />
C676 P.TRX ALGEBRA AbE CCST ALLCCATICN<br />
EDP FOR FUkCT[CNL CCST ANALtSIS<br />
CEST-ACCCGP, INC<br />
0139<br />
T-ACCOUNT INC<br />
CCS<br />
028;<br />
0447<br />
COST-ACC£UkT<br />
COST-EENEFIT<br />
CRITICLE C CCST-BENEEI AAL¥SES CF IRAINING<br />
100<br />
116]<br />
COST-CCnTRCL<br />
ECP CEPPLTERIZATICIN COST-CC/TRCL<br />
INFCRMAT[CN-PqCCESIkC<br />
IVEt, ESS<br />
DES*T-EFFECT<br />
TIEORY OF COST-EFFECTIVF'NES$ E;R PILITARY SYSTEMS ANALYSIS<br />
A<br />
I19.<br />
CCST-CF-LIVIhC<br />
AITRACIIhC uCTIVATING RETAINING CCST-OF-LIVING SALARY<br />
STAFF<br />
017z<br />
¢01":<br />
095(<br />
CCSIIhG<br />
COSIIkC AFPLICAIIN CF PATFEUATICAL RCGRAMING<br />
CPPCRTUkITY<br />
GSE CF sIAnEARC {IRECT CCSIIhG<br />
COSTING CLT FILES AND FILINC PRDCEDLRES<br />
101 WCRK MEASLREFEkTS CCST AnaLYSIS IMPRCVED<br />
22<br />
COSTING<br />
0308<br />
0258<br />
0426<br />
0441<br />
1146<br />
0267<br />
0529<br />
0854<br />
0190<br />
8645<br />
1067<br />
1071<br />
C041<br />
0094<br />
C238<br />
C279<br />
0284<br />
C323<br />
C381<br />
0423<br />
C472<br />
0559<br />
0804<br />
0824<br />
0826<br />
0882<br />
1089<br />
1096<br />
III0<br />
II16<br />
lll9<br />
1129<br />
1140<br />
1159<br />
llTO<br />
C230<br />
1060<br />
0984<br />
C005<br />
0160<br />
i148<br />
C234<br />
0551<br />
llO0<br />
1129
COSTS<br />
COSTS<br />
COSTS C240<br />
BbECET<br />
BOP, COSTS 0298<br />
IVIClhC TE CCSIS SAVED BY ALTCMATICh C3C6<br />
CA/A-PC&E SLASFES PLRCFASI&C COSTS AT SINGER 0325<br />
CONTROLLING LABOR COSTS TRCLGH WORK MEASUREMENT°' C440<br />
PRECICTINC TE COSTS CF COMRLTER PRCGRAMS.<br />
HCW TO RECCE CFFICE COSTS C582<br />
RESEARC CEVELCPMEhT OF AhALYTICAL SYSIEMS TD RECbCE COSTS C624<br />
PROJECT TCTAL- MASTER PLAh TC CLT CCSIS C668<br />
CHANCES [h TEE COSTS CF TREATMEhT OF SELECTED ILLhESSES 1069<br />
COSTS EbECETS SCE£ULE<br />
A CCMPbTB SYSTEM FOR COTRCLLINC ITERIEWER CCSIS I19(<br />
CSTS BENEFITS 12C6<br />
CCSS-<br />
COSTS- SOME SLRVEY FlhElCS-' 0545<br />
hIRING<br />
COUCh<br />
AUTHORITIES PLT FSYCCLCCICAL TESTIhC Oh THE CCLC.' 1019<br />
TWO<br />
COUNSEL<br />
CRGAhIZAIIOhS, CDbhSEL, CChTRCL, ADMINISTRATIVE C752<br />
PRDGRAM<br />
CDUSELINC<br />
SUPERVISOR 0169<br />
CObSELIhG,<br />
PRCELEM SIILATICh$ lh PERFORMANCE CCLNSELING C195<br />
CCUSELIC 0196<br />
RECRLIIERS COLSELIhG 025<br />
OTIVATICN--NEY IC SLCCESSFLL PERFORMANCE CDbkSELIG C33<br />
SHCRIAGES CF CCLhSELINC RERSChNEL 039<br />
INFCRMATICh CCbhSELIG C54<br />
PROCRAM FERSChEL CRCAhIZATICN CCLSELINC CS54<br />
COUNSELING INDUSTRIAL MANAGERS WIIH Q SORTS C563<br />
COUNSELOR<br />
CCUhSELCR<br />
CUNSELRS<br />
FERSEhhEL, CCLhSELDRS C435<br />
RECRLITIhG,<br />
COURSE<br />
TOWARD EDUCATIONAL LEAVE AhC COURSE SUBSIDIZATION 1045<br />
POLICIES<br />
COURSES<br />
COURSES BY CORRESPONDENCE i071<br />
COMFUTER<br />
USE OF CFM IN SYSTEMS INSTALLATIDNS 0686<br />
CPM FOR hEW PRCCLCT ITRCCLCTIS C747<br />
CREATED<br />
SUPERSTITIChS IN 8USIES ARE CREATED C334<br />
CW<br />
CREATIVE<br />
WAYS 1C IFlEII CREATIVE RESEARC CC76<br />
SEVEh<br />
HC¼ TO MAhACE CREATIVE PECELE 0659<br />
CREATIVE CCMFETICN 0711<br />
CREATIVE PRCELEM-SCLVIhG<br />
CREATIVITY<br />
A MAJOR BUSINESS CHALLEhGE 023<br />
CREATIVITY<br />
MAhACERS ATTIILCE CREATIVITY ICVATION<br />
CREAIIVIIY lh CRCAIZATICSo C39<br />
PREDICTICh CF CREATIVITY FROM BIOGRAPHICAL INFORMATICh C671<br />
UhlING YARCSTICNS FOR CREATIVITY Cgll<br />
CREDIDILITY<br />
JOB CEECRTLhITY- TEE CREDIffILITY CAP 111.<br />
EQUAL<br />
CREDI1<br />
TEST YLR CREDIT RISKS. 084;<br />
SCREEN<br />
CRITERIA<br />
CF A CFAhGE IN SYSIEM CRITERIA OFERFCRPANCE C489<br />
IhFLLENCE<br />
DYhAMIC CHARACTER CF CRITERIA CRGAIZATION CFAhCE 0493<br />
CRITERIA lh FACTOR AhALYSIS C795<br />
SIGS, SAMPLES, AC CRITERIA I210<br />
CRITERIOh<br />
CChCRLECE IN CRITERICh CEVELCPET 0192<br />
FACTCRIAL<br />
EMPIRICAL AFFRCACE TE GEkERAL-BLSIhESS CRITERICE SPECIFICATICk<br />
CRITICAL<br />
PAT AAALYSIS FOR hew PRCLCT LAANIhG CC29<br />
CRITICAL<br />
RISK-TAKIkC I CRITICAL PAT AALYSIS C127<br />
REUSE APPRAISALS- CRITICAL REVIEW C312<br />
SEhSITIVITY TRAIklhG SOME CRITICAL UESIIOkS<br />
AVAhCES Ih CRITICAL FATE METHODS C579<br />
SELECTIVE EXPCSLRE TO INFCRMATICh A CRITICAL REVIEW 0796<br />
CRITICAL-IhCICEhI<br />
CRITICL-INCIEhl 1099<br />
EVALLATE<br />
CRITICAL-PATE<br />
SCFEEULING C130<br />
CRITICAL-PATE<br />
CRITICLE<br />
HERZBERC THEORY- A CRIIICUE AhO REFCRMULATIDh C785<br />
TEE<br />
CRITICLE CF COST-BENEFIT AhALYSES CF IRAIIhG C84<br />
CRCSSRCACS<br />
FLAhIC AT CRCSSRACS 0748<br />
CCRPCRATE<br />
CllILRAL<br />
CF CLLTLRAL EIAS lh 1ESTIhC- Ah ACTIC PRCCRAM 1163<br />
CChTRCL<br />
CULIRALLY-EFRIVE<br />
SELECTIOn, RCRUITIC, PERSChEL, JOBINCRIIY-GRCLP,<br />
TESTS<br />
CULTLRALLY-EEPRIVEC COOl<br />
CULTLRALLY-FAIR<br />
CULTLRALLY-FAIR 1163<br />
MIhCRITY<br />
CULTLRES<br />
AC MAhACEMEhT SCIEhTISIS TWO CULTLRES 0993<br />
MAhACERS<br />
CbRRICLLA<br />
CF SVIE FOR FEMALES IN CRRICLLA C497<br />
ISCRIMINAhT-AhALYSES<br />
CLRRICLLLM<br />
IASURAhCE IA THE bh£ERGRAELATE CLRRICULUM C327<br />
SOCIAL<br />
CLRVE<br />
CLRVE FOR LEASE CR LY C573<br />
CECISICh<br />
LEARhlhG CURVE WACE ICETIVES 12C3<br />
CLRVES<br />
CF AFTIILCE-SCORE AEJUSTMEkTS BV AGE CLRVES C68<br />
EFFECTS<br />
CUSTOMER<br />
CLASSIFICATION PRCCECLRES Ih AhALYZIhG CUSTOMER<br />
8AYESIA<br />
CHARADIERISIICS C5C7<br />
Ch-LINE REAL-TIME SYSTEMS FOR CUSTOMER SERVICE OPERATICNS' 0839<br />
CUSTCMER-SALESPAh<br />
SALES MESSACE EFFECT Ch CLETDER-SALESMAh IhTERACTICN<br />
CHCICE÷<br />
OTA<br />
VALIEAIICh CE INIERVIE-TYPE CAIA C033<br />
TEE<br />
AUTOMATIC DATA PROCESSINC IN THE INTERNAL REVENUE SERVICE C111<br />
RETRIEVAL, IhFCRPATIC-SYSTEMS CATA CI?2<br />
PROBABILITY MEASLRES FOR ESIIMATE CATA<br />
CChlRCL EEClhS T THE RATA SOURCE C295<br />
CAPABILITIES CF REMOTE CATA FRCCESSIkG PART CEil<br />
AIA ALTCMATICh AhO TPE PERSChhEL MAhAGERo' C317<br />
ELECTRChIC CATA FRCCESSIhC AbE TEE FERSCNEL FUhCTICh C365<br />
IMSLRANCE FCR RATA PRCCESSIC C371<br />
EFFICIEhCY AhC ERRCR CCTRCL IN CATA CMMLNICATICS C412<br />
THE hATIChAL CATA EAhK- FRIEhD CR FOE C540<br />
USIhC TLRACVER EATA TC IMFCRVE gAGE SLRVEYS 0552<br />
CERTIFICATE lh CATA PRCCtSSIhC EXAMIhATICN C560<br />
AUTEMATIC CAIA FRCCESSINC CF PERSCkEL CATA 562<br />
DATA<br />
C677<br />
0683
DATA (cont,nued)<br />
AbTCMATIC DATA PROCESSING CF PERSONNEL DATA<br />
nEW AFPRCACFES IC @USINESS EATA PRCCESSIhG<br />
CUAIIFICATIEh CF SUEJECIIVL CcTERIEC DATA<br />
STANDARDS Ih CAT FRCCESSIhC<br />
NEECED hTICAL EDUCATIONAL DATA CENTER<br />
TEE WAYS AC MEANS CF MOVIC CAIA<br />
TEE RESEARCF INSTITUTION AbE DATA PROCESSING<br />
SEVEN GENERAL CLIC[NC PRIhCIFLES CF DATA PROCESSING<br />
TEE LEICUIICLS CAT EASE CONCEPT<br />
£C FRIVATE ETA FRCCEESIhG SCFLCLS hEED REGULATION<br />
SURVEY CF DATA COLLECTION SYSIES<br />
CZhCLEMERATE REPCRTIC AC DATA RELIABILITY<br />
CECLMEI YCLR [AIA PRCCESSIhC SYSTEM<br />
URBAN EAT FRCCESSIE<br />
IhTEACE CESl [ATA FOR ANALYSIS AND CONTROL<br />
FORES DATA }hK KEEPS PAYIhC DIVIDENDS<br />
CEMFLTER FISFE CUT CAIA C $2 MILLIEh CELLAR CATCF<br />
CATA A£ IhFERMAIICN ANACEMET SYSIEPS<br />
I00, OPTICAL SCANIKC FORM GIVE LEGISLATORS<br />
£IGIIEK<br />
EASE<br />
TOMS- NEW AFFRCACM TO ETA MAKACEET<br />
A CCRRELATIEh CF MEASURE FOR NOMINAL DATA<br />
FRDELEMS CF CATEERINC OCCUPATIONAL DATA BY hAIL<br />
PRIVACY N[ hAIICAE DATA EANK<br />
BbILCIhC EIA EhKS FER MLLIIPLE USES<br />
hEICBCRFCCE EATS, REFCRI FACT hOT FANCY<br />
PREDICTION CF SALES FROM PERSONAL BACKGREUND DATA<br />
DATA-<br />
TAE-STCREC CTA<br />
SAPECEARCThC<br />
OTA-EELLECTIC<br />
CF ANLL EhTRES IN TA-CCLLECTCh DEVICES<br />
ACCLRACY<br />
DATA-PDNE<br />
REMDTE-TEhL TELEPEENE CATA-PEhE<br />
EOP<br />
ATA-PChE SLSEES PLRCSI¢ CESTS AT EThGER<br />
DATA-FOESSIC<br />
EVLLTE REPDRTS RECUITMETx DATA-PCCESSING<br />
IFERMTC,<br />
AT-PRCCESSTNC, CCPLTERTZITCh<br />
DATA-PROCESSInG<br />
TRIhTG PCRZMTN DTA-PRDCESSIhG, EDP<br />
AT-PRCCESSINC RETRIEVAL<br />
CGPLTERIZATIC, EDP, DATA-PRCCESSINC<br />
FCRECASTINC, ECP ETA-PRCCESSIhC<br />
EDF AA-FRCESSIG<br />
£ATA-PRECESSIhC<br />
CAT-PRCCESSINC<br />
ECP, DIA-PRDCESSIG, EQUIPMENT<br />
MEDICAL, [T-ERCCESSINC, IACDSIS<br />
PEOICAI, DIA-FRCCESSINC CIAGDSIS INFCRPATION-SYSIEM<br />
EDLCTIKG, ETA-FRCCESSlhG<br />
TEE CPABILITIES EF REMOTE LATA-PRCCESSING PART<br />
CRGAhIZTICN-CARTS EAT-PRCCESSINC<br />
CAIA-PRDCESSIhC, CONTROL<br />
EDICAL ATA-FRCCESSING<br />
£ATA-PRCCESSINC<br />
CATA-PRDCESSIhC, UhEMFLOYMENI<br />
0562<br />
C581<br />
C592<br />
C595<br />
0598<br />
C651<br />
C658<br />
0687<br />
0696<br />
C698<br />
D7C7<br />
C756<br />
C775<br />
C798<br />
0824<br />
0868<br />
C942<br />
1015<br />
EDUCATIOnaL<br />
1C27<br />
IC63<br />
1067<br />
1077<br />
1126<br />
1150<br />
1179<br />
1186<br />
C567<br />
C787<br />
C201<br />
C325<br />
C017<br />
CO70<br />
008I<br />
ClC4<br />
0115<br />
C137<br />
C138<br />
O14L<br />
C218<br />
C220<br />
0228<br />
C244<br />
0246<br />
C260<br />
C26<br />
C26.<br />
C28I<br />
C28<br />
029<br />
C297<br />
24<br />
DECISION<br />
BAT-PRCCESSIC 0347<br />
RETRIEVAL, CCCLENT, EATA-FRCCESSC C370<br />
EVERYBCCYS CTA-FRDCESSINC DEPARTMENT 6376<br />
CAT-PRCCESSIC CPTICAL-SCNER C378<br />
NEXT IN ALICMAIE£ PROCUREMENT- [SLAL DTA-PRCCESSIC 378<br />
TRAINIhC EELCATIChAL DhT-PROCESSING 0402<br />
LAhhINC, FERSChhEL, IFCRMTICN, £AIA-PROCESSINC C460<br />
TEST, FREGRAPMEE DATA-PROCESSING, AOMINISIERE£,bESTIChNAIRE<br />
TRAININC,<br />
C518<br />
PRCCRAM, JEE, AI-PRCCESSINC C603<br />
CRGhlZATICNS MAKINC, EDUCATORS, ECISICN DATA-PROCESSING 0605<br />
PRCCRAMS INFCRMTICK, DATA-FRDCESSIhG, CODE 0651<br />
PRCCRAM, EATA-FRCCESSIC, CChTRCL AhALYEIS C824<br />
SELECTING, RLLES, PERSONNEL, DATA-PROCESSING 0858<br />
BATA-PRCCESSIC C868<br />
SYSTEMS-AFPREACE INFORMATION-SYSTEM CATA-PRCCESSIC 1039<br />
CAT-PRCCESSIhC SCFOCLS i071<br />
ECbCTECh £ATA-PRCCESSINC INGVATIVE 1183<br />
DATAS<br />
CATAS MACIFICENI FLMBLE C304<br />
CONTROL<br />
OATE-FRCCESSIC<br />
0878<br />
EATE-PRCCESSIhC<br />
GE IN MERICN SOCIETY NOTES On HEALTH RETIREMENT AhC TEE<br />
OLD<br />
OF OEATH 1042<br />
ANTICIPATION<br />
DE@LCCIhG<br />
CEELCCIhG 1207<br />
IhhEVAIICK<br />
CECACE<br />
DYNAMICS AFTER THE FIRST DECADE 1155<br />
ICLSTRIAL<br />
DECENTRALIZATION<br />
CETRALIIEC DECENTRALIZATION 1198<br />
CECISIOh-PAKINC<br />
DECENTRALIZED<br />
FLEW AND ECEhTRLIZED DECISION PAKIG IRKETIhG<br />
IFCRMATIGh<br />
CECISIEh<br />
CECISI[h STRLCTERE TABLES 0039<br />
USIC<br />
DECISTO TAOLES C049<br />
DECISIC TAELES TECFNICLE FCR CCCLMEhTIhG CONTROL SYSTEMS C145<br />
SELECTIC, INFERMATICh, EVALLATICN, DECISION, ANALYZED C419<br />
MAKING, INFORMATION, CECISIEN 0452<br />
PLAhIhG, FCRECASTINC, DECISION, CONTROL, ANALYSIS C464<br />
FRGM 8CCKKEEFIhC TC DECISIC TPECRY 0464<br />
STUDY CF BLSIRESS CECISICK C468<br />
MAKIhG CECISICh C468<br />
TESTS PRCCRAM, CECI$IC 0476<br />
INFERMAIICh, DECISION 0504<br />
CRGhIZATICNL OPTIMIZATIOn, MAKIC DECISION 0506<br />
PLAhINC PAIhC FORECAST DECISION 0548<br />
TRAIINC, MKINC, J08, EVALUATE, CECISICN T-CROUP C570<br />
A DECISICh CLRVE FCR LEASE DR BUY 6573<br />
FCRECASTS, OECISICN C574<br />
TEST, PSYCECLCCICAL, JCBS, CECISICN 0594<br />
ORGAIZTICS, MKING, EEUCTGRS, CECISICN, CATA-PRCCESSING C605<br />
PRCCRAMMIC, CFIIMAL ECISIC C625<br />
ELEMENTS CF SECLENTIAL DECISION PROCESSES 0625<br />
PCCCRAMFIKC, IKFCBMAIION CECISICk C630<br />
TEST SELECTICE PSYCFCLCCICAL PERSChNEL OECISIChNALYZING 0649<br />
0693
(conhnud)<br />
DECISION<br />
CONTROLS C653<br />
OECISICN<br />
CRGAhIZATICAL, ECISION 0656<br />
LAbIC EECISIC C662<br />
DECISION, AEIhISIEREC C679<br />
AN EMPIRICAL STLEY OF SCHCLLING OECISICh BEHAVICRo 0689<br />
RULEe PRCCRAMPEE CPTINAL EECISICh C689<br />
PLAhNEDe ORGAhIZATIONe NAKIhC IhFOPPATICN DECISION 0693<br />
INFORMATION FLOW A£ £ECENTRALIZEE EECISION MAKING IhARKETING<br />
SUPERVISORS CRCAhIZATION PAfiIhC EVALLATEe CECISIC-GRCUF<br />
MAKIG E£UCATICAL EECISIE ANALYSES C723<br />
RLLE CRCAhIZAIICAL MAKIhG JOB ECISIEhODIFICATICN<br />
TRAIhINC<br />
0736<br />
RULES, CECISIOh ANALYST C46<br />
RISK AND BUSINESS DECISION. G44<br />
COMPUTERS Ih TOP-LEVEL CECISICN AKING CT69<br />
PAKIhG ECISIC C79<br />
CRGANIZATICAL £ECISION C762<br />
DECISIEk ANALYSIS C804<br />
RULESe MAKIhG CCISICN 0811<br />
MANIG EVALLATIhG CECISIC 0817<br />
INFERMAIIO CECISICk COhTREL, AhALYZIkC C82<br />
ERGANIZEC IkFCRPATICh ECISIGN, CEkTRCLe ANALYSIS 0833<br />
FORECASIIhC, CECISICh AALYSIS C838<br />
ORGAhIZATICh IhFCRHATIOh ECUCAT[Oh OEC[SIGh AhALYSIS 087<br />
DECISION TFEGRY AhC FINANCIAL PAhAGEMEhl C881<br />
PEURISIIC PRECRAMS FOR DECISION MAKING 0889<br />
Tfi YOUNG EXECIIVES 30 AT TF6 CRUCIAL POINTS OF DECISION) 0893<br />
MAIhG, EECISIC C978<br />
REFbNOIkC CECISICN A SPECIAL CASE Ih CAFITAL BbOGETIhC IG02<br />
BUSINESS OECISIO MAKING- PhENOPECLOCICAL APPRCACP 1010<br />
USING ECISICh 1FECRY IN VAtLE ANALYSIS $1UOIES 1089<br />
S[MLLATICN CF MANACEENT EEEISION 8EFAVICR FUNDS AND INCOME I158<br />
THE ECISIC IC INVEST Ik VOCATIONAL EELCATION Ak ANALYSIS 1206<br />
OECISICN-AALYSIS<br />
EECISION-ANALYSIS DAMES-BUSINESS 0278<br />
EObCATIE<br />
DECISIOn-ANALYSIS 0872<br />
DECISICN-MAKIhC<br />
CECISIOh-MAKIkC ADMINISTRATION C002<br />
ORGANIZAIIO<br />
OECISICN-MAKIkC E£SPITAL-ACINISIRATICN AITIILOES CLIENTS C014<br />
OECISIOh-PAKINC PLACEMENT C030<br />
EALUATICh DECISION-MAKING C031<br />
DECISION-MAKING, EFFICIENCY, ECONOMY C03g<br />
DECISION-MAKING C046<br />
DECISICN-MAKINC C09<br />
DECISION-NAKING STAFF-ADVICE COSI<br />
DECISION-MAKING, IEAMWORK COMMUNICATION CC7<br />
THE OECISIDN-PAKIhC CRID CC79<br />
DECI$ION-MAKINC 0087<br />
DECISION-MAKING 0091<br />
OECISION-NAKING PER$NALIT¥ GRCUP C1G9<br />
INECRNAIIDN-SYSTEN EALUATE DECISION-MAKING C13<br />
CCCUENT|NC OECIS[ON-MAKIhC PROGRAM-PLAnNING 0145<br />
EVALUATIEN EECISION-NAKING 0158<br />
0693<br />
0717<br />
DEPERSONALIZATION<br />
OECISICh-MAKIkC, SUBJECTIVE C177<br />
OEClSICN-PAKIC<br />
TRAIhNG CECISICh-MAKING 0232<br />
OECISIOh-MAKIhC<br />
TES OPllPbP CECISION-MAKIhC TILITIES OSl9<br />
DECISIC-MAKIC<br />
TPE ROLE OF TEE SbBCCSCICLS IN EXECLTIE DECISICh-MAKING C653<br />
ORGAnIZATIOnAL [ECISICN-MAKIkC BEHAVIOR 0656<br />
DECISIEh-MAKIhC<br />
OPERATIONS RESEARCE AS A TCCL FOR DECISICN-MAKIC 0794<br />
GCAL-SETTIhC OECIION-NAKIC C832<br />
CECISIC-PAKIhC<br />
COALS AkE CRCANIZATIEh CF CECISILN-MAKIhC FOR TEE<br />
WELFARE<br />
RESCLRCES 0918<br />
WATER<br />
TEE LSE CF SLSCRCIATE PARIICIPATIC lh CECISIC-PAKIhG C987<br />
NPRCGRAMEE CECISION-MAKIC 1017<br />
DECISION-MAKING<br />
COST DECISIOn-MAKInG 1089<br />
TPE-SPARIhC EECISIO-MAKIC TERPINAL log3<br />
CRCLP ECISIEN-MAKING i098<br />
DECISIGN-MAKIC CETRALIZE ECETRALIZAIIO II98<br />
)ECSICNS<br />
IFF ICEMFLETE KCWLEGE EF PROBABILITIES 0159<br />
OECISIEhS<br />
TRAIINC PAACERS TO MAKE CECISICS lEE I-BASKEI METHOD C214<br />
APPLICATIC EF SLRVEY METHODS IC MCEL-LINE DECISIONS 0504<br />
PRCCRAMMEC ORGANIZATIONAL CECISIEhS CCTRCL AMIISTRATIVE C534<br />
COLLEGE CRAELAIE CFARACTERISIICS RECRLITIG DECISIONS C537<br />
MAKI&G, ECISIES AALYSIS C573<br />
SIMLLATIO EF PSYCEOLCGICAL ECISIOS I PERSONNEL SELECTION 0649<br />
GCCE MAACERS ET MAKE FELIEY ECISICS C791<br />
AhAEYSIS CP COST BEHAVIOR FOR 8LSINESS ECISICNS 080<br />
E LSE EF MODELS IN MARKBIG TIMING DECISIONS 0811<br />
JEB-ANALYSIS EAkLATIEN PRICING EECISICS II2g<br />
OECCMFCSITIE<br />
CF PROJECT EIWORKS El30<br />
DBCOMPCSITIE<br />
CEFECS<br />
ZERO CEFECIS PROGRAMS REALLY MOTIVATE WORKERS<br />
CC<br />
CELEGATIC<br />
TEE BARRIERS TO CELECAIICN C428<br />
BREAKINC<br />
DELIVERIES<br />
EXPEITIC PLIS ElIERIES C SCFEOLLE C90<br />
AVACE<br />
CEPAhC<br />
OEPAkC FOR GEkERAL ASSISIAhCE PAYMEhTS C027<br />
TEE<br />
CCPPLTER CEEL FCR NEW PSCELCT CEMAC 0669<br />
BEMCCRAPFY<br />
Y ICCPE CLASS C608<br />
OEMCGRAPFY<br />
DEOSIRATIO<br />
RESEARCF CEMEhSTRATICh IC64<br />
RC<br />
ETAL<br />
PSYCFELCCICAL MLLIIPLE-RECRESSION AkALYE CENTAL C722<br />
SBLECTIC<br />
DEPARTMENT<br />
SPIhS CLT SAV[hGS FOR SMALL £EPARTMEhT C081<br />
EDP<br />
EVERYBCEYS CATA-FRCCEESIhG CEPARTPEhT C376<br />
FERCEPTICS EF lEE PCbER CF EEPARTMEkT CHAIRMEh BY PRCFESSGRE<br />
ACMIhISIRATIVE ALC[T EF A TRLST CEPARTMEhT C830<br />
CEPERSCNALIZATIC-<br />
SOME IMPLICATIOhS FOR BANK EMPLCYEES C584<br />
CEPERSCkALIZATICh-<br />
0190<br />
G264<br />
0553<br />
C65<br />
C863<br />
1065<br />
C618
DESCRIBING<br />
DESCRIBIhG<br />
EF EEFAVIOR TAXCNCMY FOR EESCRIBIhG HUMAN TASKS 0634<br />
CEVELOPMEhT<br />
DESCRIPTICh<br />
CESCRIPIIZk APPRAISAL C688<br />
J{E<br />
DESCRIPTIONS<br />
CESCRIPTIChS CLICELIhES FOR PERSDhNEL MANAGEMENT 0929<br />
JOB<br />
DESICh<br />
VIEWPOINT lh SYSTEMS DESICh.' O411<br />
A<br />
CESICN CF A LARCE SCALE IFCRMATIC RETRIEVAL SYSTEM 0465<br />
PICKING IFE LEST ESID WIIF FLCWCFARTS' C477<br />
AFPLYIhC EMPIRICAL METHODS lC CCMPLTER-EASEC SYSTEM DESIGh 0487<br />
DESIGhS<br />
CEEIChS IN MEASLRIG PRCMOIIDN EFFECIIVEkESS C948<br />
EXPERIMEhTAL<br />
DESIRABILITY<br />
RESPCh$ES AND SOCIAL DESIRABILITY 0965<br />
[DIVIDLAL<br />
DESIRE<br />
SATISEACIICh AD TEE DESIRE FOR CHAhCE 0635<br />
JCE<br />
DESIRES<br />
CEMPENSATICk EESIRES CF MIEDLE-STAFF MANACERS<br />
SbPELEMETARY<br />
DETECTING<br />
RESPOnDEnTS WHO FAKE CCFUSE SURVEY IFCRMATICN 04S9<br />
DETECTIVE<br />
£ETERICRATICh<br />
CF WORK STAKCARDS 0941<br />
CEIERIORATICh<br />
DEERPlkATS<br />
MGTIVAIEA1 ETERMIATS CF JEE PERFORMANCE CEIl<br />
SOME<br />
DETERMIhATS OF SATISFACTIE IN MIDdLE-MANAGEMEnT PERSONNEL 0724<br />
DETERMInAnTS CF WORK ATILCES AEC ECRGES C726<br />
THE EETERMIkAIS EF SCLASlIC ACFIEVEMEIT AN APPRAISAL 1208<br />
WELFARE PAYMENTS AD WCR |CEhTIVE SOME ETERPIAkTS I209<br />
DETERMINATIEh<br />
EETERMIATIE CF MANPOWER REqUIREMEnTS 0?30<br />
LATITATIVE<br />
EETERMIKATICK CF PARCWER RECLIREPEKTS I VARIABLE ACTIVITIES<br />
CEIERMIKATIZK CF PERFRMAkCE FOR KGKREPETITIVE ACTIVITIES 0812<br />
DETERPIKEE<br />
CF SUffJECTIVAL EETERMIKE DATA C592<br />
CUATIFICATICK<br />
DETERMIhIG<br />
OPTIMUM FCLICY IERCLCH SIATISTICAL AKALYSIS 1023<br />
CETERMIkIKC<br />
DEVELEPIC<br />
SETTER PRCFITAILITY MEASLRES C373<br />
DEVELOPING<br />
CEVELOPIC FAIR EMFLCYMET PROGRAMS CLIOELIkES C388<br />
CEVELOPIC FAIR EMPLOYMENT PROGRAMS C389<br />
EVELCPIC CUALIFICATIC RECLIREMEIS FUCTICkAL APPRCACH C612<br />
MAACEMETS RELE I DEVELCPIC Ah IFORMATIE SYSTEM 086<br />
CEVELCPMEI<br />
EEJECTIVES FER CEVELCFMEkl AEMIISIRAIICN C015<br />
ACMIkISTRATIVE<br />
BREAKTFREUC I ERCAIZAIICh CEVELCEEhl C020<br />
A LEEK AT MIECLE MANAGEMENT EVELCPMENT CC43<br />
COST EF 5IVERSITY SFESCRE EXECUTIVE DEVELOPMENT PROGRAMS cog4<br />
C TEE DEVELOPMENT OF REFILIIAIICN IhFORMATIC SYSTEM C108<br />
VALLES AD @EFAVICR Ik ECEEMIC EEVELOPMENT 0167<br />
EVALUATIC EF READING EEELCPMEhT PRCCRAM FOR SCIEIISIS 0191<br />
FACICRIAL CCCRLEkCE IN CRITERION LEVELCPMET 0192<br />
A RESULTS-ERIEkTEE CEVELCPMEkT PLA C3C2<br />
THE MANACERS RESFLNSIEILIY IN EMPLOYEE CEVELEPMET C310<br />
MANACEMENT DEVELOgMENT TODAY 015<br />
ATTITUDE DEVELOFMEhl AND ACCIDENT PREVENTION C316<br />
PERSENNEL DEVELOPMENT THROUCH VERT C366<br />
ALLECATICk CFARACTERISTICS+ OUTCOME CF RESEARCH DEVELOPMENT<br />
ECCNCMIC EVALLATI£ CF RESEARCH AC CEVELGPMET 0466<br />
1148<br />
C760<br />
0422<br />
DIMENSIONS<br />
PUTTING IN A MAGEMEhT EEELCPMEkT PRCGRAM THAT ¼CRKS 0467<br />
DEVELOPMENT CF AIDS FOR MAhACERS OF CCMPLTER PROGRAMMING 0469<br />
WORK MEASUREMEkT PSYCHCMETRIC RESEARCH DEVELOPMENT 0485<br />
EBVELOPMEhT CF SLECREINATES IN PLRCFASIC MAhAGEMEl 0521<br />
PARTICIPATIC Ih CLTSIDE MAnAGEMEnT DEVELOPMENT PROGRAMS 0554<br />
CEART FOR EVALLATIkG PRODUCT RESEARCH AbE DEVELCFMEkT PROJECTS<br />
DEVELOPMENT CF RELCCATIOh ALLOWAhCES AS MANPOWER POLICY 0589<br />
RESEARCF÷ EEVELCPMET OF AALYIICAL SYSIEPS TO RECLCE COSTS C624<br />
CEVELOPMEhT CF BEHAVIOR TAXONOMY FOR EESCRIBIC HLAh TASKS<br />
DEVELOPMENT CF PCCERATCR VARIABLES C638<br />
PLAhhlNC AhC CChIRCL OF RESEARCH AND EEELOFMENT ACTIVITIES<br />
ACCCLNTIG AC CEVELCFMEkT PROGRAMMING 1060<br />
THE FLTLRE CF EMFLCYEE CEVELEPMEhl 1131<br />
DEVELCPMET-<br />
FER MkAGEMEhT EEVELCPMEhT- Ak EXPLORATORY hCTE 1152<br />
READINESS<br />
CEVELEPMEhTS<br />
ACCLIIG CEVELEFMETS Ih THE ARMY IEUSIRIAL FUND<br />
MANAGEMEkT<br />
E%AMINATIE EEVELOFMEhTS lh ISCCNSIk 1e26<br />
PERSCkNEL LEVELEFMENTS Ck TEE U FEDERAL LEVEL 1104<br />
DEVICE<br />
LEE CF SIMLLATIOk AS FEEAGCCICAL EEVlCE' 0299<br />
TEE<br />
THE CCkCEPT CF REALIZATIOn- USEFUL DEVICE 0869<br />
DEVICES<br />
CF ALTERNATIVE RATIhC DEVICES FOR CCNSLMER RESEARCH<br />
EVALUATIC<br />
ACCLRACY CF ALAI ETRIES I EA3A-CCLLECTIDN DEVICES C787<br />
DIAGkESIS<br />
EATA-PRCCESSINC DIAGNOSIS C244<br />
MECICAL,<br />
CIAChOSIS, E£F 0245<br />
MEDICAL, CATA-PRCCESSIkC CIAChCSIS, IhFERMAIIC-SYSIEM C246<br />
DIAGRAM<br />
EIACRAM CF THE FSCTIOhS 5F A MAhAGER 1153<br />
SYSTEM<br />
DICFCTEMY<br />
INTERhAL-EXTERAL CICECTCMY Ih ELSIESS GRGAIZATIDhS 0149<br />
TEE<br />
DICTATING<br />
FILIC TYPIkC CICTIING I091<br />
CLERICAL<br />
DIFFERENCES<br />
VERSLS INEIVlCLAL CIFFEREhCES IN ATTIILCE 0538<br />
WCRK-GRCLP<br />
DIFFERENCES TC CUESIICS C SEXUAL STAkCARD AN<br />
RESPONSE<br />
CDMFARISC 0803<br />
IhTERVIEW-CUESIIEkAIRE<br />
DIFFERENCES lh lEE CCST CF SEARCHINC FOR CLERICAL WORKERS IllO<br />
CISCRIMIhATIEh CCCLPATIChAL WAGE DIFFERENCES llll<br />
RACIAL CIFFEEkCES I JOE SEARCH WACES 1164<br />
DIFFERENTIAL<br />
CIFFEREhTIAL SUPERS VOCATICNAL ACJUSTMEkT THECRY 0498<br />
SEMANTIC<br />
TEE SEMAhTIC DIFFERENTIAL Ak IFCRMATIC SOLRCE 0861<br />
MEASLREMET CF CCRFORTE IMACES EY TEE SEMANTIC DIFFERENTIAL C953<br />
DIFFICULTY<br />
CIFFICELIY= EMPLCYEE ATTITLCE SUPERVISORY RATIkCS EFFECTIVENESS<br />
JOE<br />
CIFFUSIOh<br />
EIFFLSIEN IkhEVATIC RETRIEVAL IkCEXIhC 0108<br />
CISSEMIkATICh<br />
DICIIER<br />
1CO, EPTICAL SCAkI&C FORM, CIVE LEGISLAIORS EDUCATIONAL CAIA<br />
CIGITEK<br />
EASE.' 1027<br />
DILEMMAS<br />
CF ECLCATIOkAL [VESTMET CI89<br />
DILEMMAS<br />
DIPEkSIkS<br />
AE FYCIENE CIMEhSIONS FOR R--÷-D ENGINEERS 0485<br />
MCTIVATER<br />
RELATIChSHIPS AMEND LEACERSFIP EIMESIChS AND CCGhITIVE STYLE<br />
C58<br />
C634<br />
0985<br />
C823<br />
0419<br />
0120<br />
C525
DIRECT<br />
DIRECT<br />
CF STANDARD DIRECT COSTINC 055I<br />
USE<br />
FbNEAMENTALS CF CIRECI MAIL 0564<br />
DIRECT INVESTMEhT AND CCRRCRATE ADJLSTMENT TECHhIGUES CBBO<br />
DIRECT CBSERVATIC CE PURCEASIC BEFAVICR<br />
REAL-TIME EIRECT ACCESS I059<br />
IRE£1CRS<br />
TOWARD PROFESSIONALIZATION OF TRAIING OIRECTCRS' C607<br />
STEPS<br />
AT lEE 8AhK DIRECTORS MEETINC.' C757<br />
DISABILITY<br />
AkC DISABILITY ICCPE INSLRANCE C248<br />
MBCICARE<br />
DISABILITY, IMPACT EMPLCYER AITITLCES 0353<br />
DISABLED<br />
PRGVlhC TEE -ABLE- IN OISABLEO I137<br />
TPEYRE<br />
DISAGREEMENTS<br />
ICP-LEEL MANACERIAL DISAGREEMENTS ClOg<br />
RESCLVIkC<br />
OISAFFCINIET<br />
CF CISAPPCIhTMENT 0843<br />
NAhACEMEhT<br />
DISCIPLINE<br />
IN TEE INCLSTRIAL SEIIIkC 0162<br />
O£SCIPLIhE<br />
EFFECTIVE EISCIPL(E POSITIVE PROFIT TOCL' C210<br />
PERSONALITY AIIITLCES DISCIRLIkE C338<br />
CISCREIE<br />
ETHCC FOR SCLVIkG DISCRETE OPIIMIZATICN PROBLEMS C48L<br />
A<br />
DISCRIMINAT<br />
AhALYSIS OF ALCIENCE CFARACIERISTICS C250<br />
OISCRIMIkAT<br />
BIAS Ih MULTIPLE CISCRIMIkAN1 ANALYSIS C51<br />
DISORIMIhANT-ANALYSE<br />
OF SVI FOR FEMALES IN CLRRICULA 0497<br />
CISCRIIAhT-ANALYSES<br />
OISCRIMIkATE<br />
BUSIhESS DISCRIMINATE ACAIhSI EMPLEEES ABCVE 45 0459<br />
CCES<br />
BISCRIM[NATCh<br />
EVIDENCE Ch CCTRACT CLALSES BANhINC OISCRIMIhATICho C198<br />
hEW<br />
CT[MUM CLTTIC SCORES FOR [ISCRIIATIC OF LNEGLAL CRCUPS 0510<br />
ISCRIMINATIZN ITEGRATICN, AND JC ECLALITY lOB?<br />
OISCRIMINATIC CCCLPATIChAL WACE OIFFEREhCES 111<br />
AGE CISCRIMINATICh IN EMPLOYMENT PRCFIBIIED<br />
DISEkCFAhTMET<br />
REORLITI£ CCBAT SILOEhT CISEkCFANTMEkT 05B<br />
COLLEGE<br />
DISK<br />
SORTS hITFLT SORTIC CTC<br />
DISK<br />
DISPLAY<br />
PURFOSE ISPLAY SYSTEM C372<br />
GENERAL<br />
VISLAL DISPLAY SYSTEMS MANAGEMENT PRCDLEN SCLIhG IC93<br />
DISPLAYS<br />
ASSIMILATION FROM UPDATED DISPLAYS C523<br />
INFCRMATI£N<br />
DISSATIFIERS<br />
CHARACTERISTICS A SATISFIERS AkO CISSATIFIERS C083<br />
JOB<br />
OISSAIISFACII[<br />
DISSATISFACTION C272<br />
SATISFACTION,<br />
DISSEMINATIkC<br />
IFCRMATICk WITFIN A CCMPAhY.' 114<br />
CISSEMINAIIC<br />
DISSEMINATICk<br />
LTILIZATICN ANG DISSEMINATION 0106<br />
RESEARCF<br />
OISSEMIhATIC [IFFUSICh IhhCATIC REIRIEVAL IkCEXIG DIOE<br />
CISSB¥1hATICN INCVATION i03<br />
OISSOkANCE<br />
CFACE<br />
ATTITUDE<br />
OlSTRESSEC<br />
CF TEE FINANCIALLY DISTRESSED 054'<br />
CHARACTERISTICS<br />
OISYRIEUTICk<br />
I{ PIkPCIT PROBLEM AREAS IN WCRK OISIRIBLTIC COO'<br />
HOW<br />
TECFhCLCCY AhC MAkPOWER LTILIZATXCK IN CISTRIBLTICN ACEhCIES C23(<br />
PHYSICAL CISTRIELTIOh FCRCCTTEh FRCHTIER CTC(<br />
27<br />
DOORMAN<br />
METHODS OF ESTIMATING CONSUMER PREFERENCE O[STRIBUTICN 0968<br />
METFCC FOR OBTAINING THE INFORMATION AIRIX FCR A<br />
SIMPLE<br />
DISTRIBUTION IC79<br />
NbLTIVARIATE-CRMAL<br />
DISTRIBUTIONS<br />
PROCEDURES SL@JECTIVE PROBABILITY OISTRIDUIIONS 1006<br />
RANKIKC<br />
FCINTS Ik TEE PEIHODOLGCY OF URiAh POPULATION DISTRIBUTIONS I055<br />
OISIRIEUTORS<br />
OWN COLLECE MAY TRAIN YOUR DISTRIBUTORS C601<br />
YOUR<br />
DISTRICT<br />
EFFICIENT DISTRICT OFFICE C227<br />
A<br />
DIVIDENDS<br />
DATA BANK KEEPS PAYING CIVIGCNCS 0868<br />
FCRCS<br />
DIVISION<br />
ECOhCMIC MCEEL FOR TEE CIISICN CF LABCR 0285<br />
Ah<br />
EFFECTS CF INLSTRY SIZE EIVISICN CF LABOR CN AEMINISIRATICN<br />
DCCTCRS<br />
FROM TEE EYES OF CCCTCRS AC FCPIIAL APINISTRATOR C343<br />
MEDICARE<br />
WY WOMEh STAY FORE, CCMPAY CCCICRS ANALYSIS C34<br />
DCCLMENT<br />
SICRACE-EATA, MICRCFILM C206<br />
OCCLMEhT<br />
CCCLMENT, STERACE-CATA MICRCFILM C2C7<br />
RETRIEVAL CCCLMENT, CATA-FRCCESSIkC C3?G<br />
RETRIEVE, PLAkIkC INFORMAIICN, FANCICAFPEC CCLMENTCNTRCL<br />
TESTING PRCCRAMMER IhOEXINC, CCCUMEhT COTRCLt CEDES C758<br />
OOCUNENI YOUR DATA PROCESSING SYSTEM C775<br />
PROCRAMMERS DCCUMENI AhALYSIS C775<br />
PLANINC, DOCUPENT CONTROL C82[<br />
OCCbMENTATICh<br />
CCCUPEhTATION C140<br />
INFCRMATICN-SYSIEM<br />
OCCLMEhTATICN FLCkCPART C266<br />
CCCLMERTATICN C2BO<br />
SYSTEM/360 CCCLPENTATICN CCOES AhALYZES C432<br />
PERSCNEL CCCLMEhTATIGN AEMIhlSTRATCR 0439<br />
PROGRAM, CCLMEkTATICk CCNIRCL 0449<br />
PRCCRAM, CCCLPENTATICN, CCEIhC AkALYSI C455<br />
IhFCRMATICk IhCEXINC EVALLATE CCCLMEhIATICNAIA-PRCCESSIhC<br />
PRCCRAP, PLAh AKINL, INFCRMATICK, CCCLMENTATICN<br />
OECLMETATIC REPORTS WRITINC<br />
PROGRAMMERS, CRCAkIZATIOk, INFORMATION, CCCUNENTATIEN,NALYSTS<br />
SYSTEMS CCCLPENTATICh<br />
OCCLMETATIC, REIRIEVAL<br />
DECLPETINC<br />
TAELES TECFNICLE FOR CCCLPENIING CONTROL SYSTEMS<br />
DECISION<br />
OGCLMEkTIkC DECISIOk-MAKIhC PROGRAM-PLANNIng<br />
DCCbPENTS<br />
CCCLMETS<br />
DCCLMEhTS kASA TCFCLCGY-TRASEER<br />
PtANS INFCRPAIIEN IkCEXEC, CCCLMETS, CCkTRCLS<br />
SELECTIE IhFCRMATICN, ECCLMENTS, CODE<br />
INFCRMAIIOk EVALLATIKG ECCLMENTS<br />
PUBLIC RELAII£S- TEE TAIL 1FAT WAC TEE COG<br />
OCG-LEOS<br />
TWENIY-FIRSI CEIbRY TEIS LNIVERSIIY, AkO CG-LEGS<br />
TEE<br />
DCCRMAh<br />
MAhACEMENT CAN SOLVE IFE OCCRMAN SFCRTAGE<br />
FEW<br />
C781<br />
C425<br />
C477<br />
C600<br />
C672<br />
CT76<br />
C776<br />
0886<br />
C145<br />
0145<br />
C350<br />
C465<br />
0536<br />
C837<br />
0873<br />
C427
DP<br />
FCR NAIIOhICE EF<br />
CRCNIZIG<br />
TEE PACE CF IECEhELOCY- lIE IPACI Eh BLSIhESS CP<br />
DRAW<br />
TC CRAW 8LSIhESS FCRM<br />
FEW<br />
EAFFER EEL FCR [IESE1 CRAWICS<br />
DRIVE<br />
SALES MEEIINC CSIVE L[E ALL EAR<br />
KEEF<br />
TESIINC, SELECIIEh, INTELLECILAL, ABILITY, LEADERSFIF, DRIVE<br />
RIVIMC<br />
RECCPC CF NEbROPSYCPIIRIC FATIEhTS<br />
DRIVlhC<br />
CROF-OUT<br />
CONTIhLINC EEUCATION ERCP-CU Ah ICREASIhC PRCBLE<br />
TEE<br />
EMFLOYINC ICE FIEF SCECCL EREFCLI<br />
DROPOUTS<br />
AhC ERCFCLTS IN SCE£CLS F NLRSING<br />
EXPECTAIICNS<br />
DUCAIION<br />
LEARMINC IRAININC RESERCH-bTILIZATICN<br />
DCATION,<br />
DLPLICATCRS<br />
CE CCMFLTER lIME<br />
bFLICAICRS<br />
NE EUPLICATCRS MERE ALICMATE, CLEAhER CPERATICh<br />
YhAIC<br />
CEARACTER LF CRIIERIA CRCANIZAI|CN CPANCE<br />
DYNAMIC<br />
hEW EIRECTIENS IN INELSTRIAL DYNamICS<br />
IhCLSTRIL C?KICS AFIER lET FIRST LECAOI<br />
GYSFLNCTICN<br />
ECCNCMIC<br />
CF NEW KNCWLEECE FCR ECCNCIC CRCWIF<br />
TRANSFCRMATICN<br />
ECCNCRIC FLANhINC FCR SMALL R[AS FE FLANNING FRECESS<br />
Ah ECDhCMIC MCEEL FOR TEE [IISICN CF LSCR<br />
ECCNCMIC EVALLAIICN EF RESEARCF AND EEVELCPMENT<br />
EMPLEYMENI ECENOMIC CREOLE- SCLIFEAEI<br />
CCSI REELCT|Eh ECENOMICAL<br />
ECEhCMICS<br />
EELCATICh<br />
ECCNCMICS<br />
EEF<br />
ECCCMICS CF PRECRAMMING PRCELCTICh<br />
ECISILN-AKIhC, EFFICIENCY ECChOM¥<br />
INFCRAIICh-PRCCESSINC ECP CCMPLTFRIZATIC CCST-CZNTRZL<br />
ECP EVOLLTIEN AN[ REVCLUTICN<br />
ECP SPINS ELT SAIGS FCR SMALL EEPARTMENI<br />
TRAINIhG ERCCRPMINC, ATA-PRCCESSIhC ECP<br />
CCMFLTERIZATIEh ECP, CAIA-FRCCESSINC<br />
FCRECASIINC, ECP, EAIA-PRECECSINC<br />
ELF, OATA-gRECESSIhG<br />
EBP RECTE-TERMIEAL TELEFECE ATA-PHCME<br />
SELECTICN CF ECP PERSEhNEL<br />
ELF EXPERIENCES EF SMALL DE,PANICS<br />
CIC4<br />
C29<br />
C403<br />
fiOTl<br />
C28<br />
0866<br />
C681<br />
C204<br />
1185<br />
llg7<br />
CG20<br />
C350<br />
136<br />
C43<br />
C152<br />
1155<br />
ClS6<br />
C135<br />
C167<br />
C184<br />
25<br />
C466<br />
1086<br />
1119<br />
Cle3<br />
C449<br />
C039<br />
C458<br />
CCC3<br />
CCC5<br />
C017<br />
COSt<br />
CC81<br />
C104<br />
Cl37<br />
C138<br />
0139<br />
C140<br />
C141<br />
0201<br />
C2C9<br />
C218<br />
C228'<br />
C?45,<br />
28<br />
EDUCATION<br />
TEE PECFLE IN ECP C260<br />
ELF CCMELTERIZAIIEN 0262<br />
LChC-RANGE FLANNIhC hO TCP MANACEMEhTS ROLE IN EEP C277<br />
ECP FERSCNNEL SFCLLB IMPRCE CCMPLhICATICN TCC C280<br />
ECP, CCSIS C298<br />
EP C317<br />
8TF ANLAt REFC CN StRIES C347<br />
TRAIhlhC ACCE6hTIC PERSCNhEL FCR ECP SYSTEMS 0399<br />
REC£R[-KEEPINC FEASLRSFEhl, P C423<br />
WFAI EP SERVICE LRELS ZFPER IE A C647<br />
SCANNERS- Y TC LNSICP TE EDP INPLT BCITLEMECK i097<br />
ECP FCR FLNCIICNAL COSI ANALYSIS Ii?0<br />
ECtCAIE<br />
EELCATE, TECHING SUPERVISCR C336<br />
EVALLATE<br />
TRAININC, JCE, EELCAIE, AMINISIRATIVE<br />
TEE BIC hEW FUSE IC ECLCATE C761<br />
ECCATE AKAIYZE<br />
TRAINIC SLPERISCRY PROCRAPS PERSChNEL AhFCWER ELCATE C774<br />
FGW SEVE FIRMS EEbCTE IHEIR IN-CFFICE PERSCNNELo' C774<br />
CRCANIZATICN, JZS-EEA EZLCATE C979<br />
EEUCAIES<br />
EELCATES 0627<br />
PLANNEE,<br />
EDbCIIhC<br />
ETA-ERCCESSIhC C260<br />
ECLCATIC<br />
ECLCATICN<br />
IRAININC C094<br />
ECLCATICN,<br />
TRINIhC, EELCAIICN, MIhCRII-GRCLP 0153<br />
TRAININC, ECLCAIICN CI75<br />
AELEI EBCATIEN lh SINGAEZRE, 1950-I 0179<br />
ESLCATICN CI81<br />
ECChCMICS EELCATICN C183<br />
RAINlhC, EELCII£K OIg<br />
TE CONTlhLlhC EELCATIEh ERCP-OLT, AN INCREASIhG PREBLEM C2C4<br />
IRNIhC, INNCA[V-SEICR, ECLC]CN C231<br />
EDLCATICN, EECISICh-NALYSIS, GAMES-BUSInESS 0278<br />
CPERATICNS-RESERCE TRAININC, IEACEIC, EDLCATT£ 0299<br />
AhCICAPPEE, EZLCAIICh, REFAgILIIAIIEN C335<br />
HIGEER EEUCTICN FCR TPE EXECLTIVE ELITE C346<br />
TRINIhC EZLGATICN C37<br />
TESt, ORCAIZATI£AL, AKIC, IPORMATICAL, EDLCAT|Ch,ECISICN<br />
TRAINING FR£CRAS, ECbCTIE, AhALYSIS C426<br />
HICEER EEUCTICN 042?<br />
SATISFACTIEN EELCIICN GLESIICNNIRE SCCIAL-CIASS G486<br />
MEDICAL ECLCATICN CCtLEGE 0497<br />
SELECTE, ECLCIICh, NAEYSIS 0501<br />
IRAINIKC, SAIISFRCTIEN, FERSCKEL, ECLCAIIOh C515<br />
JC, ELCIEh, AhALSIS, LESIlBhIRE 051<br />
PRCCRA, ERCANIZE£, EEbCATICN, AEMINISTRTIVE C52<br />
C421
(cont,nued)<br />
EDUCATION<br />
EDCATIC C560<br />
JOB<br />
RECRLIT, FLAIkC PAhPO¼ER, ECLCATICN C626<br />
PSYCHCLCCY-EhGIhEERIhC, FLAhhIhCe EELCAIION, CONTROL C629<br />
TRAINING, FERSCNNEL, EDUCATION C676<br />
EDUCATION, ACPINISTRAIIOh C690<br />
INFERMATICN ECLCATIOR ANALYSIS MANACEYENT 0695<br />
TRAIRIRC SELECT, PERSCNREL, INFORMATION, EDiCATICR C68<br />
ECbCAIICN, CONTROL C71I<br />
RULES, FECICARE, ECUCATICR, ADMIRISIRATICN C?I2<br />
ECUCATICR, ARALYSIS<br />
EDbCATICR ACPINISIEREC CLESIIChNAIRE MAIL OBOl<br />
CRGANIZATICRAL, ECbCATICN 0818<br />
CRGANIZATIER, IRECRMATICN, EUCATICh, CECISICR, ANALYSIS C847<br />
CCMFLTER|ZEC<br />
ORGANIZATION, JOE, ECUCATIC C860<br />
FERSCNEL JOE, EVALLATINC ECbCATICN C862<br />
MARNETIkC ECLCAIICR ARC PERSONNEL AS RESEARCH AREAS 0B62<br />
RETRIEVAL, ECLCAIICR, ACMIkISIRATIVE<br />
RECRUITMENT FERSZNEL JOE EELCAIICN C612<br />
CRCARIZATICNAL, FAKING, INFORMATION, EDUCATION<br />
RtARRING,<br />
{UESTICAIRES<br />
ATTITUDE CHANGE CLRINC MNACEMENT ECLCAIICN C61g<br />
TESIEC, EUCATICk<br />
OPERATIOnS-RESEaRCH, EDUCATION C892<br />
ECbCATICh, NALYSTS 0957<br />
ECbCATICN TC SERVE OCCUPATIEkAL ENDS 1088<br />
EDbCATICN IRAIRI&C 1088<br />
EDUCATIC CATA-RRECESSIRC IkOVATIVE 1183<br />
THE DECISION TC IRVESI IN CCATIENAL ECLCATIEN AN ANALYSIS 1206<br />
EDUCATIONAL<br />
MECICIRE ECUCAIICkAL, CCMPLTERIZAI[ON C12<br />
PERT,<br />
TRAIRINC, EELCATIENAL C180<br />
DILEMMAS CF ECLCATIONAL INVESTMENT 0189<br />
TRAIRINC ECLCATICkAL DATA-PROCESSING C402<br />
PRCCRAM, PERSCRNEL, ECbCTICNAL 0569<br />
PRCGRAPPIRG, ECbCATIEhAL C580<br />
hBE£EC, A RATIEhAL ECLCATIChAL DATA DEALER C598<br />
ECLCATICNAL, ANALYSIS C616<br />
IRAIING ECLCTIE&AL C657<br />
IhFCRMATIEh, E[LCATICNAL C666<br />
TEE SOVIET EDUCATIONAL ARC RESEARCH REVCLbTIOR 0695<br />
PROMOTION TC TEE EDUCATIONAL MARKEI C?O]<br />
ORGARIZATICN, ECLCATIDNAL<br />
TRAINING FRCORAM, EDUCATIONal 0?09<br />
PAKIRG, ECLCAIICNAL, CECISIEk, ANALYSES C72<br />
FRECRAMMEC IRRCVATICN, ECLCATICRAL C75<br />
EDbCATICNAL TECFCLCCY<br />
PRCCRAMS, PERSONNEL, ORGANIZATION, EDECATIONAL,CMINISTRATIGh Og8<br />
[00, OPTICAL SCARhIC FORM, GIVE LEGISLATORS EDUCATIONAL<br />
IGIIEK<br />
1027<br />
BASE.'<br />
POLICIES TCWARC ECbCATIGNAL LEAVE AD CCLRSE SUBSICIZATICR 1045<br />
EDECATICRAL ITAIkMEI OF WCRKERS' 1078<br />
EDUCATORS<br />
MAKINC, ECLCTCRS, BECISIEN DATA-PROCESSING C605<br />
ORGANIZATICRS<br />
EDUCATCRS ACMIISIRATCRS C701<br />
C617<br />
29<br />
EFFICIENCY<br />
EFFECT<br />
ITEMS SYNERCISTIC EFFECT C176<br />
IDEATIONAL<br />
ICLSTRIAL PRACEMET AND [IS EFFECT Ck PERFCRMANCE C364<br />
TEE EFFECT CF CLESTICR ORDER E RESFChSES C5[0<br />
A RETE Ch TE EFFECT CF FRIVACY Ik IAKINC YPING 1EELS 0522<br />
CHOICE SALES PESSACE EFFECT Ck CbSTCMER-SALESFAN INTERACTION<br />
TAFE RECCRCINC EFFECT ON ACCLRACY DF RESFCNSE IN SLREYS 0?59<br />
EFFECT EF SIMLLIE£ SOCIAL FEEL@ACK CR ICIVICLAL FERFCRFAkCE<br />
EFFECT CF FRIER TELEPHONE AFFCINTFET Ch CQMPLEIICN RATES 1095<br />
EFFECT EF CHANCES IN JOB SAFISFACTIC CN EMPLOYEE TLRNCVER 1196<br />
EFFBCTIVE<br />
MEASLREMENT CF FRCFESSICRAL RECRLITIkG EFFORT C045<br />
EFFECTIVE<br />
EFFECTIVE MANAGEMENT AND TEE FLMAk FACTER C164<br />
EFFECTIVE CISCIFLIhE POSITIVE PROFIT TECL C210<br />
EFFECTIVE TRAIIG PROGRAMS FOR COLLEGE CRALATES.' C268<br />
AN EFFECTIVE ITERNAL MAkACEMET REFCRTIG SYSTEM C404<br />
SOME CHARACTERISIICS CF EFFECTIVE INTERVIEWERS C4I<br />
MORE FFECTIVE MRKETIRG RESEARCH USINC ACMINISIRATIVE PROCESS<br />
HOW THE EFFECTIVE EXECLTIVE ECES IT 549<br />
WHAT MAKES A EFFECTIVE EXECLTIVE C555<br />
EFFECTIVELY<br />
SLIES EFFECTIVELY 0715<br />
USIC<br />
EFFEClIVENESS<br />
EFFECTIVENESS AND SALES SLFERISICR CO0<br />
MARKETIC<br />
JOB CIFFICbLTY, EPFLCYEE ATIITbCE SLFERVISCRY RATINCS CI20<br />
SAT|SFACTIE MORALE EFFECTIVENESS 0120<br />
THE EFFECTIVENESS CF SELF ADMINISTERED CLESTICNAIRES C453<br />
PERSONAL EFFECTIEKESS F PHYSICIANS I FEDERAL CRCARIZATIC<br />
FREEICIIN£ CRCIZATICN EFFECTIVENESS WIF LEADERSPIF THEORY C527<br />
TESTS ANALYSES RECRESSIDk RAGERIAL EFFECTIVENESS CE8<br />
EFFECTIVENESS CF TRADITIONAL SIKLARC COST VARIANCE REBEL 0826<br />
EXFERIPEhTAL CESIONS IN PEALRINC RRCPCIIO EFFECTIVENESS C9B<br />
EFFECIS<br />
CF PENSION PLANS Ck MOBILITY AkC HIRING ELDER WORKERS<br />
EFFECTS<br />
EFFECTS CF CRCLF CCHESIVERE C CRCANIZTICN PERFCRPNCE C255<br />
EFFECTS CF ICCFE LPC SFCEFING ALTITUDES C326<br />
EFFECTS Ch FRCELCTIVIIY CF CROPPING INCIIDLAL ICEhIIES C]]l<br />
HYPOTHESIS CF FEIRARCFY CF EFFECTS AR EVALLATICE 0443<br />
EFFECTS CF MLSIC Ck EPPLCYEE AIIITL[E AKC FRCLCIIVIIY C92<br />
CF TLIIICN PAYMENT D IRVCLVEMEI C BEREFIT FRCF<br />
EFFECTS<br />
PROGRAM C528<br />
MAkACEPET-CEVELCPMEkT<br />
EFFECTS CF AETIILCE-SCCRE AEJLSIETS B AGE CLRVES C6?B<br />
BFFECTS CF ICLSIRY SIll EIISICN CF LABOR CN ADMINISTRATION<br />
CCMPLTER EFFECIS LPC MAACERIAL ACCCUNlING JOBS C885<br />
EFFICIENCY<br />
C028<br />
EFFICIENCY<br />
CECISICN-MAKIRC, EFFICIERCY, ECONOMY COB9<br />
BUCCET-PLAIC, EFFICIERCY CO?<br />
BATCHIRG FERIPEERALS FOR EFFICIENCY AND SAVINGS 0118<br />
CRGANIZATICRL HEALTE AND COmPAnY EFFICIENCY C224<br />
TRAIkING C£hFICEhCE EFFICIENCY C360<br />
EFFICIENCY AND ERROR CCNIRCL IR DATA CCPMLNICATICkS 0412<br />
TE COST CF EFFICIENCY 0559<br />
068<br />
C488<br />
CC40<br />
078
(conhnued)<br />
EFFICIENCY<br />
LSE CF COLORS iC [YPRCVE CPERATIKG EFFICIEKCY C923<br />
TE<br />
FbRNITLRE SELECTION FOR PEAK EFFICIEKCY C931<br />
FFICIEKCY-CCIRCLLE<br />
EFFICIEKCY-CCNTRCLLEC REDLCTIGN OF NON RESPDhSE<br />
CbESTICNNAIRE<br />
EFFICIEhT<br />
EFFICIENT, AITITLDIKAL CCBO<br />
EVALLATIhC,<br />
Ah EFFICIENT EISIRICT CFFICE C227<br />
REDESIGNEE RECEPTION AREA IS COMFORTABLE, QUIET, EFFICIEKT C374<br />
TEE EFFICIEN1 LSE CF AK IMPERFECT FERECASI C490<br />
EFFICIENTLY<br />
EVALUATION, EFFICIENTLY, CLERICAL-TASKS C098<br />
UKDERUTILIZATICN,<br />
ELA@CRATICN<br />
VIEWS CK SOCIAL ACCCLNTINC- AN ELABORAIILk iC61<br />
LITILETCkS<br />
ELCERLY<br />
IN EIRIC ThE ELEERLY C604<br />
KCNEISCRIMIKATICN<br />
ELECTRONIC<br />
FEWER GRAP CC?O<br />
ELECTRONIC<br />
ELECTRCNIC ACCCLNTINC SYSTEM C348<br />
ELECTROKIC LTA FRCCESINC ANC TEE FERSLNKEL FUKCIIDN C]65<br />
ALDEKS ELECTRLKIC PRLSPECTCR C848<br />
ELECTRENICS-IECENICI<br />
JOB-ANALYSIS, [LECTRCNICS-TECFkICIAhERFDRMAkCE-JCB<br />
SELECTICk,<br />
ELIMIAIICN<br />
SCIENCE AC TEE ELIMINATION CF POVERTY 0967<br />
SCCIAL<br />
ELITE<br />
EDUCATION FOR TEE EXECLTIE ELITE C346<br />
ICER<br />
EMERGENCE<br />
EMERCENCE EF MANACEMENT FECRY Zt PART CNE 0216<br />
TEE<br />
TEE EMERCECE CF PROFESSION CBSO<br />
EPOTICN<br />
RATINC, SCALES, EMCTIC CC38<br />
TESTINC<br />
EMOTIONAL<br />
CCRFCRATICS REGARC FECFLE ITH EMCIIONAL PROBLEMS C353<br />
BOW<br />
EMPIRICAL<br />
RECIPROCITIES MULTIPLIER--AN EMPIRICAL EVALLATICN CC44<br />
TEE<br />
AK EMPIRICAL TEST CF TEE FERZBER TWE-FACICR TEECRY 0482<br />
EMPIRICAL TEST CF THE HERZBERG ThE-FACTOR THEORY 0483<br />
APPLYINC EMPIRICAL METFOCS lC COMPUTER-BASED SYSTEM CESICK C487<br />
EFIRICAL AFFRLACF TC CEkERL-BLSIES CRITERICk SPECIFICATION<br />
SATISFACTION JCE EMPIRICAL TEECREIICAL C680<br />
A EMPIRICAL SILEY OF SCEECLLIkC DICISIC BEFAVICR 0689<br />
EMPLOYEE<br />
LICFT CK ICETIFYIkC TEE ALCOHOLIC EMPLCYEE ECC6<br />
KEW<br />
CFARACTERISTICS CF PRIICIPNIS lh AK EMFLOYEE SLCG[STICN PLAN<br />
SUFERVISCRS, RESFCNSIBILITY, PERFCRPAKCE, EPLCYEE, ABILITY C088<br />
JCB DIFFICLLTY EMPLOYEE ATTITLEE SLPERVISCRY RATTLES OIL(<br />
CRGANIZINC CCMPLTER SERVICE TC SLFPLY EMPLOYEE MOTIVATION 0259<br />
TEE MAA£ERS RESFCKSIEILITY Ik EPFLCYEE LEVELCPMEkT CIO<br />
EMPLOYEE REFERRALS, FRIME T[CL FCR RECRUITING WORKERS C4Z5<br />
EFFECTS CF MLSIC CK EMFLCYEE ATT[TLEE AKB PRCDLCTIVITY C492<br />
A KEh APPRCACF TE EMPLOYEE TRAIIC C746<br />
TFE SUFERVISER- YEaR KEY EMFLEYEE 131<br />
EMPLZYEE SELECTIEN 108<br />
TE FUTURE CF EFLCYEE DEVEtEPENT 1131<br />
EFFECT CF CFAKCES IN J08 SATISFACIIC C EMPLCYEE TLRCVER 1196<br />
EMPLCYEES<br />
SELECT, MCTIVATE, EMPLOYEES CI2<br />
RECRLIT,<br />
FRCBLEMS IN FINEINC CLALIFIE[ EMPLOYEES C456<br />
0801<br />
C192<br />
C677<br />
C04<br />
30<br />
ENGINEERS<br />
CCES BUSIKESS CISCRIMIkATE ACAIKST EMPLOYEES ABCVE 45 0459<br />
WFAT REALLY MOTIVATES EMPLCYEES C461<br />
CEPERSGNALIZATIC- SCME IMPLICATIONS FOR BAKK EMPLCYEES C584<br />
METIVATIC CF EPFLEYEES<br />
TFE ETEER EMFLCYEES I TFE SCFECL, NEK-1EACEER BARGAINING 0983<br />
ERE PORE TIME- ECh DE YCL MOTIVATE EMPLCYEES I013<br />
FUME MERIT ICREASES FOR SALRIEC EMPLLYEES I181<br />
EMPLCYEES-<br />
TC RATE YDLR EPLCYEES- SEVEN SYSTEMS MCST FIRMS LSE 10S9<br />
FEW<br />
EMPLOYER<br />
IMPACT, EMPLOYER, AIIITLDES 05]<br />
CISABILITY,<br />
EMPLOYING<br />
TEE FICF SCECCL CRDPCbT 1185<br />
EMFLCYIkC<br />
EPFLCYMEkT<br />
Ak CUTMCCEC EMPLCYMENT RESTRICTION C096<br />
ACE,<br />
LABOR FCRCE SEkSITIVITY IC EMPLCYMENT BY AGE AhC SEX 015<br />
IKTERVIEW EMFLCYPET APPLICANT RECRLIT 016<br />
DEVELCPINC FIR EMPLOYMENT FRCGRAMS CLIOELINES C388<br />
EEVELOPINC FAIR EMPLOYMENT ERCCRAMS C389<br />
SOME CRRENI LECAL ASPECTS CF EMPLCYMENT TESIIKG 0594<br />
AGEC EMFLCYMEhl FLACEMEK1 C604<br />
PRESENTING EMPLOYMENT OFFERS TC FRCFESSICAL PERSCKKEL 0633<br />
CASEWORK PRINCIPLES AFPLIE TC hOSPITAL EMPLOYMEhT PRCBLEMS 0641<br />
SMMER EMPLCYMET C705<br />
WCRKER SKILLS I CLRRET EEFENSE EMPLOYMENT C77<br />
CCCLFATICAL SFIFTS IK hECRC EPLYPEhl<br />
GOALS IN hEGRC EMPLOYMEET 0930<br />
EMPLCYMEhT ACT EEJECTIVES AE OLR PRICE-COST PERFCRMANCE C933<br />
OPTIMAL PRCCLCTIEN SCEEDLLIC AKC EMPLOYMENT SMCCTEING 1004<br />
PART-TIME EMELCYPENT 1066<br />
TEE INVIOLATE, ELT IKPALIC EMPLCYMENT PREDICTORS 1072<br />
EMPLOYMENT LNEMELCYMET SIATISTICS PAIL SIRVEY<br />
EMPLOYMENT ANC ECONOMIC CRCTF- SELl,EAST 1086<br />
PUBLIC EPLCYMET IN SAVANAE GECRCIA 1lOB<br />
MAKIhG EMPLCYEhT MEAINCFLL<br />
BREAK EChh YCLR EMFLCYMEKT ERRIERS I157<br />
AGE CISCRIMINATICN IN EMPLCYMENI PRCFISIIED 1174<br />
LhEMPLCYE LNEEREMPLCYMET EMPLOYMENT 1188<br />
JDE-EEFAVIDR EMFLCYEkT 1210<br />
ENCCLRGE<br />
CRANTS ECEURAGE RECICAL CENTERS, TOTAL SYSTEMS lIS<br />
FECERAL<br />
ENCYCLCPELIA<br />
ENCYCLCFECIA CF STAGIkC IECFhIQLES II66<br />
TEE<br />
ENFCRCIhC<br />
IFE RLLES--FCW EC PAhACERS DIFFER<br />
EkFCRCING<br />
ECIkEER<br />
FRESEkT IFERMATICN SERVICES SERE TEE EGIKEER C085<br />
EC<br />
EkCIkEER TF JOE TD FIT TEE MAkACER CI]3<br />
EkCINEERIC<br />
PERSOnal TOLCE TC RECRLITING ENCINEERINC TALEKT C095<br />
ACING<br />
ROLE OF TEE TECNICIA I INELSTRIAL ENCINEERING 0470<br />
PRCCRESS CF CRACLAIE RSEARCF I INELSTRIAL EGIkEERING C629<br />
CF BEFAVICRAL SCIENCES TC TFF PRACTICE CF IKDUSIRIAL<br />
APPLICAIICk<br />
066]<br />
ENCIEERIkC<br />
IkDLSTRIAL EMCINEERIC AD SDCIC-TECFNICAL SYSTEMS<br />
TEE SUCCESS STORY CF VALLE ANALYSIS, VALUE ENGIKEERING II9<br />
ENGIkEERS<br />
AKC FCIENE CIPENSICS FOR R-+-C ENCINEERS C485<br />
MOTIVATOR
ENTERPRISING<br />
ENTERPRISINO<br />
ENTERPRISI PAN ANO TE BLS[hES EXECLTIVE C057<br />
TE<br />
ENTREFRENELRS<br />
ANC UREAN RENEWAL 0398<br />
ENTREPRENEURS<br />
ENTRIES<br />
OF MhLAL ENTRIES IN CAIA-CCLLECTICN OEVICES C787<br />
ACCLRACY<br />
ENTRY<br />
TC TEE FILE-- RANCCPIZE CR INDEX C678<br />
ENTRY<br />
FURTHER ANALY515 OF CCMPbTING CENTER ENVIRONNENT C671<br />
ENVIREhMENTAL<br />
ENVIRONMENTAL CFRACTER[STICS ANO ORKER RESPONSE G725<br />
AIENATICN<br />
EOUAL<br />
OPPORTUNITY SHEULD HIRING SIANDARC$ BE RELAXEO$ ) C001<br />
EUAE<br />
EQUAL J£ CPPORILNITY- TE CREDIEILITY CAP 1114<br />
EQUALIIY<br />
INTECPATICN, ANC JGE EQLALITY 1087<br />
DISCRIMINATION,<br />
EQLIPENI<br />
CATA-PRCCESSING EQLIPPENT C228<br />
ECF<br />
A REPLACEMENT POLICY EASEC CN EQLIPPENT AGE 0289<br />
COW ¥0 STANEARCIZE OFFICE E{LIPMENT C01<br />
ECUIPNENT FOR YCbR COMPANY LIBRARY 1037<br />
OCCLPATIENS IN RAOIO-TV COPLNICATICN EQUIPMENT MANUFACTURING<br />
ERRCR<br />
AhC ERRCR CCNTRCL IN CATA CCMMUNICATIEhS<br />
EFFICIENCY<br />
ERRORS<br />
ORCERS WIIFCLT ERR£R<br />
PNQNE<br />
ESTIMATE<br />
IMPROVED EASIS TO ESTIMAIE CCNIRQL R-+-fi TASKS<br />
Ah<br />
ESIIMIEO<br />
PEASLRES FOR ESIIMATE EATA<br />
PRQABILITY<br />
ESTIIINC<br />
EVALLAIICh CF LINEAR PRCCRAMING AND MULTIPLE REGRESSION FOR<br />
AN<br />
MANPOWER REQUIREMENTS C586<br />
ESIIMATIhC<br />
N{TES Oh ESTIPATINC AND ELMER SCIENCE FICTION 0708<br />
ESTIMATING HE PROGRAMMING LCAO 0728<br />
PBTFCCS OF E$11PAIING CCNSLPER PREFERENCE DISTRIBUTION 0968<br />
ESTINATICN<br />
EXPERIMENI [h PROBABILITY ESTIMATICN QES2<br />
AM<br />
SAPFLIhG kITE APPL[CAT[CNS TO TIME STANCARD ESTIMATICN<br />
ATIVITY<br />
0593<br />
THE USE CF CREEP STATISTICS IN ESTIPATIEh 1154<br />
EVALUATE<br />
EVALLATE REPCRTS RECRLITMENT CATA-PRCCESSING C017<br />
INFCRATICN<br />
SATISFACIION EVALUATE URBAN C026<br />
EALbATE RESEARCFt FLANNINC 0054<br />
INFCRATICN-SYSIEM EVALLATE DECISION-MAKING 013<br />
EALUATEt E£LCAIE TEACHING LPERVISOR C336<br />
EVALUATE C3¢2<br />
OVER [OCO SYSTEMS MEN EVAbATE CQBAL. 0386<br />
PROGRAMe PLAN EVALUATEe CENTROL<br />
IFCRATI£ INCEXINC EVALLATE COCLMENTATIGheATA-PRCCESSINC<br />
[NCEXe EVALLATE C678<br />
UPERVISCRY SATISFACIIONe CRGANIZAIICNAL EVALLATE 0527<br />
SELECTICN EVALAIE 0529<br />
?RAIkINe MANINC JOE EVALLATE CECISICNt T-GRCLP C570<br />
TESTt MANINC EVALUATE 809<br />
PERSENE= EVALLATE 0659<br />
HAVE YOU THE CO'RAGE TO EVALLATE YOLR Ok JOB 0731<br />
1127<br />
C412<br />
0932<br />
CITT<br />
C677<br />
VALUATION<br />
ERGNIZATICkL EVALLTE 0751<br />
TRIhING SELECTEC PROGRAM, EVALLATE CENTRCL 0783<br />
MAKING, INFCRMATICN EVALLAIE AhALYZEC C88<br />
EVALLATE CRITICAL-INCICENI 1099<br />
IS TPIS ANY WAY IC EVALUATE TRAINING ACTIVITY 1168<br />
EVALLATE 1170<br />
APPRAISALS MEASLRE EVALUATE COPMLNIIY 1179<br />
EVAtbATEC<br />
EVLLATEO 0254<br />
CLERICALt<br />
TESTING EVALATEC 0622<br />
OPT[MALt INFORMATION, FCRECATt EVALLATE£ DECISION C90<br />
FLAhNINC CRCARIZATICk INFERVATICN EVLLATEC CSI<br />
FORECASTING, EVALLATEE C547<br />
SATISFACTIC PRCCRAMMER JCE EVALLATEO ANALYSES AOPIhISTERED C636<br />
CRGANIZATIChe JCEe EVALUATEE C660<br />
SUPERVISERS CRCAhIZATICN MAKIkC EVALLATEC, OECISIChe-GRObP<br />
CRGAhlZATIChL EVALATEC, CONTRCL ANALYZED 0737<br />
TRAININC PRCCRAPe EVALUATEO C750<br />
EVALUATES<br />
EVALLATES 0380<br />
FLAhS<br />
TESI EVALUAIES 0387<br />
SBLECTICN FRCGRPMIG IhFCRMATICN EVALUATES 0558<br />
INFCRMAIICN EVALtATES 0658<br />
EVALbIINC<br />
EVALUATING MCTIVATICN C016<br />
COMMUNICATIEhe<br />
EALbATINC EFFICIENT AITIILIhAL CCEO<br />
SELECTICh EVALLATINC GRAPFCLCCY 0168<br />
TRAIING EVLLTIhG ORIEhlTIO 0268<br />
SUPERVISCRS EALLATINC C393<br />
ORGANIZATIEN EVALLATING SERVICE C471<br />
CFART FOR EVLLAIING PRO[C1 RESEARCH AN[ DEVELOPMENT PROJECTS<br />
SELECTEO INDEX, EVALLATIkC 05?8<br />
PRCCRAMS PLAhNIC EVALUAIIkC PGCELS RATINGS 0592<br />
EVALLATIkC CCNIRCL, ANALYSIS REGRESSION 0621<br />
PRCCRAM FLAhNIkC-PREGRAPPIhG-EUCCETING EVALUATINGALYSIS C727<br />
SELEETIEk FBECRAMMER PLAk OREANIZAIIEN EVALLAIINC 809<br />
FLAh EVALLATIhC CCNTR£L STAhEARCS 0812<br />
IhFCRMATICh EALLATIhG CCCLMEhTS 0066<br />
PERSCNEt 30B EVALUATING, EDUCATION 0862<br />
TRAINING PRCCRAPe PEPSOhNELt EVALLATINC CChIRCL C973<br />
EVAtbAIION<br />
SELECTICN PERFCRMANCEt EVALUAIION<br />
TRAINING<br />
PERFORMANCE EVALLATIEN MESLREMET C025<br />
SELECTION INTERVIEWS iN EVALUATION CF PLBLISME RESEARCH C030<br />
EVALUATIEN, OECISICN-PAKINC CO31<br />
CNCIRECTIVE-TECFIQbE EVALLATIEN SLPERISERS<br />
EVALbATICN RLLE-EFERCEPENI, SLFERVISIC<br />
THE RECIPRCCITIE$ MUL11PLIER--AN EMPIRICAL EVALLATIC<br />
EVALUATIEN C045<br />
EVALLATICN ]EI MAACERIAL PERSOAEL ITEPIEW APTITUCE<br />
BALING<br />
0082<br />
PERFORMNCE-EVALLATIC<br />
EVALUATION C089<br />
C717<br />
0578
(continued)<br />
EVALUATION<br />
EVALUATION, EFFICTENTLY CLERICAL-TASKS C098<br />
UNOERUTILIZATICh<br />
EVALbATIEk, PERFORMANCE, NETIVATICN, MORALE, PSYCHCLOCIST C100<br />
SUPERVISCR, EVALLATICh, ROLE, FLnCTICN 0105<br />
PRCCRAM, EVALLAIIEh 0132<br />
EVALLATICN, [ECISICN-MAKIhC CISB<br />
EVALLATICh CF A READING OEVELCPMEh] FRCCRAM FOR SCIEhIISIS 0191<br />
PERFCRMAhCE, APPRAISAL, EVALLATICN 0242<br />
EVALLATICh, CCMFLTERS C247<br />
CEMFENSATIC AnC JCB EVALLATICn 0271<br />
EVALLATICn, R-÷-E, UTILIZATIEN-RESEARCF C300<br />
EVALLATICh TECHNICIANS PERSChNEL C364<br />
PERFCRMAnCE EVALLATICh C407<br />
TRAIhIhC FBCCRAM EVALUAIIEE C4Z6<br />
EVALLATIC CF ALTERNAIIVE RAIIG EEICES FOR CCSLFER RESEARCH<br />
SELECTIhC, IkFCRMATIEk, EVALLATICn, CECISION, ANALYZER 0419<br />
J£E EVALUAIIC AT XEROX, SINGLE SCALE REPLACES FELR 0437<br />
EVALLAT[C ALYZED 0443<br />
HYPOTHESIS CF EEIRARCHY CF EFFECTS AN EVALLATICk C443<br />
EEECMIC EVALLATICk CF RESEARCH ANC CEVELBPMEkT 0466<br />
SELECTION INFORMATION EVALLATICh SLRVEY C466<br />
IFORMATIC EVALLATICN AhALYZEC 0499<br />
INFCRMATIEn EVALLATICn 0509<br />
THE EVALUATIOn CF SUJECIIV IF£RMAIIC 0509<br />
RLES, PLA, 3EB, EVALLATIC 0568<br />
THE JOB EVALLAIIC MYT C568<br />
PRCCRAMMIC, MAFCWER, IFCRMATIC EVALLATIO ANALYSIS 0586<br />
EVALUATIEN CF LINEAR PROCRANNIG AND MULTIPLE REGRESSIDN FOR<br />
AN<br />
PhPCWER REQUIREMENTS 0586<br />
ESTIMATINC<br />
PRCCRAMPIC, InFCRMATION EVALUATIOh COOING 0599<br />
WORK JOB EVALLATICn AEPRAISL 0634<br />
SUPERVISORS AITITLEES EVALUATIQN CCMMLICATIO C640<br />
SATISFACTION, JOE, EVALUATION C643<br />
FCRECASTIhC, EVALUATION 0669<br />
MAKING, EVALUAIION 0683<br />
INFORMATION, EVALUATIDN 0687<br />
PLANS, EVALUATICN, ANALYSIS 07[6<br />
ORGANIZATIONAL EVALUATION AD AUIMGRITY 0737<br />
ELAnhING, EVALLATICN 0741<br />
IFCRMATICk, EVLLATICN 0788<br />
EALUATICN OF TOIAL SURVEY 0788<br />
PRCCRAM, PLAN, PERT, EVALUATION, CONTROL C806<br />
CEMFLTER AIES TC CLINICAL TREATMENT EVAtLATIC 0810<br />
PRCCRAMMIC, PECICAL EVALLATION OBIO<br />
PERSEnEL EVALLAIICh C815<br />
SELECTICN, EVALLATIOn 0867<br />
TESIING, SELECTIOn, RECRLITMET, EVALUATION, CUALIFICATIENS 0902<br />
CRGAhIZATICnAL FERFCRMAhCE-AEPRAISAL EVALUATIOn C903<br />
CCOIhG SELECTIOn, EVALUATIC 0913<br />
A FERWARC SIEP In PERFORMANCE EVALLATIC 939<br />
TRAINING= FRCORAMS PANPCWER EVALLATIOk, ANALYSES,DMIISTRATIOk<br />
TCCLS FCR +E EVALLATI 1022<br />
MAhACEMET EVALLATIOh I052<br />
0419<br />
0984<br />
EXPANDING<br />
EVALLATIEk PRICING CECISICnS 1129<br />
JCB-NALYSIS<br />
PERFCRMAhCE REFCRT SIAFFINC EVALLATIGN SLPERVISR I65<br />
APPRAISAL EVLLAIICN 1178<br />
EVALbATICk-PERSCnkEL<br />
EVALUATIOn-PERSONNEL 0117<br />
WZRK-PLAnhIC<br />
EVALLATICS<br />
SELECTEE, {nFCRMAICh, EVALUATICn 0491<br />
TESTS,<br />
TESTING, JEE, EVALLATIDNS, AnALYZEC 0590<br />
PSYCHOLOGISTS, IhFCRMATICN, EVALLATICkS, CODING ANALYSES C720<br />
EVALLAICR<br />
JOB EVALLAICR ANC IFE CRCANIZATIEN C392<br />
THE<br />
EVAtbICRS<br />
EVALLTERS 0682<br />
TESTSe<br />
EVIDENCE<br />
EVIDENCE Ch CCkTRACT CLALSES BAnlhC DISCRIMINATION C198<br />
NEW<br />
EXAMIATICn<br />
Ik EATA PROCESSIkG EXAMINATICN 0560<br />
CERTIFICATE<br />
EXAIAT[En EEVELCPMEkTS lh kISCChSIn I026<br />
EXCEFIIGN<br />
BY EXCEPTION TFRCLG INFCRMAIICN PROCESSING 0200<br />
MANACEMET<br />
MAnAGEmENT EY EXCEPTIEk EIRARCHICALLY C361<br />
EXECLTIVE<br />
ENTERPRISINC AN AND THE BUSINESS EXECUTIVE 0057<br />
THE<br />
COST OF LIVERSITY SPCSCREC EXECLTIVE EEVELCPMEhT PREORAMS C094<br />
EXECUTIVE MCTIVATIEN--PLLS CR MINUS.' CtB?<br />
IG£R ECUCATIC FOR TE EXECLTIVE ELITE 0346<br />
27 ECOKS EVERY EXECLTIVE SFCLLC HAVE REAC 0354<br />
-IALK- SYSIEM EASES EXECLIIVE PAEERkCRK 0439<br />
THE CANCERS EF EXECLIIVE ISELAIION-A 0496<br />
HOW THE EFFECTIVE EXECLTIVE COES IT 0549<br />
WhAT MAKES Ah EFFECTIVE EXECLTIVE C555<br />
MANACEMEnT VIEWS TE EXECLIIVE SEARCH FIRM 0596<br />
EXECLTIVE SLCCESS 063<br />
TAT CRRELATES CF EXECLTIVE PERFORMANCE C645<br />
TEE ROLE CF THE SLECCnSCICUS IN EXECLTIVE DECISION-MAKING 0653<br />
TE CENTLE ARI CF EXECUTIVE PERSUASION C864<br />
SUBORDINATES VIEkE OF INEFFECTIVE EXECLIIVE BEHAVIOR 0908<br />
THE STAGGERIhC COST CF THE AICDFCLIC EXECUTIVE 1116<br />
TEE EXECLTIVE klhE QUiZ 1130<br />
TVE EXECLTIVE SECBETRY I139<br />
EXECUTIVES<br />
CDMMLhICAIIEhS FEB CHIEF EXECLIIVES C142<br />
CLEAR<br />
TPE ChRIC MARKET FOR EXECLTIVES 0170<br />
NEW JOBS FCR CLC EXECLTIVES 0232<br />
BLLEPRInT TC ELILC EXECLTIVBS 0815<br />
THE YOLC EXECLTIVES 3, AT TFB CRLCIAL POINTS OF DECISION|' 089]<br />
HEW WELL CCMPENSATED ARE ECRO EXECLTIVES 0963<br />
THESE RESTLESS YCLG EXECLTIVES 1134<br />
FORMULA FOR MEA5LRIG EXECLTIVES II78<br />
EXHIBIT<br />
YCbR AkIVERSARY WITH A SPECIAL EXHIBIT 0828<br />
SUFFERT<br />
EXH,IEITS<br />
WAYS TC BETTER EXHIBITS 0?32<br />
B<br />
HCW TC LE MITE[ MEDIA I EXHIBITS.' E69<br />
EXIT<br />
USE CF THE EXIT INTERVIEW 0272<br />
EXFANOEO<br />
EXPAEING<br />
LAEER MARKET I An EXPANDING EC£NOMYo' 0458<br />
THE
EXPECTATIONS<br />
EXPECTATIChS<br />
SOCIALIZATION CF MANACERS EXPECTATIONS CN PERFORMANCE<br />
EXPECTATIONS AhC CRORCLIS lh SCFCCLS OF hORSING.'<br />
EXPECITING<br />
EXFE£1TIhC PIS CELIERIES CN SCFEDLLE<br />
ACVANCE<br />
EXFENCITLRES<br />
TO ANALYZE PLRChA$1NG EXPENCITbRES<br />
hOW<br />
CAPITAL EXPENCIILRES NALYSIS- BIBLICCRAPHY.'<br />
EXPENSE<br />
MATCPIkC REVEhLE ¼ITF EXFENSE<br />
CN<br />
EXPERIEhCE<br />
EXFERIENCE AT TPE CENSOS.<br />
CCRFLTER<br />
GCVERNMEhl SLPPER INTERNS- TPE GEGRCIA EXPERIENCE<br />
REFLECTICAS C T-GRCLP EXPERIENCE<br />
EXPERIENCES<br />
EXPERIEkCE5 CF SMALL CEPPANIES<br />
COP<br />
EXPERIPEhT<br />
EXPERIMENT IN MANAGEMENT AUOITING<br />
AN<br />
Ak EXPERIPET lh FROEABILIIY ESTIMATION<br />
EXPERIMENTAL<br />
CESICNS IN PEASLRIhG PRCMCIION BFFECIIVEhESS<br />
EXPERIPEhIAL<br />
EXPERIMENTATION<br />
APPLICAIICN CE FACTORIAL EXPERIMENTATION TC TEE<br />
AN<br />
WRK-MEASbREMET-RROCESS<br />
EXPERIMENTS<br />
SYSIEMS EXPERIRENIS<br />
MOCELS<br />
EXPERT<br />
EXFERT INFORMANTS EY SLRE¥ MEIFCDS<br />
STOCYIhG<br />
EXPLORATORY<br />
FCR MAGEMEhT EEVELCPMENT- Ak EXPLORATORY hCTE<br />
REACINESS<br />
EXPEhETIAL<br />
MCEEL EXFNENTIAL sMCeTFING MLTPL REGRESSION<br />
FERECASIIkC<br />
EXPSLRE<br />
EXPCSLRE TC INFORMATION CRITICAL REIEW<br />
SELECTIVE<br />
EYES<br />
FROM TFE EYES CF B[CICRS AB FCSPITAL ACPINISTRATOR<br />
MECICBRE<br />
FACILITIES<br />
FACILITIES ARPROACF TE SYSTEM CONVERSION<br />
THE<br />
TECFIQUES FOR ASSIGNMENT OF FACILITIES TC LOCATIONS<br />
FACT<br />
EATA REPORT FACT CI FANCY<br />
NEIChBORFCCC<br />
FACTOR<br />
RAhAGEMET AND TFE HbMAN FACTOR<br />
EFFECTIVE<br />
HUMAN FACTCR [h TOTAL QUALITY CONTROL<br />
CRITERIA Ih FACTOR ANALYSIS<br />
FACTOR ANALYSIS CF A SALES SECTION £ATTERY<br />
A)TITbCES TCWARC MANAGEMENT THEORY AS A FACTOR Ih MANAGERS<br />
FACTOR-ANALYSIS<br />
IN FACTOR-ANALYSIS CF SLPERVISORY BEHAVIOR INVENTORY<br />
HALE<br />
TESTING FSYCbCLECICAL STATISTICS FACTOR-ANALYSIS<br />
FACTOR-SCORE<br />
FACTCR-SCCRE<br />
FAC¥CRIAL<br />
CChCRLENCE IN CRITERION EVELCPMENT<br />
FACTORIAL<br />
AFPLICTICN CF FACTORIAL EXPERIMENTATION TC ThE<br />
Ah<br />
WCRK-MEASRERENT-PROCESS<br />
FAC?CRS<br />
VERSOS SKILL FACTORS IN WORK GR{OP PRODLCTIITY<br />
ATITUE<br />
BACKCRGLhO FACTORS lh AIRLINE MECHANICS WORK MOTIVATIONS<br />
FACTORS Ih CCLLEGE ATTENBAhCEo<br />
FCTCRY<br />
SIMPLE INCENTIVE PLAN FOR YOR FACTORY FgREMA.<br />
A<br />
FACTORY-<br />
ANOPIE CF ]hE -PAPER FACTORY- WORKER<br />
ThE<br />
FACTS<br />
VENCCR RECCRCS KEEP FACTS C FILE<br />
C533<br />
FACbLIY<br />
1197<br />
FRESTICE h[ LOYALTY CF LIERSIIY FACLLTY<br />
CN<br />
G940 FACLLTY FRATERNITIES<br />
FAIL<br />
LEAE£RS WFC FAIL TFEIR COMPANIES<br />
C565<br />
FAILLRE<br />
1070<br />
RECRbIIERS CLIEE TC SbCCESSFLL FAILt.RE<br />
A<br />
FAIR<br />
£230<br />
FAIR EMPLOYMENT PRCCRAMS CLIBELINES<br />
CEVELOPIhC<br />
C370 CEVELCPIhC FAIR EMPLOYMENT FR[GRAMS<br />
FAKE<br />
1162<br />
RESPCkEETS WHO FAKE CChFbSE SLRVEY IFCRMATION<br />
BETECTIC<br />
1167<br />
C218<br />
C278<br />
52<br />
FALLACY<br />
FALLACY lh PERSONNEL IESIINC<br />
8ASIC<br />
FAMILY<br />
EETEEN FAMILY ACKCRCLkCS AND WORK VALLES<br />
RELATICSFIP<br />
SOCIAL SECLRITY AWE FAMILY IhCCME RECLIREMENTS<br />
TEE FAMILY £LECET<br />
FATICLE<br />
0948<br />
FAI ICLE<br />
PERFERMkCE<br />
0719<br />
1156<br />
MEASLRIhC FAIICLE<br />
FEASIBILITY<br />
SIL£Y CF CPERATIZS-RESEARCF IN ISLRAhCE<br />
FEASIBILITY<br />
FEASIBILITY CFCCSE<br />
FECERAL<br />
C851<br />
EFFECtiVENESS CE FFYSICIANS IN FEDERAL LRGA,IZATICk<br />
PERSEAL<br />
Ii52<br />
PERSOnnEL CEELPMENTS Gh TEE U FE£ERAL LEVEL<br />
£654 FEGERAL CRAKTS ECCURACE RECIChAL CEhTERE TOTAL SYSIEMS<br />
FEEDBACK<br />
FEECEACK<br />
C796<br />
C33<br />
0447<br />
1056<br />
1179<br />
FEECEACK Ih ACCICENT CCNTRCL<br />
EFFECT CF SIMt. LAIEC SOCIAL FEECBACK CN [N£IVIOLAI PERFORMANCE<br />
FEECEACK<br />
FELLCWSHIP<br />
CCHPAkIES SPONSOR FELLOWSHIP PLAS<br />
WFY<br />
SCFCLARSFIFS Ah[ FELLCkSFIP CRAWLS<br />
FEMALE<br />
0164<br />
CLERICAL<br />
FEMALE<br />
0199<br />
FEMALES<br />
DISCRIMIhANT-AhALYSES CF SVI8 FOR FEMALES Ik CLRRICLLA<br />
C795<br />
FIELC<br />
0895<br />
FCRCEITEh FIELE ALES M,hAGER<br />
TFE<br />
CC9<br />
FILE<br />
RECCRCS KEEP FACTS Ch FILE<br />
VENEER<br />
:FILE--<br />
C035<br />
EtwTRY TC TEE FILE-- RANCEMIZE CR IhCEX<br />
0865<br />
1186<br />
Clg2<br />
0739<br />
FILES<br />
CLT F.LES ANC FILINC PRCCEELRES<br />
COSTING<br />
hEW CCMFLTERS SLFFCRT AUTCTE CENTRAL FILES<br />
ILI,C<br />
FILIAC A&C FINblhC<br />
FILMINC,<br />
TRAIkING CCEINC FILINC CLERICAL<br />
BEST KhE FILIkC TRLISS- ARC kEY TFEY ARE TRLE<br />
clg3 CLERICAL FILINC IYPINC ;ICTAIIkC<br />
C517 CCSIIhC CLT FILES ANE FILIhC PRCCECLRES<br />
OT2<br />
FILP<br />
Ch FILM FROM EIT TO MICRC-IMACE<br />
PRIkIOt,<br />
FILPIhC<br />
FILFINC, FILINC AkC FINBINC<br />
C408<br />
FILMS<br />
HCW RUCF CCCC EC FILMS CC<br />
C743<br />
FILS<br />
0827<br />
C958<br />
C95g<br />
C178<br />
C572<br />
C388<br />
C389<br />
C4S9<br />
C154<br />
C784<br />
0935<br />
1C32<br />
CC65<br />
05C0<br />
C223<br />
leg0<br />
C4B8<br />
IIO<br />
1183<br />
C152<br />
C438<br />
C64<br />
I155<br />
C626<br />
1180<br />
1196<br />
C497<br />
CIBl<br />
C827<br />
C478<br />
11C0<br />
1120<br />
C536<br />
0923<br />
1C54<br />
Icgl<br />
IlCC<br />
C2C7<br />
C536<br />
C655
(conhnued)<br />
FILMS<br />
STEPS TC FEllER FILMS<br />
17<br />
FILMSTRIPS<br />
TC MAKE FILMSTRIPS ELI EF MEVIES IIG<br />
FEW<br />
FINANCIAL<br />
EF FINANCIal AEMIhISTRATIEh CSOE<br />
MCCEL<br />
CECISICk TFECRY AE FINANCIAL MANAGEMEkl 088<br />
FINANCIALLY<br />
CF TFE FINANCIALLY ZISIRESEL C54<br />
CHARACTERISTICS<br />
PRCELEMS I FIkEIkC CLALIFIEE EMPLEYEES 0456<br />
FILMlhC, FILIhC hE FIhCIhC<br />
FIhCICS-<br />
CCSIS- SGME SLRVEY FIkCIkCS 0545<br />
FIRING<br />
FIRE<br />
CCMPANIES FIRE PEOPLE 0495<br />
WEh<br />
FIRM<br />
TFCLCFTS Lh INTERNAL C£NTRCL SYSTEMS OF TFE FIRM C01<br />
SCME<br />
CCCLPATICNAL MCBILITY WITHIN TFE FIRM 0590<br />
MAACEMENT VIEWS TFE EXECLIIVE SEARCh FIRM 8596<br />
SFAFINC TFE FASTER SIRATECY CF YLLR FIRM C642<br />
FIRMS<br />
SEVEN FIRMS EFLCATE IFFIR IN-CFFICE FERSCNhEL C774<br />
FEW<br />
FEW TO RATE YCLR EMPLCYEES- SEVE SYSTEMS MCST FIRMS LSE<br />
FIT<br />
TFE JL TC FIT TFE MANAEER 173<br />
ECINEER<br />
FIXTLRES<br />
SFELVES FLRhITRE IhCEXES CCKS IC3<br />
FIXILRES<br />
FLEXIBILITY<br />
MAPCWER- SLFPLY AC FLEXIBILITY<br />
CtkSTRUCTICN<br />
FLEW<br />
FLE Ahb EECENTRALIZEC EECISICh MAKIhC INARKETINC<br />
IhFCRMAIILN<br />
FLCW-<br />
EF -[FLRMTICK FLC- OB<br />
MCRFFGLCCY<br />
FLCWCFbRT<br />
FLCCFART C26(<br />
CCCLMETATIC<br />
FLCkCFARTS<br />
ThE EEST CESICh kith FLCWCHARTS<br />
PICKING<br />
FEED<br />
FCCE<br />
PCVERTY<br />
FCCE FLh 1136<br />
FCRCE<br />
FCRCE SENSITIVITY lC EMPLCYMET BY AGE AC SEX C15]<br />
LABER<br />
FCRECAST<br />
FLRECAST, PRECICTICN C02<br />
9LAN-MAKIC,<br />
FCRECAST 034<br />
TFE EFFICIENT LSE CF Ah IMPERFECT FCRECAST C4C<br />
CFIIMAL, INFERMAIII FORECASI EVALLATEC ECISICN 49(<br />
FLANNIhG, MAKIhC, FORECAST, EECISIC<br />
PRCFIT FLANNINC LSIhC FCRECAST SCFECLLES<br />
TRAIkIC PRCCRAMS JOE FORECAST LNSKILLEE WORKERS<br />
SELECTEC PRCCRAM, IhFORMATIEN FCRECASI, ANALYSISECRESSION 065<br />
FCRECASI, ANALYSIS C74<br />
FCRECASTIG<br />
CAST, ACCCbNTIC, 8LCCETIC CC7"<br />
FCRECASTIEC,<br />
FCRECASTINC ECP EATA-PRCCESIhC C138<br />
CPTIMIZIhG, FCRECASTIhG C258<br />
FLANhlhC, FCRECASTINC, GECISICN, CCNTRCL, ANALYSIS C46<br />
FCRECASTINC, EVALLATEC C54]<br />
FCRECASTIhC TECFICUES CSQ<br />
FERECASTIhC MEEEL EXPEENTIL SRGGTFINC MLTPL REGRESSIEN C65<br />
FCRECASTIKC, EVALLATIEN C66S<br />
C69<br />
34<br />
FUNCTIONS<br />
TECFNCLCCICAL FERECASTINC C670<br />
TESI, GRGAhIZE FCRECASIIhG, ANALYSIS C670<br />
TECFhCLCCICAL FCRECASTIC MANACEMEhT ICCL C742<br />
INCEXES, FCRECASIINC, ANALYSIS 0820<br />
FCRECASIIhC, EECISICN, AALYSIS C88<br />
SLPERVISICh, FCRECASTIhC, ANALYSIS csg<br />
LChG-RAhCE FCRECASIING N[ PLANNING TECFNIGLE I008<br />
SYSTEM FCR BLCCET FCRECASIIG A CPERATING PFRFCRMANCE I184<br />
FCRECASTS<br />
FRECASTS, PREICTICNS 0275<br />
FRCJECTICKS,<br />
PLA, FCRECASIS 055I<br />
FCRECASTS, LECISICh 0574<br />
CRGAhIZ1IChAL, FCRECASTS 0685<br />
FLANERS, FCRECASTS C48<br />
FCREICN<br />
TO TAP TFE PCZL CF U TRAINEE FCREIGN STUCENTS 0816<br />
FGW<br />
FCREMAh<br />
CF TFE FCREMA RCL[ CI05<br />
AFFIRMAIICN<br />
A SIMPLE INCENTIVE PLAN FCR YCbR FAETCRY FOREMAN C408<br />
FCREMAh--MASIER<br />
FGREMAN--MASIER ANC ICIIM CF CCLBLE TALK Gl?l<br />
ThE<br />
FCRM<br />
TO CRA ELSIhESS FCRM 040]<br />
FGW<br />
CEMEINATICN FERN SFEBCS ChE-CT PLRCASES ogeo<br />
ICO, ZFTICAL SCANhlhC FCRM GIVE LEGISLATCRS EOUCATIONAL<br />
ICIIEK<br />
1027<br />
ASE<br />
FERNS<br />
AhC MCERh FERNS CF SCIENTIFIC TEAMWORK.' 059<br />
TRACITIEhAL<br />
FCRMLLA<br />
AhC PRICES 8Y FGRMLLA cg05<br />
WAGES<br />
A FCRRULA hER MEASLRIh& EXECLTIVES.' I178<br />
FRACTLRE<br />
CTITIS-MECIA FRCTLRE CANCER 1069<br />
APPENDICITIS<br />
FRAIERIIIES<br />
FRATERNITIES 0959<br />
FACLLTY<br />
FREE-FERN<br />
hEW ART CF FREE-FERN MANAGEMENT C024<br />
ThE<br />
FRESh<br />
SLANI CN IFE INLCTICh PRCGRAM C273<br />
FRESh<br />
FRESh LCCR AI MAhACEMENT E CEJECTIVES 0832<br />
BEhAVICRAL SCIENCE OFFERS FRESh INSIGHTS ON NEW PRCLCT 0911<br />
FCCIIEN<br />
EDP IS IMFRCIG THE PERSONNEL FLNCTICN C017<br />
hEW<br />
SLPERVISCR, EVALLATICh, RCLE, FLhCTICh CIC5<br />
TESIINC, RCLE, FLhCTICN C156<br />
ATTITLCES lh YANAGEMET--VI PERCEPTIONS CF THE IMPORTANCE CF<br />
JCB<br />
PERSChALITY IRAIIS AS FUhCTICN OF LINE VERSLS STAFF TYPE<br />
CERTAIN<br />
JC8 0166<br />
RCLE, FbhCTICN, LEADERSHIP-STYLE, TRAIhlhG CI73<br />
WCRK-ASSICNMFhI, RCLE, FLhCIICN C176<br />
FUNCTICN ANC CYSFLhCTION IN ThE CRGAhlZATION C196<br />
ELECTRChlC [ATA PRCCESSIh¢ ANC ThE FERSChNEL FUhCTICh C365<br />
ERGAhIZIhC STAFFIC CPERATIhG IhFERMAIIN SERVICES FLNCTICN<br />
LIILITY FLhCTIEh CER[VEC FRGM SIRVIVAL GAME 0872<br />
ThE FURCFASINC FLNCTICh ANE FERT NETWORK ANALYSIS.' I075<br />
FLNCTICAL<br />
CLAIIFICATIN RECLIREMEhIS FLhCTIEhAL APPREACM 612<br />
CEVELCPIhC<br />
EEF FOR FUNCTICNAL CCST ANALYSIS IITO<br />
FLNCII[hS<br />
kITh RAhDCM ARRIVALS ANC LINEAR lESS FLhCTIONS OI2g<br />
SCFEULINC<br />
C825
(continued)<br />
FUNCTIONS<br />
SYSTEM [;IACRAM CF TEE FLNCT[ehs CF A MANAGER<br />
A<br />
FLNC<br />
ACCLklInC CEVELCFMENTS IN TPE ARMY [nCLSTRIAL<br />
MAhACEMEhT<br />
Fbn[; MERIT InCREaSES FOR SALARIEC EMPL[;YEES<br />
FLNCAMENIALS<br />
CF eLIL[;InG WINNInC TEAM<br />
FLnCAMEnTALS<br />
RECRLITInC--IFE FCRGCITEN FLNCAPENTALS<br />
FbNCAMEnIALS CF £1RECT FAIL<br />
FLNCAMEnTALS-RESEARC<br />
FLnEAMEnTALS-RESEARCF<br />
PREMIUM<br />
STRAIEGIES F[;R ALLCCATINC FLnCS<br />
SEMLLATICn CF MAnACEMENT CECISICn 8EFAICR FLNCS ANC INCOME<br />
FLRNIILRE<br />
SELECTION FER FEAK EFFICIENCY<br />
FLRnITURE<br />
FIXTLRES SFELVES FLRNITLRE In[;EXES eZCKS<br />
GAME<br />
FLNCIICn DERIVEC FB[;M SLRVIVAL GAME<br />
bTILITY<br />
GAMES<br />
MANACEFS FLAY<br />
CAVES<br />
GAPES-BUSInESS<br />
CECISICn-NALYSIS, CAMES-BLSInESS<br />
E[;bCATICn,<br />
GAP<br />
CLESE TFE KnCkLE£CE CAP AT TEE T[;P<br />
LETS<br />
BRICCIhC TE CAF In LCNC-RAnCE FLAnnlnC<br />
EQUAL JC8 CFFCRTLnITY- TEE CRE[;IILITY CAP<br />
GATEKEEPERS<br />
CTEKEEPERS ANE FCRCES IN TE hEWS CHANNEL<br />
NEWSPAPER<br />
GENERAL<br />
FLANNER CENEPAL FLANNIhC AnC TFE CITY<br />
TE<br />
TEE CEMA FCR CEnERAL ASSISTANCE PYPEnlS<br />
CEnERAL PLRFCSE EISPLAY SYSIEM<br />
SEVEN CENERAL CLIEINC PRINCIFLES OF EATA PRCCESING<br />
AESCP GENERAL AFPRZAC TC MAnAGEMEnl INCRMATI[;n SYSTEMS<br />
GENERAL-8LSInESS<br />
APPRCACF TC GENERAL-BbSINESS CRITERICN SPECIFICATICN<br />
EMPIRICAL<br />
GEhERATICn<br />
THIRC GEnERAIICN<br />
TEE<br />
TEIR£ GEnERTICN PERT/LC<br />
TE CENERATICN CF INFGRVATICh<br />
GECCRAFIC<br />
CECCRAPhC CCCInG<br />
CCMFLTERIZEE<br />
GECRCIA<br />
EMFLCYMENl IN SAVANNAE GEZRCIA<br />
PbELIC<br />
CCVERNMEnT SLMMER INTERNS- TE CECRCIA EXPERIENCE<br />
GEETIC<br />
INK F[;R CEIT[; InPSTRIES<br />
RE<br />
GCAL<br />
SETTInC AS MEANS CF INCREASING VCTIVATIGN<br />
CCAL<br />
MCTIVATICN CCAL-FLAnINC<br />
GCAL-SETTInG<br />
C[;AL-SETTInC<br />
GAL-SETTINC<br />
CEAL-SETTINC CECIIGN-VAKInC<br />
GCALS<br />
TEE CCNCEFT CF CRCANIZATICNAL CCALS<br />
CN<br />
RETIREMENT IhCCME CGALS<br />
CCST VALLE RISK GCACS<br />
CCALS AnE CRCANIZATI£k CP [;ECISICN-PAKINC FCR TEE<br />
WELFARE<br />
RESCLRCES<br />
WATER<br />
1153<br />
0823<br />
1181<br />
CEll<br />
C368<br />
C564<br />
C778<br />
C240<br />
1158<br />
cg31<br />
1037<br />
C872<br />
1011<br />
C278<br />
C336<br />
c34g<br />
li14<br />
0853<br />
CC26<br />
C027<br />
C372<br />
0687<br />
I059<br />
CCALS In nECC FMFLYMEnl C3O<br />
GUIDE<br />
GCEEkILL<br />
IC LSE RCLII\h LCCSIEn T[; PUILG COMMUNITY GCFCHILL C430<br />
FCW<br />
CCVERNMEnI SLMM[R INTERNS- TFE GECRCIA EXPERIENCE 1162<br />
GRAE<br />
FC£R CRA CC70<br />
ELECTRONIC<br />
GRACE-FLInT<br />
ANALYSIS CF PIREC-CHelCEIVISICn-CF-TIME-<br />
VLLTIPLE-RECRESSICN<br />
IN RELATICn IC CRAEE-FCIkT ERACE C646<br />
GRACLATE<br />
GRACLAE CFARACTERIST[CS RECREITING DECISIEnS C537<br />
CCLLEG£<br />
PRCCRESS CF CRAELATE RESEARCF In INELSIRIAL EnGInEERInC cE2g<br />
GRACLTES<br />
IRAIklnC PROGRAMS FOR CCLLEGE CRA£ATES C268<br />
EFFECTIVE<br />
GRANTS<br />
RCLE In ACCCLnTInG FC8 ANTI-P[;ERT PRCCRAM CRAFTS<br />
CPAS<br />
SCF[LARSFIFS AC FELLCWSFIP CRAnIS<br />
FECERAL CR#nlS EKCEbRACE RECICNAL CENTERS, TCTAL SYSTEMS<br />
GRAPEVINE<br />
TC £C A£CLT TEE CRAFEVInE<br />
WFAT<br />
GRAFFIC<br />
CRAPFIC<br />
FISTEGRAM<br />
ICS-<br />
GRAFF<br />
CRAF ICS- ERE ARE E<br />
C[;MPLTER<br />
GRAPFCLCCY<br />
EALLATINC, CRAPFELCCY<br />
SELECTIEn,<br />
GRATbITIES<br />
AS SCLRCE OF INCOME In TEE LCDCInG INCLSTRY<br />
CRAILITIES<br />
GRIC<br />
EECISIE-MKInC ERIC<br />
TFE<br />
GRIPERS<br />
TC CCE IC CRIPS ITF CRIPERS<br />
ECW<br />
GRCLF<br />
FERSCNALIT, CRCLP<br />
CECISICn-MAKINC,<br />
GRCLP ACCEPTANCE COPtLNICATICN<br />
ATTIIUCE VSLS SI
GUIDE (continued)<br />
CLIFF TC MEET[KC STYLES, CREEPS AKC METFCCS II02<br />
GCIEELIKkS<br />
TEChKICLE C079<br />
CLIEELIKES<br />
EEVELCPIKC FAIR EMFLEYPEKT FRCGRAMS CLICELIKES C]88<br />
JC8 8ESCRIFTILkS CLIEEL[ES FCR FERSCNKEL PAKACEWEKT C928<br />
CPERATE CbIEELIKES 1173<br />
GLICIKC<br />
CFKERAL CLICINC PRIKCIFLES CF EAT PRCCESSIC C687<br />
SEVEN<br />
hABITS<br />
ARF YCLR LISIEKIKC FAOII C416<br />
hCk<br />
hCk TC ChaNCE TEE FAEITS CF NATIbK 0829<br />
hACCLIKG<br />
CCCC- SIAKOARC CCKIRACTS AC PACGLIKG C949<br />
CAFITAL<br />
hALE<br />
[K FACT[R-ANALYSIS EF SLEERVISCR BEhAVICR IKENTERY C035<br />
hALt<br />
HAKDICFPEE<br />
PLACEWkI, WIKCRITIES C02<br />
EAKLICAFFEC,<br />
FAKEICAEPEE E[LCAIIE, REhtILITAIILN C335<br />
REIRIEVE FLAKIKC IFCRPAIICN FACICAPPE;, DCCCWE&T,CKTRCL<br />
NEW SCLRCE CF FRLLRAMERS TFE VISLALL FAKCICAFPEC C897<br />
TRAIKIKC REERLII PRCCRAWWER PERSCKEL hAKCICAFFEE C97<br />
PLAY-FRLCCCI3 FASkCC ABILITIES-IkCERPERATEE FAKCICAPPEE<br />
kCRKShCPS<br />
1137<br />
hAKCkRITIC<br />
CCES hAKCkRIThC REEAL<br />
khAI<br />
hAPPEKEC<br />
EVER hAFPEEE TE SPICE CPIK-EFF<br />
kFAT<br />
hARO-CCRE<br />
LRN hARE-CCRE LKFWELCYFE<br />
IKKER-CITIE<br />
CREAK hARC-CCRE LKEMFLCYEE ELACK<br />
HEACSTRT<br />
EEAESTAPI,TPACFER IERESI AKC CCWMIITMEKT<br />
FRCJECT<br />
ELTF<br />
hEaLTh SERVICES<br />
CCWMLKITY<br />
CRCAkIZATICKAL FEALTF AWL CCPAKY EFFICIENCY<br />
KEECEE- KEk FEREFECTIVE EK FEALTh SRVICS<br />
ACCELKTIC FCR PLELIC hEALTh KLRSIKC AS
HOW (conhnued)<br />
HOW TO USE RCbTINE OCCASIEN TO BUILD COMMUNITY GOCEWILL C430<br />
HEW TO CFOCSE<br />
HOW TO EASE lhTC A MANAGEMENT INFORMATICN SYSTEM 0460<br />
OW THE EFFECTIVE EXECUTIVE DOES IT C549<br />
HCW ANOY MCGFEE COT BETTER JOB CSSO<br />
HOW TO ANALYZE PLRCHASING EXPENDITURES 0S65<br />
HEW TO RECECE OFFICE COSIS.'<br />
HOW AND WHY- TC STARI CEMPANY PLELICATIEN<br />
HW MUCH GCCE EC FILMS OC<br />
HEW TO PANACE CREAIIVE PEOPLE<br />
hCg TO SET EF FRCJECT CRCA&IZATIO&<br />
HOW THE -ERC ERCE- hELPEE ACENTS SELL<br />
HEW TO MAKE HEALERS AND SALES MEN FEEL IMPORTANT C733<br />
HOW SEVEN FIRMS ECECATE IHEIR IN-OFFICE PERSONNEL.' C774<br />
HOW IO TAP THE PEEL EF U.S TRAINEE FOREIGN STUDENTS C816<br />
HEW TO CHANCE IHE HABITS EF NATION oB2g<br />
HOW SOCIAL SCIENCE RESEARCF CAN PELF MANAGEMENT 0934<br />
HOW WELL COMPENSATED ARE NECRO EXECLTIVES 0963<br />
ONE MORE TIME- HEW DC YGE MOTIVATE EMPLOYEES 1013<br />
HEW MANACEMENT CAN SELVE TEE OCERMAN SFCRTAGE ID43<br />
HOW TO RATE YObR EMPLCYEES- SEVEN SYSTEMS MOST FIRMS USE.' IOgg<br />
PEW TO MNACE MAINTENANCE 11C2<br />
HOW TO MAKE FILMSTRIPS GET CF MOVIES Ii05<br />
HOW A WCRLCW[DE CCRPCRATECN MANACES CHANCE 1146<br />
HW IC USE MIXED RECTA IN EXHIBITS I169<br />
HUMAN<br />
MANACEMENT AND TFE HUMAN FACTER C164<br />
EFFECTIVE<br />
HbMAN FA£TCR IN TEIAL QUAlIIY CO&TREE 0199<br />
HUMAN RELATIONS LABORATORY TRAILING- TREE UESIIDNS 014<br />
C@VELOPMENT CF A @EMAVIOR TAXONOMY FOR DESCRIBING FbMAN TASKS<br />
HUMAN REACTIONS ARE THE NATLRE CF MAN 0665<br />
CLEARING THE AIR IN HUMAN RELATIENS IOO<br />
HUMAN RELATIONS AN TFE MANAGEMENT ANALYST 1029<br />
HMAN RESCERCES MEASUREMENT MAYNeT BE REPRINTED II09<br />
ACCCLNIINC FOR FLMAN RESCLRCES MAYNCT BE REPRINIEC 1140<br />
HUMAfi-RESCLRCES<br />
FUMAN-RESOURCES MANPEWER I016<br />
BEHAVIORAL-SCIENCES<br />
HYGIENE<br />
ALE YGIENE DIMENSIONS FOR R--O ENGINEERS CB5<br />
MOTIVATOR<br />
HYFCTFESIS<br />
CF A FEXRARCHY CF EFFECTS AN EVALUATION 0443<br />
HYPOTHESIS<br />
LIMIIATICNS CFIFE TWC-FACT[R HYPETPESIS OF J£B SATISFACTION 06BO<br />
IDEAS<br />
EF PLELICIIY IEEAS C424<br />
CFECKLIST<br />
IDEATIONAL<br />
lIENS SYkERCISIIC EFFECT CI?6<br />
IOEAIICNAL<br />
IDEATIONAL ITEMS THE SYSTEMS CONCEPT 0339<br />
IDENTIFICATICN-<br />
TCEL OF LEABFRSHIP<br />
SGCICNETRY--A<br />
IDENTIFYING<br />
LIGHT CN ICENTIFYIhC TFE ALCDFCLIC EMPLOYEE C006<br />
NEW<br />
ICENTIFYING PANACERS 0866<br />
ILLNESSES<br />
IN TEE CC6TS F 1REAIMENT CF SELECTED ILLNESSES 1069<br />
CHANCES<br />
IMAGE<br />
ANALYTICAL APFRCACF TC TFE CChCEPT OF IMAGE 0692<br />
AN<br />
ThE MANY NEW IMACES EF MICROFILM C415<br />
C634<br />
INCOME<br />
CS8211MPLICATICN<br />
TIME-SHARING SOME PRCBLEMS, POTENTIALITIESt AND IMPLICATION 0217<br />
OE271<br />
IMPLICATIONS<br />
C655<br />
SOCIAL IMFLICATICNS CF ALTCVATICN G233<br />
SOME<br />
C659<br />
0660<br />
C704<br />
MfiASLRERENT CF CERPORATE IMACES BY lEE SEMANTIC CIFFERENTIAL<br />
A STRETCH CF THE IMACINATICN.' C313<br />
IHPERFECT<br />
EFFIIENT LSE CF AN IMP6RFECT FCRECASI C490<br />
THE<br />
MINIMUM-CCST CPECKINC USINC IMPERFECT INFORMATICN.' 0630<br />
IMPLEMENTING<br />
AN OPERATIONS RESEARCH PRCCRAM C30g<br />
IVPLEMENTINC<br />
CBPERSCNALIZATICN- SOME IMPLICAIICNS FCR BANK EVPLCYEES C584<br />
IVPLICATICNS CF IWC VIEWS CF VOCATIONAL CEIOANCE 1205<br />
IMPORTANCE<br />
IMPORTANCE CF STATEMENT 33 CgI5<br />
TFE<br />
IMPCRIANT<br />
IT EVER IS IMFORTANT.' C640<br />
TALKING<br />
HEW TO WAKE EEALERS AC SALES WEN FEEL IMPORTANT C733<br />
IMPROVE<br />
FERSCNNEL SFCLLO IMPROVE COMMLNICATICN TEC C280<br />
EOP<br />
TFE ESE CF CELCRS TO IMPROVE OPERATING EFFICIENCY.' C23<br />
IMPRCVED<br />
IMPRCVEC LASTS TO ESTIMATE CCNIROL R-+-C TASKS C740<br />
AN<br />
IMPROVED INCENTIVE PLAN FCR SLPERVISCRS I044<br />
WORK MEASEREPENTS COST ANALYSIS IMPROVED COSTING I129<br />
IMPROVING<br />
EDP IS IMPROVING THE PERSONNEL FLNCIION COl?<br />
MOw<br />
IYPRCVINC INSPECIER PERFCRMANCE WIIF TRAINING AC VISLAL AID C783<br />
IN-BASKET<br />
MANACERS TO MAKE DECISIENS THE IN-BASKET METHOD C214<br />
IRAININC<br />
IN-CFFICE<br />
SEVEN FIRMS EDUCATE TEIR IN-OFFICE PERSONNEL C774<br />
HOW<br />
IN-SERVICE<br />
IRAIhINC C52I<br />
IN-SERVICE<br />
TRAINNEESHIP IN-SERVICE WCRK-STEY 0528<br />
INCENTIVE<br />
INCENTIVE AITITLES PERSONNEL C090<br />
ROLE<br />
MCIIVATICN INCENIIVE C293<br />
MAhACEMENT INCENTIVE COMPENSATICN' C380<br />
A SIMPLE INCENTIVE PLAN FCR YOUR FACTCRY FOREMAN C408<br />
APT, ACECUAIE PERSENAL ICENIIVE, A NE APPROACH C613<br />
WIVES- THE IC MOTIVATORS I INCENTIVE TRAVEL PRCCRAMS IOql<br />
IMPRCVE INCENTIVE PLaN FOR SLPERVISCRS 1044<br />
WELFARE PAYMENTS AD WORK INCENTIVE SOME DETERMINANTS 12C9<br />
INCENTIVES<br />
MCIIVAIICN, SALARY C161<br />
INCENTIVES,<br />
EFFECTS EL PRCELCTIVITY CF ERCPPING INOIVTDEAL INCENTIVES C331<br />
LEARNING CLRVE WAGE INCENTIVES 1203<br />
INCOME<br />
INCEME C136<br />
SALARY,<br />
RETIREMENT INCOME COALS C22I<br />
CRATLITIES AS SCLRCE OF INCOME Ih THE LOGING INELSTRY.' 0226<br />
MEDICARE ANE CISADILITY INCOME INSURANCE C248<br />
SALARY INCOME G284<br />
EFFECTS CF INCOME LPCN SFCPPING ATTITbOES 0326<br />
DEMEGRAPFY BY INCOME CLASS C608<br />
BUDCET, INCOME 069<br />
SOCIAL SECURITY AND FAMILY INCCMC RECUIREMENTS C935<br />
SIMLLATTCN CF MANAGEMENT ECISIGN BEHAVIOR FENDS AND INCOME 1158<br />
C953
INCOMPLETE<br />
INCOMPLETE<br />
WITF ICCMPLETE KNEWLECGE CF PROBABILITIES C159<br />
DECISIONS<br />
INCREASES<br />
MERIT ICREASES FOR SALARIEC EMPLOYEES 1181<br />
FUN£<br />
INCEX<br />
T£ TEE FILE-- RANECMIZE £R INCEX C478<br />
ENTRY<br />
IhCEX, EVALLATE C478<br />
PROGRAM, IkCEX 0516<br />
SELECTEE INEEX EVALUATING C578<br />
FLANKING, INCEX CCNIRGL C652<br />
JGB INCEX 0719<br />
SAIISFACTICN, PLA, JCBS INCEX ANALYZEC C725<br />
RECORDS ICEX 1054<br />
STOICS INCEX REPERTINC 1147<br />
ICEX-<br />
SbBEMPLCYMEkT INCEX- hEW MEASLRE liED<br />
THE<br />
IkEEXEE<br />
INFERMAIIEN, INCEXEC, CCCLMENTS, CONTROLS 0536<br />
FLABS,<br />
INEEXES<br />
RETRIEVAL KWIC INCEXES CPERATIONS-RESEARCF R ClOD<br />
INFCRMATIEk<br />
INDEXES, FORECASTING, ANALYSIS 0820<br />
FIXTLRES SFELVES FLRNITURE InCEXES BECKS I037<br />
InCEXING<br />
CONTROL IN AUTCMATIC INCEXIG 0086<br />
VOCABULARY<br />
INCEXINC INFCRMATICn-RETRIEVAL C086<br />
CISSEMINATICn CIFFLSICN INNEVATICN REIRIEVAL INCEXINC 0108<br />
INCEXING 0305<br />
[NEERMATICn, IkCEXINC, EVALLATE, CCCLMEnIATICNATA-PRCCESSIhC<br />
TESIING, PRECRAMMER [nCEXInC DCCbMENT CDNTRDL, OGEES CT58<br />
InCIVICUAL<br />
FO ICE IEIVICLALo' COG8<br />
AGE<br />
TECFnCLCCY AnL TEE IEIVICAL 0194<br />
EFFECTS Cn PRCCLCllVITY LF CREEPING INDIIDLAL INCENTIVES C311<br />
WORK-GRCLP VERSLS INCIVICLAL DIFFERENCES IN ATIITLDE C538<br />
EFFECT £F S[MbLATEC SOCIAL FEEDBACK CN [nCIVICbAL PERFORMANCE<br />
ICIVIAL RESPONSES AND SOCIAL DESIRABILITY 0965<br />
InCIVICUALISM<br />
InCIVI{LALISM CN IHE R+C IEAP 1046<br />
FRESERVIkC<br />
INOUCIIO<br />
SLANT Cn TEE [NCLCTIEN PROGRAM C273<br />
FRBSP<br />
IhEUSTRIAL<br />
APPRCACF TO [NCLSTRIAL MARKETING CCMMLNICATICNS C028<br />
SYSTEMS<br />
TEE INCUSTRIAL PSYCHOLOGISTS JOB C02<br />
NEW CIRECIICS In INEUSTRIAL EYNAMICS CI52<br />
DISCIPLINE In TEE INCUSTRIAL SETTING C162<br />
INELSTRIAL MANAGEMENT ANF ll EFFECT CN FERFCRMAkCE C364<br />
ROLE OF TEE TECFnICIAN In InEUSIRIAL ENCINEERINC C470<br />
CAN INCLSTRIAL FREEUCT PLELICITY BE MEASLREO C516<br />
CCMPLTER-ASSISTEC INSIRUCTIE IN [NCUSTRIAL TRAINING 0518<br />
COUNSELING InCLSIRIAL MANAGERS ITE SORTS C563<br />
PROGRESS CF CRACLATE RESEARCF IK INCLSTRIAL EnGInEERING 0629<br />
EF BEFVICRAL SCIENCES TC TEE PRACTICE CF INDUSIRIAL<br />
APPLICATION<br />
0663<br />
ENGINEERING<br />
ANENYObS SLBJECl$ RESPOnCInC TO A INCLSTRIAL CPINICk SURVEY<br />
PRCELEMS CF MANAGING INCLSTRIAL RESEARCF C64<br />
VALIEITY OF TEE JEB-CCNCEPT INIERVIEW Ik AN INCLSTRIAL SETTING<br />
INCLSTRIAL ENGINEERING AnE SCCIC-TECFICAL SYSTEMS<br />
C477<br />
C64<br />
0675<br />
C721<br />
C793<br />
8<br />
MANAGEMENT ACCbnTING CEVELCFMENTS IN TEE ARMY INCLSIRIAL FUNC<br />
INFORMATION<br />
MDELInC TEE INCLSTRIAL ELYInG PRCCESS 0946<br />
REMOTE INCLSTRIAL TRAINIhC VIA CCMPLTER-ASSISTEC INSIRLCTICn C960<br />
[NgLSTRIAL CYNAMICS AFIER TEE FIRSI CECADE 1155<br />
A FRCBABLISTIC AFPROACF TC INCUSTRIAL MECIA SELECTIOn 1199<br />
InCUSTRIAL-RELATIENS<br />
INCUSTRIAL-RELATIENS SYSTEM IN TPE FCSPITAL IN£USTRY.' 1132<br />
IFE<br />
IUSTRIES<br />
IN FCR CFEITC IhEUSTRIES Ill3<br />
REC<br />
INCLSIRY<br />
IhRCLCF TEE ALTGMCEILE INCLSTRY CllO<br />
CRCWTH<br />
CRATLITIES AS SCLRCE OF INCOME IN THE LODGING INCSIRY.' 0226<br />
EFFECTS CF IkCLSIRY SIZE CIVISICN CF LABOR CN ACMINISIRATICN<br />
A FFILCSCPFY CF RESEARCF FOR INBLSTRY 0875<br />
TEE InCUSTRIAL-RELATICNS {YTEM IN TE FCSPITAL INUSIRY 1132<br />
IhEFFECTIVE<br />
VIEkS OF INEFFECTIVE EXECLIIVE BEHAVIOR 0908<br />
SUECRCINATES<br />
INEFFICIENT<br />
INEFFICIENT CAREER 0261<br />
TFE<br />
INFLCEnCE<br />
STYLE, FIERARCFICAL INFLLENCE, AND SLPERVISGRY ROLE<br />
LEACERSFIP<br />
GBLICATIENS ClOl<br />
INFLUENCE CF A CFANGE IN SYSTEM CRITERIA OFERFORMANCE 0489<br />
RESPCNSE STYLE INFLUENCE IN PLBLIC CPInICN SRVEYS 0855<br />
InFLLECES<br />
INFLUENCES Cn STLCENT ACFIEVEMENT C959<br />
CRGAnIZATICnAL<br />
FERECITARY INFLLENCES ON VCCATICAAL PREFERENCES 0961<br />
IFCRMAL<br />
FROM TEE INFORMAL ORGANIZATION 1151<br />
LESSENS<br />
IFERMAL CCMLnICATICN 1195<br />
INFORMhNTS<br />
EXPERT IhFDRMANIS BY SLRVEY METFODS C851<br />
STbCYING<br />
IFCRMATICN<br />
EVALLATE, REPCRIS RECRLITMENT, DATA-PROCESSING C017<br />
INFORMATION,<br />
InnEVATICN, INFCRMATICN C060<br />
CC FRESEnT IFCRMATIZn SERVICES SERE TEE ENGINEER C085<br />
TEE INFCRMATICn LTILITIES 0103<br />
InFCRMAIICn REIRIEVAL K[C IndEXES CPERATIONS-RESEARCF R D ClOD<br />
INFORMATIOn RETRIEVAL FLAnnING BCGETING SLFERVISIEN<br />
KIC<br />
0107<br />
REHABILITATION-PERSOnNEL<br />
CN IFE CEVELCFMENI OF A REAEILITATIEN INFORMATION SYSTEM CI08<br />
AUTCMATEC INFORMATION SYSTEMS IN PLAnNInG, CONTROL CCMMANC Oil2<br />
FCW TC CRCANIZE INFORMATIOn SYSTEMS 0115<br />
RETRIEVING, IFERMATIEN C135<br />
INFCRMATICn RETRIEVAL 0146<br />
WFATS AFEAC I IhFCRMATIEN IECFNCLGCY C172<br />
PANACEYENT BY EXCEPTION TFRCLGF INFORMATION PROCESSING 0200<br />
CLINICAL INFORMATION PROCESSING C244<br />
TOTal INFORMATION SYSTEM 029<br />
CONIRCLLINC TFE INFORMATION VALANCFE C264<br />
NOISE IN TEE INFORMATION SYSIEM 0290<br />
TEE ACCOUNTANTS RCLE IN MANAGEMENT INFORMATION SYSTEMS 0294<br />
CRGAnIZATIEnAL, INFORMATION C361<br />
JCS [NFCRMATILh 0403<br />
RULES, PLAN INFCRNATION CChTRCL C4LO<br />
InFERMAIILN, ANALYSIS C415<br />
SELECTING, InFCRMATICN, EVALLATICN, CECISION, ANALYZEC C419<br />
0823<br />
C781
(conhnued)<br />
INFORMATION<br />
FLAhhIhC IhFDRATIDN PAhCICAPPEO DOCbMENTtONTROL<br />
RETRIEVE,<br />
I&ECRMATIN CChIRDL 0638<br />
OPTIMUM INFORMATION<br />
• HE INFORMATION SPECIALISTo 0668<br />
MARING IhFCRPATIDNt DECISION 0452<br />
INFCRNATICht CCEIbG 0656<br />
PANNING PERSDNEL INFORMATICN DATA-PROCESSIkG<br />
M TO EASE ITD A MANAGEMENT INFORMATID SYSTEN 0460<br />
DESIGN CF LARGE SCALE INFORMATION RETRIEVAL SYSTEM C65<br />
SELECTION INFORMATION EVALbA]IGN SbREY<br />
PRGGRAN PLAINGt INFORMATICN ANALYSIS 0469<br />
INFCRMATICk CDNTRCL C672<br />
PLANNING INFORMATION ANALYSING C673<br />
BYPRODUCT INFORMATION CAW PAY TE WAY FOR COMPUTER SYSTEMS 0474<br />
IFCRMATICN, ANALYSIS<br />
INECRMATICNt INDEXING EVALLAIE, DCCbMEkIATIONAIA-PRECESSIG<br />
ORGANIZATION, I&FDRMATION ANALYSIS 0679<br />
DTINAL, INFCRMAT(CN GONIRDL, ANALYSIS<br />
• ERSChNEL IhFRMATICNt ANALYSIS 0687<br />
DPTIMAL INFERNATDNt FORECASTt EVALUATED DECISION C690<br />
YESTSe SELECTECe IhFCRMATICh EVALbATIChS C691<br />
INFCRMATIDN EVALUATICN ANALYZED 0699<br />
DETECTING RESPCNCENTS WHO FAKE CONFUSE SURVEY INFORMATION 0699<br />
INCRMATINt DECISION 0506<br />
TEST, INFORMATION 0508<br />
IhFCRNATIDN EVALLATIEN C509<br />
THE EVALUATION CF SUBJECTIVE INFORMATION. 0509<br />
MANINGt INFORMATION, ADMINISTRATIVE 0511<br />
PLANNING DRDAIZATICN INFERMATION EVALUATED C516<br />
JCBSe INFORPATICN ANALYSIS 0520<br />
INSCRMATIDN ASSIMILAT]DN FREP UPCATEB DISPLAYS C523<br />
SELECTEDt [hFDRMATIONb C£DE£ 0523<br />
INFCRMATICN, CEDES 0535<br />
PLAkSe INFCRAID, INDEXEDt DDCUMEkTS CONTROLS 0536<br />
INFCRMATICN CC£ES C539<br />
INECRMATION CONTROL, ANALYSIS 050<br />
INFCRMATINt CCbNSELING C563<br />
TRAINING* INFORMATION 0545<br />
5ELECTICN PRDCRAMMING INFERMAT[UNt EVALUATES 0558<br />
THE LANCUAGE CF INFORMATION SYSTEPSo 0558<br />
TRAIWING SELECTIhG PROGRAPS PLANhED JOB INFORMATION 0561<br />
RETRIEYAL PERSDhNEL GRGANIZATIN INFCRNATIDNt CONTROLLED 0562<br />
INFCRMATIN ANALYZE 0575<br />
RGANIZE INFORMATION<br />
PRGGRANt JCE INFORMATION<br />
PROGRAMMING, MANPCWER IFORMATIONt EVALUATION ANALYSIS<br />
PROGRMMINGt JCEt INP'I]RMATICht REGRE$SIDN<br />
PRGGRAM RGANIZAINw INDRMATION ADMINISTERED<br />
PROGRAMINGt |NFDRMATIDN EVALUATIGNt CDDING<br />
THE LANGUAGE F INFORMATION SYSTEMSo<br />
PROGRAt PLANt MAKIhF INFORMATIGNt DOCUMENTATION<br />
C425<br />
0677<br />
C581<br />
C582<br />
C586<br />
0593<br />
0595<br />
C599<br />
0599<br />
0600<br />
59<br />
INFORMATION (cont,nued)<br />
CRCAhlZATIEHAL MKING, INFORMATIDN ECbCATICN<br />
PLAhNINGt<br />
C617<br />
CUESTICNAIRES<br />
PRDGRAM FLAhNINC INFORMATION 0622<br />
MInIMUM-COST CEECKINC USING IMPERFECT IFORMATIDh C60<br />
PECCRAMINC, INFORMATION, DECISION DE30<br />
PROGRAMS, IKFORMATION CATA-PROCESSIG CODE 0651<br />
SELECTEC PRGGRAM IhFORATIDN FCRECAST, AKALYSIStECRESSICN 0656<br />
PRCCRAM PLANEC INFCRMATICh 0655<br />
INFDRMATIEh EVLLATES C658<br />
IkFCRMATICh ECLCATIDNAL 666<br />
SUPERVISCRS INFCRMAIIGk, ADMINISTERED C673<br />
PRECICTIDN CF CREATIVITY FRCM BICGRAPHICAL IhFCRATICN CET3<br />
INFCRMATICh EVALLATICN C687<br />
INFORMATION FLOW AND EECENIRALIZED DECISION MAKING INARKETIkC C69<br />
IFCRMATION ECLCATION ANALYIS MAkACEMEI 0695<br />
INFCRMATICkt ANALYSIS C696<br />
TRAIkING SELECT PERSONNEL, INFCRMATICN, EDUCATION C698<br />
PLAhNINC, CRCANIZAIICN INFDRMAIIE C699<br />
PERSONNEL, IKFCRMATICN CCNTRDL C700<br />
INFDRMATIC CCCE C706<br />
PSYGCLOGISTSt INFCRATIDN EVALLATICNSt CODIkG ANALYSES C720<br />
INFORMATION CONCEPTS IN NETWORK PLANINC 0735<br />
PLAhhINGt PERT INFORMATION 0735<br />
INFDRMATIDN ANALYSIS C756<br />
IKFDRMATIEK AEMIKISTRATIVE C768<br />
PRGCRAMMERS CRCAhIZATIN IKFCRMATICN CCCPEhTATIOhhALYSTS<br />
IhFDRMATICN ANALYSIS C777<br />
IhFDRMATIDNt CONTROLLED C787<br />
INFCRMATICN, EVALCATICN 0788<br />
SELECTIVE EXFGSLRE TD INFCRPAIIO A CRITICAL REVIEW C79b<br />
SELECTIVEt PSYCFCLCGICAL, INFORMATION C796<br />
PRGGRAM PLAh IkFCRMATICN ADMIkISTRATICN C797<br />
SELECTED, INFORMATIGK QUESTIONNAIRE 0803<br />
RULESe [kFDRPATIDk 0805<br />
SELECTIkG PLANkIkG IFCRNION CEhTRCL 0822<br />
IhFDRMATICN CCTRDL C823<br />
ORGANIZING STAFFING OPERATING INFORAT[DN SERVICES FUNCTID<br />
CRGAIZ[NC IkFERMATICN 0825<br />
INFERMATICN CECISICNt CChTRDLt ANALYZ[kC C826<br />
RETRIEVAL JCES INFQRMATICN 0827<br />
PATHWAY TD FROFIT THE MANACEMENT INFORMATION SYSTEM 0833<br />
ORGANIZECt INFGRMATICN CEDIS|ONe CChTRCL ANALYSIS 0833<br />
PLANt ORGANIZATICN I&NOVATE* INFORMATICN 0834<br />
MANAGEMENTS RLE IN EEVEtDPING AN I&FORMATIDN SYSTEM 0836<br />
SBLECTIVE INFCRPATICN DCCLMENTS, CDDE 0837<br />
PLAN, ORANIZATICN INFORMATION, CONTROL ANALYSES 0840<br />
TEST, CP¥1MAL INFDRMATICN CONTRCL ANALYSIS 0862<br />
INFCRMATION EVALUATING CCCLMENTS 0846<br />
ORGANIZATIENt INFORMATIOk EDUCATIN DECISION, ANALYSIS 0847<br />
MANING |NFORMATICN EVALATE AhALYZED C868<br />
PRGGRAMS FLANNEl= INFORPATIEN CbESTICNAIRE 085[<br />
C776<br />
C825
ATION (conhnued)<br />
INFORM<br />
AkALYSIS, ACMIkISfRATIE, CLESTIONAIRE C853<br />
IkFCRMATICk,<br />
PRCCRAMME, IFCRMATIEN 0856<br />
THE SEMANTIC CIFFERETIAL A IkFORMAIIC SObRCE 0861<br />
IFCRMATIC AC AESTRACTICh C886<br />
THE CENERATIC CF INFCRMATICk CES?<br />
PROGRAM, PERSCNNEL INFORMATION 0989<br />
EATA AC IFCRPATIEN MANACEMEkT SYSIEMS lC15<br />
TEE INFORFATIC SYSTEM ALCII 1052<br />
AESOP GEkERAL APPRCACF TC MAnAGEMEnT IFCRMATIC SYSIEMS 1059<br />
PREFERENCES AMEC INFORMATICk SCLRCES LDER LhCERTAITY 1065<br />
SEVE INFIeIICRS TO MAACEMENT INFORMATION SYSIEM 1073<br />
CCkIROL CARE CIVES ISTAkT IVETCRY IFCRMATIC 1076<br />
SIMPLE MEIF£C FOR CBTAIIC IFE IhFORMAIICN MATRIX FOR<br />
MULTIVARIATE-NORMAL CISTRIBLIIO IC79<br />
AUTCPATEC IkFCRMAFIOh RETRIEVAL I091<br />
INFCRMATIC PRCCESSOR- FRIEZE OR FEE 1124<br />
POSITIVE LOCK AT MAnAGEMEnT INFCRMAT[C SYSTEMS 1133<br />
CISSEMIkATIkC IhFORMAIIOk klTMlk A CCFPAkY 1149<br />
MAJCR TASK IS IC CCORBINATE IFCRMAIICk I193<br />
IFCRMATIC-PRCCESSI<br />
ECP CCMPTERIZATICh COSI-CCTRCL COOS<br />
IhFCRMAIIC-FRCCESSING<br />
IkFORMATICk-RETRIEA<br />
IFCRMATIEN-REIRIEVAL C071<br />
MICROFILM,<br />
INFORMATIOn-RETRIEVAL PUBLIC ADMINISTRATION :084<br />
IFCRMAIIC-RETRIEVAL CC85<br />
ICEXINC, IFCRMATIOh-RETRIEVAL C086<br />
INFCRMATICk-REIRIEVAL 089<br />
IFCRMATIC-SYSTEM<br />
RETRIEVAL C110<br />
IFCRMATICh-SYSTEM<br />
INFCRMATICk-SYSIEP, [VALLATE DECISIOn-MAKING C134<br />
IFCRMATIC-SYSTEF CCCUMETATICk C140<br />
IhFCRMATIC-SYSIEM C142<br />
MECICAL EATA-PRCCESSIkC IACNCSIS IFCRMATIO-SYSIEM C246<br />
CCMFTERIZAIIC, IFCRMAIIC-SYSIEM C322<br />
TEAMWORK CCMPbTERIZAIION IFCRMATIOk-SYSIEM C369<br />
MAhAGEMEhT IFCRMATICh-SYSTEP ICE7<br />
SYSTEMS-AFPRCACE INFORMAIICh-SYSTEM CATA-PRCCESSIG 1039<br />
IhNCVATIE IFCRMATIC-SYSTEM 1150<br />
IFCRMAIIE-SYSTEMS<br />
IkFCRPATILN-SYSTEMS, £ATA C172<br />
RETRIEVAL,<br />
IFCRMATIEAL<br />
CRCAIZATIEAL, MAKINC, IhFRMATICAL, EDLCAIICk,ECISIC<br />
TEST,<br />
IFIEII<br />
WhYS TC IECffIT CREATIVE RESEARCH CC76<br />
SEVEN<br />
IFIITORS<br />
INFIBITCRS TC A PAkACEMENT IFCRMATIO SYSTEM IC73<br />
SEVEk<br />
IER-CITIES<br />
LREAh HARO-CCRE LNEMFLCYEC II13<br />
IhkER-CITIES<br />
IkkCVTE<br />
CRCAIZATIC, IhOVAIE, IhFCRPATICk C834<br />
FLAW,<br />
IkCVAIE 1146<br />
IkCVIIG<br />
IBkCVATINC CB07<br />
CRGAIZAIICS,<br />
ISSEMIATICk £1FFLSICN IEVATIC REIRIEVAL ICEXIC CI08<br />
CRCAIZIkG FOR FRZEUCT ICVATIO 01I<br />
MAACEMEkTS EH IEW CF ICATIC CC7<br />
021<br />
INTEGRATOR<br />
PAhCERS AIIITLEE CREATIIT IhCVATIC C313<br />
ATTITUDES IhhCVAIICN SLPERVISICh 029<br />
RECRLITIG, FLAK, PERSOnnEL, MAFCER, JC8, IkCVATICK,kALYSIS<br />
PRCCRAPPEC, INCVATICk, ECLCATIONAL C753<br />
PLAEC, IhhCVATICh C779<br />
TFE AIRLINES, CASE STLCY lh PAACEMENT INCVATILN C834<br />
JB IkCVATIC AALYSIS Bg2<br />
TECFRCLCCY LTILIZATIEk IhCATICN 1024<br />
ISSEMIATIC IkCVATIEN 1035<br />
IBkCVATICk IBFCRATIC-SYSIEP 1150<br />
IBEVAT[C EELCCIG 127<br />
IkCVATIVE<br />
IBBCVAIIE, ANALYSIS<br />
PLAIC,<br />
ECLCTICh EATA-FRCCESSINC IhhCVATIVE 1183<br />
INkCVATIVE-BEFAVICR<br />
IkkCVATIVE-BEFAVIER, EELCATICk C231<br />
TRAIkIG,<br />
IPLT<br />
kAY TC bSTCP TFE ECP IkPLT BCITLEkECK 1097<br />
SCAERS-<br />
INPbT-CUTPLT<br />
AkALYSIS CF CRCANIZATI[ PAVING INIAGISLE CLTPLTS<br />
IPLT-CLTPLT<br />
ISICFTS<br />
SCIEkCE OFFERS FRESF ISICHTS CN NEW PRCCLCT ACCEPTANCE<br />
BEFAVICRAL<br />
IkSPECIOR<br />
ISPECTCR PERFCRAhCE ITE TRAINING AC VISCAL AIB C783<br />
IMPRCVIG<br />
ISTALLATICk<br />
AE TEE ECP IhSTLLATIC C140<br />
AACEMET<br />
PITFalLS Ik PLAIG A ECP INSILLATICk<br />
ISTALLATICS<br />
CF CFM lh SYSTEMS INSTALLATICkS C86<br />
SE<br />
ISTITLTIC<br />
RESEARCF IkIITLTICN AC CATA PRCCESSING C658<br />
TFE<br />
IkSIRLCTICk<br />
REPORTS [k FRCGRAMMEB ISIRLCTIC C219<br />
EAK<br />
IkSIRLCTICN EY CEMFLIER<br />
CCMFLTER-ASSISTEE INSTRUCTICh I ICLSTRIAL TRAIklkC C518<br />
STbCY CF CChETIChAL ANE PRCCRAME IkSFRCTICk C524<br />
REMZTE IELSTRIAL TRAINIC IA CCMPLTER-ASSISIEO [SIRLCTIG C960<br />
FIVE BARRIERS EICERIhG CCPFLTER ASSISIEE IkSTRUCTIC 1125<br />
IkSIRLCIICAI<br />
PRCCRAM, IEXT LECTIRE AS INSIRbCTIOA1 MECIA 0494<br />
RAkCFIC<br />
RCA MOVES WEST SKIPS INSTRLCTIChAL SYSTEM EAST C818<br />
ISURACE<br />
STLCY CF CPERATICNS-RESEARCF IN IkSLRACE 0223<br />
FEASIBILITY<br />
MBICARE AC EISASILITY IkCCME INSLRANCE<br />
SOCIAL ISURACE 1 TEE LEERCRCLATE CLRRICLbM C27<br />
IkSLRACE FOR CATA PRCCESSIC C371<br />
TE YEARS LAIER C TE SVI LIFE INSLRAhOE SALESMA SCALE C520<br />
ITEGRATE<br />
WE IkTECRATE SYSTEMS WIIFCLT IkTEGRATING MAnAGEMEnT 0891<br />
CAb<br />
ITECRATEC<br />
ANALYST AhC IFE EEB PER A IkTECRATEC APPRCACF C141<br />
TEE<br />
KEEPING PRCCRAMS Ch TRGET A INTECRATEE APPROACF C50<br />
ITEGRATIhC<br />
WE ITECRATE SYSTEMS kIIECLT IhTEGRATING MAkAGEMEKT 08gi<br />
C<br />
IkTECRATIC<br />
APEC SLPERVISCRS ITEERATIEE, SATISFACTICN,<br />
RELATICSPIP<br />
TECFCLCCICAL-CFkCE C644<br />
CISRIPIATI[, ITECRATICh, ANE JOB ECLALITY I087<br />
IkTEGRATCR<br />
MAhACEMEkT JEE TFE IkTECRAICR 0860<br />
kEk<br />
C32<br />
C471<br />
CgIl
INTELLECTUAL<br />
IKTELLECTLAL<br />
SELECTIEh, INTELLECTUAL, AILITY LEADERSFIP, CRIVE C866<br />
TESTING,<br />
IhTBLLIGEkCE<br />
IKTELLICENCE FCR TCP MANACEMEKT C514<br />
MARKETIC<br />
IhTEKTIONLLY<br />
IAS INTEKTIGNALLY IhTC SLRE TECHILES 0512<br />
IhTRCCUCIKC<br />
IMIERACTICk<br />
SALES MESSAGE EFFECT C CbSTCMER-SALESMAk IhTERACTICk<br />
CFCICE<br />
IIERCCRRELATICK<br />
AC THE bTILITY CF MULTIPLE REGRESSICk C621<br />
INTERCCRRELATICk<br />
INTEREST<br />
CF SCME FSYCFCLOCICAL, VCCATIChAL INTEREST AkE<br />
SILDY<br />
MEkTAL-ABILITY-VARIAPLES AS PREDICTERS CF SLCCESS C722<br />
PRCJECT FEAESTART,TEACFER ITEREST AkE CCMMITTMEkT C8C2<br />
MINhESCTA ZCATIENAL INTEREST IkWEkTERY<br />
IKTEREST--FERE<br />
CF ITEREST--&FERE ARE hE hEW C896<br />
CCkFLICTS<br />
IkTERESTS<br />
ZF VCCATICNAL ITERESIS AT TC LEVELS CF MANAGEMENT C121<br />
ANALYSIS<br />
VCCATIkAL ITERECIS CP LCHFLTR FRCLRAMMERS C36<br />
VCCATICAL INTERESTS AKD CCICEhT PREKEKESS CTlg<br />
INTERIM<br />
AT PLELIEFEE IkTERIM REPCRIS C128<br />
LCCK<br />
ITERAL<br />
TFCCFTS £ INTERNAL CETRLL SYSTEMS OF TEE FIRM C016<br />
SCME<br />
TEE LSE CF STATISTICAL SAMPLING BY INTERNAL AbDIICRS C036<br />
ALTEMATIC CATA PRECESINC Ih TEE IKTERAL REVEilLE SERVICE Clll<br />
COMMLNICATICS AKE IKTERKL CCKTRCL C124<br />
AN EFFECTIVE IKTERKAL MAKACEMENT REPCRIIkC SYSIEM C404<br />
INTERNAL CCKTRCL RELATICkS Ik ALMIKISTRAIIE HIERARCEIES 034<br />
IRTERkAL-EXTERAL<br />
INTERNAL-EXTERNAL CICFCTCMY lh ELSINESS GRGANIZATICNS C149<br />
THE<br />
IkTERS-<br />
SLMER INTERNS- TEE CFCRCIA EXPERIFFCE 1162<br />
GCVERNMET<br />
IhTERFERSCAL<br />
CCMLNICATIC<br />
IhTERPERSCAL<br />
ITERPERSCKAL CRIEKTATICK TC STLCY EF CEKSU¥ER EFAVICR C978<br />
ITEREERSCKkEL-RELAT<br />
0877<br />
IhTERPERSCEL-REIATIENS<br />
IRTERRATER<br />
RELIAILIEY Ik SITLATICAL TESTS C682<br />
ITERRATER<br />
IkTERRELATE<br />
ELECET[C CF IKTERRELATEL PRCJECES 0870<br />
CAPITAL<br />
ITERIE<br />
EVALLPIIEk TEST MAkACERIAL PERSCkkL INTERVIE APTITbCE<br />
RATING<br />
PERFCRMCE-EVALLTIEk C082<br />
IKTERVIEk EMFLEYMEKT APPLICkT RECRLIT C163<br />
EXPAECEE USE CF IEE EXIT IkIERWIEk C272<br />
IhTERVIE CLESTICKkAIRE FEALREMEkT LRcYS C45<br />
PERSENAL IKTERVIE VERSUS Phil PANEL SUPVEY 0503<br />
IhTERVIEk SLRVEY C51<br />
IkTERVIE CLEST[CAIRE C512<br />
REFLECTIES EEFCRE TFE ITERVIEW 8556<br />
VALIDITY LF TEE JZS-CCNCEPT ITERIEW lh AN IBSTRIAL SEITIC<br />
ITERVIEW-CUESTIChA<br />
CIFFERECES TO CLESTIChS C SEXLAL STACAR<br />
RESPCSE<br />
ITERVIEW-CLESIIEAIRE CCMFDRISC C8C3<br />
IKTERVIEW-TYPE<br />
VALI[ATIC EE ITERVIEW-TYPE CATA<br />
ThE<br />
INTERVIEWER<br />
RSPCSIILITIES [F TE P=RSChKEL INTERVIEWER<br />
SCCIAL<br />
SKILLS FCR TEE SCMETIME INTERVIEWER<br />
CCMPLTCR SYSTEM FOR COTRCLLIKC INTERVIEWER CCSTS<br />
C683<br />
C721<br />
C355<br />
1196<br />
41<br />
ITERVIEERS<br />
CFARACTERISTICS CF EFFECTIVE ITERIEWERS 0491<br />
SCPE<br />
IKTERIEWIhC<br />
C318<br />
IKTERVIE.IhC<br />
ITERVIEWIC, FERSCEL, CCMMLICATIC,TERPERSEhAL-RELATICS<br />
ITERVIEWS<br />
ITERIEWS AN EVALIATICK EF PLSLIShEE RESEARCH C030<br />
SELECTIC<br />
APPPAISEE PRTICIEATICN IN PERFCRMACE ITERVIEWS C042<br />
LCGICAL ALLIANCE- TESTS AhC IKIERIEWS 1108<br />
IhTRCCLCTIChS<br />
FOR KEW PRCELCT IhTRCELCTICS C747<br />
CPM<br />
IkTLITIGk<br />
[NTLITICh, CR 0291<br />
PRCCRAM-PLAkIkC,<br />
IhTGITIVE<br />
CF ThE ITLITIE MANACER C925<br />
AGE<br />
lhVALI<br />
IVIZLAIE L[ IVALIE EMPLCYMEhl PREGICTCRS 1072<br />
TEE<br />
IhVEICRY<br />
I FACTER-AKALYSIS CF SUPERVISERY BEFAVICR IhVENTCRY C075<br />
FALC<br />
IKVEKTCRY CF CEERALLY ACCEFIEC ACCCLIIG PRIKCIPLES C904<br />
MIKKESLTA VCCAIICNAL IKTEREST IKVEKTCRY 096[<br />
CCKTROL CARE CIVES INSTANT [KVEKTCR IKFCRMATICh 1076<br />
IVESI<br />
CECISICK IC INVEST lh VCCATICAL EDLCATIC Ah AALYSIS 1206<br />
TE<br />
CTLEMMAS CF ELCATIEAL IESTMET C189<br />
CIRECI IKVESTMEhT ANC CCRPCRATE ADJLSTMEkT TECHKIGEES 0880<br />
UKICIPAL INVESTMENT IN AK ACGLOMERATIC C917<br />
IhVESIMEKTS<br />
SCME CLESSWERK OUT CF R 0 IKVESTMEkTS 0054<br />
TAKING<br />
IVICLATE<br />
IKVIELATE, ELI IhALIC EMPLCYMEhT PRECICTCRS I072<br />
TEE<br />
IkVCLVEMET<br />
EF ILIl[E PAYMENT AC IVCLVEMEkT Ch BENEFIT FREE<br />
EFFECTS<br />
MAKACEMEKT-CEVELCFMEKT PRCCRA 0528<br />
ISZLATIOK-A<br />
CANCERS CF EXECLTIVE IS[IATIC-A C496<br />
TFE<br />
ISSbES<br />
ISSbES lh WZRKMENS CCMPEhSATICh C?TI<br />
ACMIhISERATIWE<br />
ThE STRLCTLRE LF FLBLIC CPIICh EK PCLICY ISSLES 0852<br />
ITEM<br />
ITEM CChTCL C410<br />
KEY<br />
KEY ITEM CCTREL C576<br />
ITEMS<br />
ITEMS SYhEPCISTIC EFFECT C176<br />
IEEATICAL<br />
ICEATICAL ITES ThE SYSIEMS CCkCEPT 0339<br />
JCE<br />
SELECTILK, RECRIIIIC, PERSONNEL, JOB,INGRITY-GROLP,<br />
TESIS,<br />
CULTLRALLY-CEPRIVEC<br />
ThE INCbSTRIAL PSYCHELCGISIS JCE CC32<br />
JCE CARACTERSTICS AS SATISFIERS AK CISSAT[FIES COE3<br />
VALICITY CF AREAS ANC PETFCES CF RATIkC JCB SATISFACTICk GI19<br />
JC EIFFICLLTY, EMPLCYEE ATIITLCE SLPERISCRY RATICS CL20<br />
ThE ANALYSIS CF JC8 PERFCRMAKCE EY SCALIC TECHKICLES C122<br />
hAGE ACMIKISTRATICh AKC JEE RATE RAKCES C136<br />
ATTITEES Ik MANAGEMEkT--VI PERCEPTIONS OF FE IMPCRTAkCE CF<br />
JCE<br />
PERSCNALIIY [RAILS AS FUKCTICK OF LlhE VERSLS STAFF TYPE<br />
CERTAIk<br />
JCE<br />
ATIITLES I MANACEMET--Vl PERCEPTIONS CF TEE IMPCRTANCE CF<br />
JCB<br />
PERSCNALITY TRAITS AS A FUKCTICK GF LINE VERSUS STAFF TYPE<br />
CERTAIN<br />
dEE<br />
EhCIKEER TkE JEE T[ FIT TEE MANACER<br />
TEE JC CERES C2&7<br />
CCMPEKSATICK AbE JCB EVALLATICh C27L<br />
JOB<br />
C390<br />
COOl<br />
CI6<br />
ClE6
JOB (cont,nued)<br />
THE PAN THE JOE, ANC THE PA CK THE JOE C333<br />
ThE AN TPE JCE, ANC TPE PA Gh ThE JCB C333<br />
TE JOB EVALLAICR ANC THE CRCANIZATICN C392<br />
IMPERATIVES FOR JCB SLCCE$S 0393<br />
JOB, INFORMATION C403<br />
PERSCNEL, dCB C409<br />
SUPERVISCRt FERSCNNEL, MECICAL JCB CCNIROLLED ANALYSIS C434<br />
JCE EVALbAT[CN AT XERCX, SINGLE SCALE REPLACES FCLR C437<br />
PRCCRAM JCB CChTRULLINC ANALYSIS C440<br />
SELECTING, JOB C442<br />
RULEr JCB 0459<br />
SATISFACTION, CRCAhIZATICNS, JOB C46I<br />
TEST SATISFAClIC JOB D482<br />
IEST, SELECTEE SAIISFACTICN JOB, ANALYSIS 0483<br />
ORGANIZATION, JEE, ANALYSIS C493<br />
JCB, EDUCATIEN, ANALYSIS, CLESTICNAIRE C517<br />
IESI, JOB C522<br />
CRGAhIZATICNAL, JOB C526<br />
JC6 ACPINISTRATICN 0531<br />
PERCEIVEC VALbE CF JOE TYPE COMPAV S[ZE LGCATICN<br />
TESTING CRCANIZAIIGN. JOB 0533<br />
CRGANIZATICN JOB, ANALYSES 0541<br />
PEW ANOY PCCPEE COT BELIER JOB C550<br />
RLLE, RECRLIIIC, PLANT, JC C550<br />
SUPERVISOR, ERGANIZAIIC CFTIMAL, JOB C556<br />
JCB SATISFACTION C557<br />
SUEERVISCR SAT[SFACIICN ESYCHGLGGICAL, CRGAN[ATICAL JCB C557<br />
JOB ECUCATIC C560<br />
TRA[MINC, SELECTIhC FROCRAMS PLANNED, JCE INFORMATION C561<br />
TEE JOB EVALLATICN MYTH 0568<br />
RULES PLAN, JCB EVALbATIC C568<br />
TRAININCI MARIC JOB EVALLATE, CECISIC T-GROUP<br />
SATISFACTION, JOB C571<br />
JOE PRICE C57<br />
RECRLITER, ERGAhIZATICNS JOB B572<br />
PRCCRAP, MAECWER JED C589<br />
TESTING JOB, EVALLATICNS AhALYZEO C590<br />
PRCCRAMMINC JCB INFORMATIE REGRESSION C593<br />
PRCCRAM JCB CATA-PRCCESSIC C603<br />
A SKILL-ELEMENT APPROACH TC JOB TRAININO UNDER bCERTAINTY CO06<br />
TRAI[MG PRCCRAMS JOB FORECAST LhSKILLEE WORKERS C606<br />
SCPE MOIIVAIICNL BETERMINATS CF JOB PERFORMANCE CBII<br />
RECRUITMENT EERSENEL JOB ECLCATIC C612<br />
SELECT[EN ERCCRAPS JOB C614<br />
RECRLITINC PLAN PERSONNEL, MANPOWER, JOB, [hNCVATICNNALYSIS<br />
WORK JC8 EVALAIIE APPRAISAL C34<br />
TEST[NG SATISFACTION. MbLT[ELE-REGRESSICN JCB ANALYSES<br />
JC8 SATISFACTION AND THE BEMIRE FOR CHANCE. C635<br />
WEICFTING CCMPCNENTS OF JCB SATISFACTION 0643<br />
SATISFACTIE JCB, EVALUATIEN C643<br />
SbEERVISCRS SAIISFACTIN JCB ACMINISIEREO, bESTICNNAIRE C644<br />
TESI JC CChTRCL C647<br />
032<br />
C635<br />
JOB DESCRIPTION<br />
CRGAhIZATICN, JCE, EVALUATEC C60<br />
TESt, JCB, AhALYZE CE67<br />
SELECTEE, JOB, ANALYSIS C678<br />
SAIISFACTIE JOB EMPIRICAL IPEERETICAL CEBO<br />
L&MIIATICS CF TEE TWO-FACIER FYPOTFESIS CF JOB SAIISFACTID 0680<br />
JCB CESCRIPIIEN APPRAISAL C6B8<br />
ORGANIZATIONAL, JEB C710<br />
FLAE, JOB C714<br />
JCB INCEX C719<br />
SUPERVISIOn, ESCFCLGCISTS, JOB C721<br />
SATISFACTIE, PERSONNEL, JOB, QCESIICNAIRE C724<br />
TESIEO SATISFACTICN JOB, ANALYZEC, QL[STICAIRE 0726<br />
SELECTIOn, PRCCRAMMING, ELAING, PERSONNEL, JOB C728<br />
PAVE YCL THE CCLRACE TC EVALLATE YCLR CW JOB C731<br />
PROGRAM EIAN JOB, EVALLATE 0731<br />
RLLE, ERGAIZAIICAI, PARING, JOB, OECISICh,CBIFICATICN<br />
TRAIIRC,<br />
C736<br />
SATISFACTICN JCE C743<br />
CRCAIZES, JCB C757<br />
PLAN, MAFCWER, JCB, COTRCLLIhC C760<br />
TRA[IG JOB, EEbCATE ACMIKISIRATIVE C761<br />
TESTS, ESYCPCLCCICAL, JCE C763<br />
SATISFACTIC JOE, QLESTICAIRE C784<br />
TEST SATISFACTICh, JEB, CLESTICNAIRE C785<br />
SATISFACTION, JC C?B6<br />
CRGANIZATIC, JOE, ELLCATIC 0860<br />
NEW ANACEVEKI JOB, TEE INTECRATCR 0860<br />
PBRSENEL, JCBI EVALLATINC, EbCATICN 0862<br />
JOB, ANALYSIS 089I<br />
JOE ESCRIPIIChS CIEELINES FOR PERSONNEL PANAGEMENT C929<br />
SELE-PERCEIVEE PERSONALITY TRAITS JOB AITITLCES 0954<br />
JCB, CCTRCL C970<br />
RECRLIT, JOE C974<br />
JOB, IhhCVATIC, ANALYSIS 0992<br />
OISCRIMIhAIICN, INIECRATICk, ANC JCE ECLALITY IC87<br />
ECbAL JCB CFECRILNIIY- TEE CRECIBILITY CAP 1114<br />
JOB EERFCRMAhCE CF OLDER PERSONS 1115<br />
RACIAL CIFFEREhCES I JO SEARCF WACES 1164<br />
EFFECT CF CEANCES [h JOB SATISFACTIC CN EMPLCYEE TLRhCVER II96<br />
JOB-ANALYSES<br />
JCE-ANALYSES, CTIVATICN COB3<br />
SATISFACIICN,<br />
JCB-AALYSIS<br />
JCB-AALYSIS, ELECTRCICS-IECFhICIA,ERFCRMACE-JCB<br />
SELECTION,<br />
JOB-ANALYSIS C25I<br />
TESTEC, PLAhlS, JCB-hALYSIS, ADMIISIRATIVE C538<br />
JOB-ANALYSIS EVALLATICN PRICING CECISIChS I29<br />
JB-BEFAVICR<br />
0906<br />
JCB-BEFAVICR<br />
JCB-BEFAVICR EPPLCYMENT 1210<br />
JCB-CChCEET<br />
CF lE JOB-CONCEPT INTERVIEW Ih AN INCSTRIAL SETTING<br />
VALICITY<br />
JCB-OEMANC<br />
JEB-EEMANO EELCATE C979<br />
ORGANIZATIOn,<br />
JCB-OESCRIPTIE<br />
CC04<br />
JCB-CESCRIPTICN<br />
C192<br />
0721
DESCRIPTION (conhnued)<br />
JOB<br />
JC-OESCRIPIILh<br />
SbFERVISCRS,<br />
JCB-CESCRIFTIEN<br />
JCB-EESCRIPlICN MEASLREMEICB-CESCRIPTIC MEASUREMENT<br />
JCB-EVALLATIC<br />
SELECTED. PRCCRAP, PERSDNEL JOB-EVALUATION,NALYSIS<br />
SUPERVISORS,<br />
JCB-EALbAIIVE<br />
SATISFACTION, JCB-EVALLATI<br />
TESI,<br />
JCB-SEEKIC<br />
JCE-SEEKINC<br />
SELECTION<br />
JOBLESS<br />
JOBLESS<br />
JOBLESS TRENOS I 20 IARCE METROPOLITAN AREAS<br />
JOBS<br />
JOBS FOR CLE EXECLTIES<br />
NEW<br />
SUMMER JOBS FOR YCLNC MEN<br />
PERSONNEL, MAKIC. JOBS<br />
JOBS, AEIISTERC<br />
JCS IFCRMAIIE, ANALYSIS<br />
PRCCRAM, CFTIML JOBS, CONTROL<br />
PRCCRAM, JCES, IKFCRMATIC<br />
TEST, PSYCFCLCCICAL, JCBE, [ECISIC<br />
SAIISFACTIC PRCCRAMMER JOBS EVALLAIE AALYSES ADMINISTERED<br />
SELECTEC PRCCRAM, JEBS, ANALYSIS<br />
JCBS CONTROL, CC[INC CLESIIZNAIRES<br />
SAIISFACTIE, FLA, JCBS IEX, ANALYZEE<br />
REIRIEVAL, JOBS, IFCRMAIIC<br />
CCMFLTER EFFECIS LFCN AAGERIAL ACCELNIING JOBS<br />
JUDGIC<br />
MAACERIL SLECESS<br />
JECIG<br />
KEEPIC<br />
BEITER RECORD KEEFIG PART<br />
OPERATION<br />
KEEPING TABS GN ?,500 MIEDLE MANAGERS<br />
REEFING PRCCRAMS C TARCET, AN INTECRATEC APPROACH<br />
KEY<br />
SIRAIS AWE KEY ROLES<br />
CRCAIZAIICAL<br />
RESIRICTINC CRLL TRAVEL EY KEY FERSCNNEL<br />
KEY ITEN CONTROL<br />
KEY ITEM CCNTREL<br />
MAkCERIAt MNECkER FLANNIC--A KEY TO SLRVIVAL<br />
KEY TCA SECEhL REOLLTICN THE CCMFLTER AS BLCEY<br />
THE SbPERVISCR- YCLR KEY EMFLCYEE<br />
KEYPLCHIC<br />
CFARACIER KEYPLNCHIC<br />
CFTICAL<br />
KbEWLECGE<br />
CF NEW KNZkLE[GE FOR ECChEMIC GROWTH<br />
TRAhSFORMATIEh<br />
DECISIONS WITH INCOMPLETE KhEWLEEGE EF PROBABILITIES<br />
LETS CLOSE TFE KNCWLECCE CF AT IFE TOP<br />
KWIC<br />
RETRIEVAL KWIC IBEXES CPERATIONS-RESEARCH<br />
INFCRMATIC<br />
INFCRMTIC RETRIEVAL FLAINC BLgCETING SLRERVISICN<br />
KWIC<br />
REHABILITATIOn-PERSONnEL<br />
ACEZ PLACEMENT LBCR<br />
LABOR FORCE SENSITIVITY IC EPLCYMET BY AGE AN£ SEX<br />
EXPASIC I TE LABER MARREI<br />
AN ECCNCMIC MCCEL FOR TEE CIISIC EF LAECR<br />
TESTINC, NEER LBCR CONTRACTS AND LA<br />
GEkIRCLLINC LAECR COSTS THRELGH WORK MEASLREMENT<br />
THE LABLR MARKET Ik A EXPACIG ECONOMY<br />
C009 BANKS ARE TAFPIG EW LABOR PCCL<br />
C032 LACR CCST CCNTRCL<br />
C274 EFFECTS CF IELSIRY SIZE [IVISICN CF LABOR CN ACMINISIRATIEN<br />
C437<br />
LABCRATCRY<br />
RELATICS LABORATORY IRAIIhC- TFRE§ CUESIICS.<br />
FAh<br />
LADDER<br />
IFE PRCCTIChAL LACD&R<br />
0498<br />
C537<br />
1040<br />
1117<br />
C232<br />
C321<br />
ThE CbESTICAELE ELAL LAEEER<br />
LACLACE<br />
LACLACE OF IFORVATICN SYSIEPS<br />
IFE<br />
THE LANCLACE CF INFORMATIEN SYSTEMS<br />
LAb<br />
BILL EECCMES LAW<br />
BRCCKS<br />
TESTING, UCER LABOR CONTRACTS AND LAW<br />
C436 LEAEERS kHC FAIL THEIR CGMPkIES<br />
C484 BUSINESSMEN AbE ECRC LEAEERS WEIGH TEEIR CLRRET CCNCERS<br />
LEADERSHIP<br />
C520<br />
STYLE, HIERARCHICAL INFLLENCE A SLPERVISORY ROLE<br />
LEADERSHIP<br />
0559 OBLIGATIONS<br />
C582 LEAEERSHIP TRAIIC I AFRICA<br />
C594 LEAEERSFIP IRAIKINC, BACK TC THE LLbSSRCCM<br />
C036 RELATIONSHIPS AMONG LEACERSEIP CINESICS ANO COGNITIVE STYLE<br />
C671<br />
C7C2<br />
C725<br />
C827<br />
008<br />
PREEICTIC ORGANIZATION EFFECTIVENESS bllH LEADERSEIP THEORY<br />
TESTING, SELECTION, [TELLECILAL, ABILIIY, LEADERSHIE, RIVE<br />
MANACERIAL LEAERSEIP STYLES IN PRCELE-SCLVING CONFERENCE-'<br />
SOCICMETRY--A TCCL OF LEADERSHIP AND CLICLE IDENTIFICATION-'<br />
AbTCCRATIC LTFCRIIY MOTIVAIICN LEAEERSFIP<br />
C025 ANCTFER LOCK T LEAOERSFIP FCTENTIAL<br />
LEADERSHIP--CIRECTIC<br />
CCMMUNIIY LEACERLHIP--OIRECTICS CF RESEARCH<br />
C305<br />
LEAEERSIP-STYLE<br />
C433<br />
LEAEERSEIP-STYLE<br />
SbPERVISICA,<br />
CBLO<br />
ROLE, FUhCT[E, LEaDERSHIP-STYLE, TRAINING<br />
C059 LEADERSHIP-STYLE<br />
LEARN<br />
C3G1<br />
CA YCL LEARN FROM TEE PAIL CROER WRITER<br />
HAT<br />
0410<br />
C576<br />
WAT MERCFATS CN LEARN FRCM SCIENCE<br />
LEARninG<br />
BLCATIE, LEAR[C, TRAINIC, RESEARCE-LTILIZATIC<br />
C903<br />
0g0 MOTIVATIOn, THE TEACHING VACCINE AN LEARninG<br />
I031 THE FRECICTIC [F LERNINC RATES FLR ALAL OPERATIONS<br />
1107<br />
CCPLTERIZEE LEARNING EDLCATIC<br />
LEARINC CLRE WGE INCENTIVES<br />
LEASE<br />
0135<br />
DECISIC CLRVE FOR LEASE CR BbY<br />
A<br />
C159<br />
LEAVE<br />
FCLICIES TEWAR[ EELCATICAL LEAVE AG CCLRSE SLBSIClZAIICN<br />
0336<br />
LECTbRE<br />
BRACHINC FRCCRAM, TEXT LECTURE AS IN$1RbCTIOAL MEDIA<br />
C106<br />
LEGAL<br />
LECL FRCTECTIC CF CEMPLTER PRCCRAMS<br />
CIC?<br />
C040<br />
SOME CLRRET LECAL ASPECTS CF EMPLOYMENT TESTINC<br />
LEGISLATORS<br />
CIGITEK I00, OPTICAL SCANIC FORM, DIVE LECLSLATCRS<br />
0153<br />
CIB5<br />
BASE<br />
LESS£S<br />
LESSENS FROM TFE INFORMAL CRCAIZAIIE<br />
0285<br />
LETTER<br />
C387<br />
ACVhCE LETTER IN MAIL SLRVEYS<br />
THE<br />
C440<br />
LEVEL<br />
LEVE CF ASPIRATIE AS A TRAINIC PRCCECLRE<br />
C458<br />
LEVEL<br />
0462<br />
C472<br />
C781<br />
0414<br />
C089<br />
C157<br />
C558<br />
C59<br />
0228<br />
C387<br />
C178<br />
I187<br />
ClOl<br />
ClBl<br />
0386<br />
C525<br />
0527<br />
C866<br />
0907<br />
0956<br />
IC38<br />
I138<br />
CO46<br />
C076<br />
C173<br />
C178<br />
C713<br />
C751<br />
C020<br />
C314<br />
C602<br />
0857<br />
1203<br />
C573<br />
I045<br />
0494<br />
C143<br />
0594<br />
DATA<br />
EDUCATICNAL<br />
1027<br />
I151<br />
0792<br />
C532
(continued)<br />
LEVEL<br />
TEE LEVEL OF SICK[FICANCE In CCMMbNICATION RESEARC 084i<br />
CHCCSINC<br />
PERSOnnEL LEELCPMENIS Ch TFE L FECERAL LEVEL IIC4<br />
LEVELS<br />
CF VGCATICNAL INTERESTS AT TWC LEVELS CF MANAGEMENT 0121<br />
ANALYSIS<br />
TCC MANY MANACEMEnT LEVELS C2G5<br />
LIBRARY<br />
LIBRARY CATALEC 1030<br />
CCMPLTERIZEO<br />
ECbIPMEnI FOR YELR COMPANY LIBRARY IC3<br />
CCMFLTER TERMInCLCCY RETRIEVAL LIBRARY I053<br />
LICENSE<br />
FCR MAkACERS Cq8<br />
LICENSE<br />
LIE<br />
IC4B<br />
LIE<br />
LIFE<br />
YEARS LATER CN TEE SVIB LIFE InSURAnCE SALESMAn SCALE C520<br />
TEN<br />
LIFE-CYCLE<br />
LIFE-CYCLE TECEnICLE 05i<br />
PERT/LGE-<br />
LIMITATIONS<br />
CF ThE TWO-FACTOR hYPOThESIS CF JfiB SATISFACTION C68(<br />
LIMITATIONS<br />
LIMITS<br />
LIMITS CF SYSTEMS ANALYSES O541<br />
THE<br />
LInE<br />
ATTITLCES Ih MANACEMEnT--VI PERCEPTIONS CF THE IMPORTANCE CF<br />
JCE<br />
PERSCnALIIY TRAITS S FLNCTICn OF LinE VERSES STAFF TYPE<br />
CERTAIN<br />
0166<br />
JOB<br />
LinE ANE SIAFF TCCAY, WE nEEC TC REEEFInE THEIR ROLES 108<br />
TECEnCLCCY FRCFILE- EIGF SFEEC LINE PRINTER 1144<br />
LINEAR<br />
WITF RAnDCM ARRIVALS ANC LINEAR LESS FLnCIIOKSo cI2g<br />
SCFEEULInC<br />
Ah FPRCACE TC SOME STRUCTLREC LINEAR PREGRAPMINC PROBLEMS° C418<br />
EVALUATIOn CF LINEAR PRCCRAMPlNG AE MCLIIPLE REGRESSIOn FCR<br />
AN<br />
MANPOWER RE{UIREMENTS C586<br />
ESTIMATINC<br />
MULTIPLE LINEAR RECREcSICN ALYSIS FOR WORK MEASLREMENT 0661<br />
LINEAR PRCCRAPMInG FOR PRCCLCTION ALLOCATION 0734<br />
LInEAR-PRCCRAMMIC<br />
0481<br />
LINEAR-RRCCRAMMINC<br />
SCELTICn CF SPtCIAL llnEAR-FROCRAMMInG PROBLEMS C583<br />
LISTEnINC<br />
RECRUITERS LISTENING 0318<br />
ARE<br />
HCh ARE YDLR LISIENInC hABITS C416<br />
LITERACY<br />
VILLACE FROM SCHOOL TC TEn-ACRE CAMPUS ClBB<br />
LITERACY<br />
LITERAILRE<br />
AnC PERSONNEL ABSTRACTS A GUIDE TO RECENT<br />
MANAGEMENT<br />
DPERATICnS-RESEARCE, CCMPLTER, BLSInESS OTFER LITERATURE CIC7<br />
LITTLETONS<br />
VIEWS CN SOCIAL CCObNTING- An ELABORATIEn I061<br />
LIIILETENS<br />
LCA<br />
ThE PRCCRAMMInC LCAO 0728<br />
ESTIMATINC<br />
LEEK AT TEE STLCENT LOAN FRCGRAM C362<br />
LOB<br />
CEnERATIE PERT/LEE O8C6<br />
IEIRE<br />
LCE-<br />
LIFE-CYCLE TECbKICLE c5gl<br />
PERT/LCE-<br />
LECATICN<br />
VALLE CF JOB TYPE, COMPANY SIZE, LECATIEn C531<br />
PERCEIVEC<br />
APPLICATICn CF nCNLIAEAR CPTIMIZATICN TC PLANT LCCATIEN SIZE<br />
LCCATIENS<br />
FOR ASSIGnMEnT EF FACILITIES TO LOCATIONS i056<br />
IECENIQLES<br />
LCGIC<br />
CFARTInC ThE TOTAL SYSTEM 0266<br />
LOGIC<br />
PRCELEM SCLVINC BY CEMPUTER LOGIC C?2g<br />
LCCICAL<br />
LEGICAL ALLIANCE- TESTS AnC INTERVIEWS 1108<br />
A<br />
C623<br />
44<br />
MANAGEMENT<br />
LOnG<br />
In LONC RANGE PLAnIKG 1118<br />
CCNSIBERATIChS<br />
LONG-RANGE<br />
LCNC-RANCE FLAhKIKG MATRIX C07B<br />
ThE<br />
LGNC-RAnCE FLAnINC nD TOP MANACEMENIS ROLE IN EOP- C277<br />
BRICCInG TE GAP IN LCNG-RAnGE PLAnnING C349<br />
APPROACHES TC LCAC-RAnCE PlAnnING FOR SMALL BbSINESS' 0766<br />
A LCNG-RAnCE FORECASTING AnC PLANNING TECHNIQLE lOOB<br />
LONG-TERM<br />
LNEMFLCYMENT AND PLBLIC PCLIC 0894<br />
LCnC-TERM<br />
LESS<br />
WITh RAnDCM ARRIVALS AND LINEAR LOSS FUNCTIONS 0129<br />
SCEECULING<br />
LEYALTY<br />
PRESTIGE ANC LOYALTY CF LnlVERSITY FACULTY 0958<br />
ON<br />
LYING<br />
LIKE TE STEP LYINC IC MY BESS C270<br />
IWCLLD<br />
MACHINE<br />
In TFE MACFINE FOR SLPPER C056<br />
WhAT<br />
CAn ALWAYS IbSEn1 MILKING MACHINE 8LT WE STILL nEE A COW 0157<br />
MGTIVATICk TEE TEACHING MACHINE ANC LEARNING C314<br />
PARTNERS FCR TCMCRROW- MAnACER ANC MACEInE 0847<br />
MACRO<br />
MCRC VIEW CF MICREFILM C208<br />
A<br />
TAX ALLCCATICN--A MACRC ARPRCACF Qg20<br />
MAGNETIC<br />
LOCK AT MACnEIIC TAPE REFABILITATICn' C202<br />
COMPREhEnSIVE<br />
PAIL<br />
INTERVIEW VERSUS MAIL PANEL SbRVEY C503<br />
PERSONAL<br />
FUnCAMEnTALS CF CIRECT MAIL 0564<br />
WPAT CAN YCL LEARN FROM ThE MAIL ORCER WRITER 073<br />
ThE AEVAnCE LETTER IN MAIL SLRVEYS C792<br />
EDbCATICN ACMInlSTERED QLESTICNnAIRE MAIL COOl<br />
EMPLOYMENT KEMPLOYMENT STATISTICS PAIL SURVEY 1077<br />
QUESTIONNAIRE APPEARANCE ANC RESPONSE RATES IN PAIL SLRVEY I172<br />
MAINIEnAnCE<br />
CCST £TA FOR ANALYSIS AnC CCNTRCL 0824<br />
MAINTENANCE<br />
HCW TO MAKACE MAInTEnANCE Ii02<br />
MANAGE<br />
TC AVCIF SCAPFCCAT CGMPLTER C073<br />
MAnCE<br />
HEW I0 MAnACE CREATIVE PEOPLE 0659<br />
MANAGING TC MANACE THE CCMPLTER 0890<br />
WY ONLY FEk CFERATICNS-RESEARCFERS MANACE 0892<br />
FIVE WAYS TC MAnACE YOUR CFFICE TIME 1012<br />
kCk TO MAnACE MAINTENANCE 1102<br />
MANAGEMENT<br />
MYTHS An£ EEP C0C3<br />
MANAGEMENT<br />
MANACEMEnT CF VELLnTARY WELFARE ACEnCIES C019<br />
THE NEW ART CF FREE-FCRM MAnAGEMEnT 0024<br />
LEEK AT MIECLE MNCEMENT CEVELCPMENT CC43<br />
MAnACEMEnT SCIENCE--ITS IMPACT CN MANAGEMENT THINKING 0051<br />
MANAGEMENT SCIEnCE--ITS IMPACT CN MANAGEMENT THINKING C051<br />
SYSTEMS AFPRCACh TC MAhPCWER MAKACEMEnT C053<br />
WFAT AhEAC In MAnACEMEnT C064<br />
A MODEL FOR RESERC In CCMFARAT[VE MANACEMEnT C08O<br />
SYSTEMS APPRCACF TC ORGANIZATIC AND MANAGEMENT CBgl<br />
An PERSONNEL ABSTRACTS A GLIDE TO RECENT<br />
MAACEMEnT<br />
CCMPLTER, ELSInESS OTHER LITERATURE C10T<br />
OPERATICNS-RESEARCF<br />
ANALYSIS CF %CCAIICNAL INTERESTS AT IWC LEVELS CF MANAGEMENT 0121<br />
MANACEMEnT AnC TEE EGP INSTALLATION 010
MAGEENT (conhnue<br />
THE MANACEMEnT CF IEhSIOn In ORGANIZATION C148<br />
EFECTIVE MANAGEMENT AND TFE HUMAN FACTOR 0164<br />
THE SUCCESSFUL TRAINING CF MANAGEMENT TALENT CI6g<br />
MANAGEMENT BY EXCPTIEN TFRCLGP INFORMATION PRGCESSIhC CZCO<br />
TCG MANY MAhACEMEhT LEVELS C205<br />
THE EMERGEhCE CF MANAGEMEhT TPEGRV Z, PART UNE C216<br />
AN EXPERIMEhT Ih MANACEMEhl ALDITIhC C278<br />
PLAhhINC HER MAhACEMENT BY CBJECTIVES 0279<br />
NEW TECFNICUES FCR A MANAGEMENT SYSIEM C28I<br />
THE COST EF MAhAGEMEhT STUCY 0284<br />
THE A£CCbNTAnTS RCLE IN MANACEMEhT IhFORMATIGh SYSTEMS C294<br />
MANACEMEhT CEVELCPMEhT TCCAY C315<br />
MANAGEMEhT FCR TEAMWCRK IN SHIFT RELATICNSHIPS' c31g<br />
PERICDIC GPERATIChS AUDIT- MANAGEMENT TCCL C35I<br />
SIX SHORTCUTS TC STRCNGER MAhAGEMENT' 0360<br />
MANAGEMENT BY EXCEPTICN FEIRARCHICALLY C36I<br />
AN HUNT-A MUS1 FOR MANAGEMENT CONTINLITY' 0363<br />
INDLSTRIAL MANACEMENI AWE ITS EFFECT Ch PERFORMANCE 0364<br />
A SECONO LOCK AT MANAGEMENT COALS AhC C/hTROLS c37g<br />
MANAGEMENT INCENTIVE COMPENSATION C3EO<br />
THE MANAGEMENT CF MOTIVATICht A COMPANY-WIDE PROGRAM 0385<br />
MANAGEMENT APPRAISIAL C400<br />
AN EFFECTIVE INTERNAL MANAGEMENT REPORTING SYSTEM 0404<br />
WE ARE WSTIhG CLR MANAGEMENT RESCURCES C436<br />
HOW TO EASE IhTC MANAGEMEhT INFORMATICh SYSTEV 0460<br />
PUTTING In A MANAGEMENT CEVELOPMENT PROGRAM THAT WORKS 0467<br />
MARKETINC INTELLIGENCE FCR TCP MAhACEMEhI 0514<br />
EVELOPMEhT CF SUBORDINATES IN PURCPASIhC MANAGEMENT 0521<br />
RARTCIPTIVE MAhAGEMENT SEME CAUTIONS C553<br />
PARTICIPATIOn [h EUTSIDE MANAGEMENT DEVELOPMENT RRCCRAMS 055<br />
MANAGEMENT TRAININC TECPNIGLES 0561<br />
MANAGEMENT VIEWS THE EXECUTIVE SEARCH FIRM 0596<br />
ATTITUDE CFAhGE EURINC MANAGEMENT EELCATION 0619<br />
THE SYSTEMS CONCEPT IN MANAGEMENT 0662<br />
PRIVATE RESPGhSIEILITY FOR PLBLIC MANAGEMENT C666<br />
-PARTICIPATIVE MAhAGEMENTt TIME FOR SECOND LCOK C667<br />
INFORMATION ECUCATIOh ANALYSIS MAhACEMEhT 0695<br />
NEW ENTURE MANACEMENT lh A EARLE COMPAhY OTLO<br />
TREnOS Ih AUOITIhG MANAGEMEhl PLANS AND OPERATIONS C716<br />
MANAGEMENT ELSIhESS PLANhINC. 0741<br />
TECHNOLOGICAL FORECASTING A MANAGEMENT TCLo 0742<br />
NEW SALES MANAGEMENT TOOL ROAMo CTEO<br />
HEURISTICS MCCELS, MAPPING IPE MAZE FOR MANAGEMENT 0765<br />
MANAGEMENT IN REVOLUTION. 0007<br />
MANAGEMENT ACUhIING £EVELOPMENTS lh THE ARMY IhCbSIRIAL FbNC 082<br />
A FRESH LEEK AT MANAGEMENT BY OBJECTIVES 0832<br />
PATHWAY TO PROFIT, THE MANACEMEhT INFORMATION SYSTEM.' 0833<br />
THE AIRLINES A CASE SIUOY IN MANAGEMENT INNOVATIOho 0834<br />
MANAGEMEhT CF CISAPPfiINTMENI C843<br />
BW MANAGEMEhT JCB TE INTEGRATCR.' 060<br />
EDP- POWER In SEARCH OF MAhAGEMENT 08T8<br />
MNAGEMENT ECEY TRAP- TNE CUEST FOR YOUTMo 0879<br />
DECIS&ON TPECRY ANU INANCIAL MANAGEMENT.e 088<br />
FIVE YOUNG MEN TELL WHAT ITS LIKE TE BE NEGRO Ih MAhAGEMEhT<br />
MANAGER<br />
CAN WE IhTECRATE SYSTEMS WIIFOLT IhlEGRATING MANAGEMENT 0891<br />
WHY PROJECT MANAGEMENT C897<br />
MAhACEMEhT MOTIVATION MLCCLE C906<br />
ATTITUDES TCkARC MANAGEMENT IPECRY AS A FACTOR Ih MANAGERS C9C9<br />
JOB CESCRIPTIChS CLICELInES FOR PERSONNEL MANAGEMENT 0929<br />
HCW SOCIAL SCIENCE RESEARCH CAN PELF MAhAGEMEhl 0934<br />
MAhACEMEhT cg54<br />
PANACEMEhT SLRVEYS AND CChSLITANT MAhAGEMENT 0969<br />
MANAGEVEhT SLRVEYS AhC CChSLLTANT MAhAGEMENT cg6g<br />
SOME GUAhTITATIVE AICS TC MERCAhCISE MANAGEMENT C991<br />
MANACERS AhC AhACEMEhT SCIENTISTS, TWO CULTURES 0993<br />
MAhACEMEhT IhFCRMATICN-SYSIEM lOOT<br />
ATA AND INFORMATION MANAGEMENT SYSTEMS I015<br />
MANACEVEhT BY PRCBLEM COMMUNICATION 1021<br />
HUMAN RELATIONS AhC THE PAhACEMEnT ANALYST 1029<br />
THE CCMPLTER AWE TEE MANAGEMENT CF CCRPLRATE RESOURCES. 103g<br />
HOW MANAGEMENT CAN SCLV THE DCCRMAh SHCRTAGE' 1043<br />
TEAMWORK PARTICIPATIVE MANAGEMENT RESEARCH 1046<br />
MANACEVEhT EVALUATION 1052<br />
AESOP GENERAL APPRCACP TC MAhACEMEhT INFORMATION SYSTEMS 1059<br />
TOMS- A hEW AFFRLACH TO CATA MANAGEMENT 1063<br />
MANACING MAhACEMENT MANPCWER 1068<br />
SEVEn IhIEITORS TC MAhACEMENI INFORMATION SYSTEM I073<br />
CASELCA MAhACEMEhT 1076<br />
VISLAL O[SPLAY SYSTEMS MANAGEMENT PROBLEM SOLVING 1093<br />
PCSITIVE LOCK AT MANAGEMENT [hFCRMATICh SYSTEMS 1133<br />
REACINESS FCR MAhACEMENT EELCFPENI- Ah EXPLCRATCRY NOTE I152<br />
SIMLLATICn CF PAhAGEMEhT ECISIOh BEPAVICR FUNDS AbE IhCCME II58<br />
WORK MEASUREMENT MYTFS ANO MANAGEMENT MISCONCEPTIChS 1165<br />
TREnES Ih MAnPCWER MANAGEMENT RESEARCH 189<br />
MAhAGEPENT-<br />
VS PRACTICAL MANAGEMENT- A PRAGMATIC APPRCACP G577<br />
SCIENTIFIC<br />
MAhACEPEhT--VI<br />
ATTITUEES I MANACEMEhT--VI PERCEPTIONS CF THE IPPORTANCE CF<br />
JOB<br />
PERSEhALITY TRAITS AS A FUNCTIGh OF LINE VERSUS STAFF TYPE<br />
CERTAIN<br />
C166<br />
JB<br />
MANAGEMENT-AS-A-PRCC<br />
MANACEMEhT-AS-A-PROCESS CCNCEPT og12<br />
THE<br />
MANAGEMENT-CEVELCPME<br />
CF TLITICh PAYMEhT AND IhVCLVEMEhT Oh BEhEFIT FROM<br />
EFFECTS<br />
MAhACEMEhT-CEVELCPMEhT PRGCRAM C528<br />
MANAGEMENT-IhFCRMATI<br />
1015<br />
VAnACEMEhT-IhFCRMATICh-SYSTEM<br />
MANAGEMENI-PCIENIIAL<br />
CF PROJECTIVE TECHNIQUES TC THE ASSESSMENT GF<br />
CONTRIBUTIONS<br />
MANAGEMENT-POTENTIAL C720<br />
MAhACEMENTS<br />
MEN lh ThE MICCLE C147<br />
PANACEMEhTS<br />
MANAGEMENTS RULE-BREAKERS C239<br />
LChC-RANGE FLAhhIhC AND TOP MANAGEMENTS ROLE Ih EP 0277<br />
MANACEMENTS BLUhCER BUFFER 0296<br />
MANAGEMENTS hEW VIEW F INNOVATION°' C3C7<br />
MAhACEMENTS RCLE IN OEVELCPIhG AN INFORMATION SYSTEM 0836<br />
MANAGEMENTS RCLE Ih PICRCF[LM 0846<br />
MANAGER<br />
MANAGER AbE TPE CCMPLTER 0068<br />
THE<br />
THE FORGCTTEh FIELD SALES MANAGER 015I<br />
C883
MANAGER (conhnue<br />
MAhACER AND CAhEIEATE.<br />
ENGINEER ThE JC8 TC FIT ThE MANACER<br />
ThE IRCbBLESME TRANSITICn FROM SCIENTIST TC MANAGER<br />
CATA AbTONATICN AhC ThE PERSCnNEL MANAGER<br />
IHE GO-GC WCRLD CF ThE RISK MANAGER<br />
PARTNERS FI]R ICMCRROw- MAnACER ANC MAChinE<br />
AGE CF ICE InILIlIE ANAGEP<br />
ORIEnTINC A NEW MARKETINC MANAGER, AN LnCOMMCn AFPREACH<br />
IN ThE SPCILIGFT- THE SUFPCRIIVE MANAGER<br />
SYSTEM EIACRAM CF THE FLnCTICNS CF A MANACER<br />
MANAGERIAL<br />
MAnACERIAL SLCCESS<br />
JUCCING<br />
THE ACTUARIAL-CLINICAL CCnTRCVERSY In MANAGERIAL SELECTICn<br />
EVALLATIEn TEST MANACERIAL PERSOnnEL INTERVIEW APTITLEE<br />
RATING<br />
PERFCRMANCE-EVALLATICN<br />
RESCLVlnG TEE-LEVEL MANACERIAL CISACREEMENTS<br />
AVGICINC MAnACERIAL CESGLESCENCE<br />
ASSESSING MAnACERIAL TALENT<br />
TESIS ANALYSES REGRESSIOn MANAGERIAL EFFECTIVENESS<br />
POCERN CCMPLIE8 1ECHnCLOCY ANC MANACERIAL PRINCIFLES<br />
CaMPLTER EFFECIS LPCN MANACERIAL ACCCUKTINC JCBS<br />
MANAGERIAl MAnPCWER FLAnnlnC--A KEY IC SLRVIAL<br />
MANAEERIL LEACERSEIP STYLES IN PROBLEM-SOLVING CONFERENCE-'<br />
MANAGERIAL CLIMATE, WCRK CRCLPS ORGANIZATICnAL PERFERMAhCE<br />
MANAGERS<br />
OF PRE8LEMS CONFRCTIC MANAGERS<br />
TYPES<br />
WANTED--2OO,COC 1CP 8USInESS MANAGERS<br />
TRAInINC MAnACERS TO MAKE CECISICNS ThE In-EASKEI METHCC<br />
BELIER nANACEMZkl OF MANAGERS CAREERS<br />
IFE MAflACERS RESFCNSIBILIIY IN EMPLEYEE CEVELCPMENI<br />
MANACERS AIIIILCE CREATIVITY InnCVAIIC<br />
EnFCRCING ThE RLLES--PCW CC MANACERS CIFFER<br />
KEEFING TA8S CN 7,500 MI[CLE MAACERS<br />
CEVELOPMEnI CF AICS FCR MnACERS OF COMELIER PRCGRAMMING-'<br />
SCCIALIZAIIO CF MANACERS- EXPECTATIONS C PERFCRMAnCE<br />
COUNSELING INCbSIRIAL MAnACERS WITh SCRTS'<br />
MANAGERS MSI EASIER SCCIAL FRCELEMS<br />
GCOE MANAGERS EZnl MAKE FCLICY CECISIDNS<br />
ThE MAnACERS SIAKE In CUALITY CCnTREL<br />
ICEnlIFYINC MAnAEERS'<br />
AIIITUCES TCWARC MANAGEMENT TFECRY AS FACTCR IN MANAGERS<br />
MANAGERS ANC MAnAGEMEnT SCIENTISIS, TWC CLLTLRES<br />
A LICENSE FCR MAnCERS<br />
THE MANAGERS GLICE TC SYSIEM ANALYSIS<br />
GAPES MAnACERS PLAY<br />
SUPPLEMENTARY CCMPENSATICn EESIRES EF MICCLE-SIAFF MANAGERS<br />
MANAGES<br />
A WCRLCWIE CERPCRATICN MANACES CAnGE<br />
HOW<br />
MAnAGInG<br />
OF PAnACInG INDLSTRIAL RESEARCh<br />
PRCELEMS<br />
MANAGING TC ANACE ThE CEMPLTER<br />
MANAGING MANAGEMENT MANPCWER<br />
MANAGING RECCRCS nITF MICRCFILM<br />
MANPOWER<br />
APPREAC TC MAnPCWER HANACEMEnI<br />
SYSTEMS<br />
CIE3<br />
0173<br />
C213<br />
C317<br />
0814<br />
C8471<br />
09741<br />
lO38<br />
1153<br />
C028<br />
CC55<br />
0082<br />
ClC9<br />
C134<br />
0609<br />
C638<br />
0863<br />
r885<br />
09C3<br />
0907<br />
C986<br />
CC31<br />
0123<br />
C214<br />
C31O<br />
C313<br />
C338<br />
C433<br />
0469<br />
C533<br />
C563<br />
C772<br />
C791<br />
0849<br />
C866<br />
0909<br />
C993<br />
C8<br />
1003<br />
ICII<br />
1148<br />
1146<br />
C694<br />
CSgC<br />
1068<br />
1084<br />
CC53<br />
MARKETING<br />
TBCFnOLCCY Ant MANPOWER LTILIZAIICN I CISTRI8LIIEN ACENCIES C236<br />
MANPCWER, LnEMFLCYMEnT C458<br />
PRCCRAMMINE, PAnPCWER, IkFCRMATIEn, EVALLATIEk, ANALYSIS C586<br />
EVALLATIE OF LINEAR FRCERAMMING ANC PLLTIPLE REGRESSICn FCR<br />
AN<br />
MDnPCWER REQUIREMENTS 0586<br />
ESTIMATING<br />
PRCCRAM MAnFCWER, JCB C589<br />
CEVELOPMEnT CF RELCCATIOn ALLOWANCES AS MANPOWER PCLICY C589<br />
MAnPCWER, CLERICAL, TYPINC ATC-TYFINC C620<br />
RECRLIT PtAnInC, MANPOWER, E£LCATICN C626<br />
MAnPCWER FLAn[C C632<br />
RECRLITINC FLAW, PERSONNEL MANPOkER JCB INCVAIICn,NALYSIS<br />
TRAInlNGt PRCCRA, MAKPCWER CCNIRCL, ANALYSIS C663<br />
TRAInINC, SELECTIVE, PROCRAM, PERSCnnEL, FAnFEWERVALLATICn<br />
:UAnTITaTIVE OETERMInATIE& CF MAnPCWER RECIREMETS CT30<br />
£ETIRMInATIE CF MANECWER RECLIREEnlS I VARIA2LE ACTIVITIES<br />
PLAn, MAnFCWER, JCE, CCNTRCLLInC C760<br />
TRAINING SLPERVISCRY PROCRAMS PERSCnNEL MANFCkER ECLCATE C774<br />
MAhACERIAL MAnPCER PLANnlNC--A KEY TC SbRVIVAL cgc3<br />
TRAIkINGt PRCCRAMS, MANPCWER, EVALbATICn, AnALYSESCINISTRATIC<br />
BEPAVICRAL-SCIEnCES FLMAn-RESOLRCES ANPCkER 1016<br />
MAhACINC MAnACEMEKT MANPCWEP IC68<br />
MAKInC IFE EEST LS[ CF R÷C AkPCWER 1142<br />
TREnCS lh MAAPEhER MANAGEMENT RESEARCH 1189<br />
MAnPEkER-<br />
MAnFChER- SLFPL ANC FLEXIEILIIY IC92<br />
CCnSTRbCTICN<br />
MAnLAL<br />
FREEICTICn EF LEARNINC RATES FCR MAnLAL CPERATICNS C6C2<br />
THE<br />
ACCLRACY EF FANLAL ENTRIES Ik ATA-CCLLECTICN CEVICES C787<br />
MANFACTURINC<br />
RECLIREMEnIS FCR CEMFLTER MALFACILRInG<br />
SKILL<br />
CCCLPATIEnS In RAEIO-TV CCMMLNICATICk ECLIPMENT<br />
MAPPIkC<br />
MCCELS, MAFPINC ThE MAZE FCR FANACEMEnl<br />
FEGRISTICS<br />
MARKET<br />
CHbRnlnC MARKET FCR EXECLTIVES<br />
ThE<br />
EXFAnSIEn In ThE LABLR MRKEI<br />
THE LAECR MARKET Ik An EXPAnCIG ECCNOMY<br />
CLbSIER ANALYSIS In IESI MRKET SELECTIEk<br />
tSIn£ FCtSE CREAnS TE REACh<br />
PRDMCTIE TO TEE ECUCATIEKAL MARKET<br />
ThE COMMC MARKET TOEAY<br />
MARKEIINC<br />
EFFECTIVENESS ANC SALES SLPERVISICN<br />
MARKETInC<br />
MANLFACTURING<br />
SYSTEMS APFRCACE TC INCLSIRIAL ARKETInG CLFMLnICATICS<br />
ThE MUCCLE In MARKETIhC RESEARCh<br />
MARKETIC AnC ACVERTISINC SETTIkC CEJECIIVES THAI CET RESLLTS<br />
USInC PERT IN MARKETIkG RESEARCh<br />
MOCEL-BblLCIn£ IN MARKETINC RESEARCE<br />
YORE EFFECTIVE MARKETING RESEARCh LSING ACMInISTRATIE PRCCESS<br />
MARKETIkC ITELLICENC[ FCR ICP MAnACEMEnl<br />
ThE LSE CF MCCELS IN MARKETING TIMINC DECISICnS<br />
MARKETING ECLCAIICN AND PERSCNNEL AS RESEARCH AREAS<br />
CE32<br />
C730<br />
C760<br />
0984<br />
C989<br />
1127<br />
C765<br />
C17C<br />
C185<br />
C458<br />
C650<br />
C701<br />
C7C3<br />
cgI6<br />
CCC4<br />
C028<br />
C066<br />
CC74<br />
0340<br />
C506<br />
C511<br />
C514<br />
0811<br />
0862
(conhnued)<br />
MARKETING<br />
A Eh MARKETINC MANAGER, Ah LhCOMMCh APPRCACH C97<br />
DRIEhTIC<br />
MARKETING-ACCCLhTIhC<br />
MARKETINC-CCGUNIING PARTNERSHIP Ih BUSINESS 036<br />
THE<br />
NARKCV<br />
PLANNING AN£ CChTRCL LSIhC ABSORBING MARKCV CEAINSo 0633<br />
SALES<br />
NATCHING<br />
MATCHING REVEhLE WITH EXPENSE B230<br />
ON<br />
MATERIALS<br />
TESTIC PLANT CCNTRCL MATERIALS SUB-PREEESSICNAL 0470<br />
TRAININC<br />
MATHEMATICAL<br />
COSTING APPLICAIICh CE MATHEMATICAL PRCGRAMMIhG 023<br />
CPPCRTUN[TY<br />
NATINC<br />
BEHAVIORAL SCIENCE A&E S[HULATICh C003<br />
MATING<br />
MATRIX<br />
LONG-RANCE FLNNING MATRIX.' COTE<br />
NE<br />
NETEOC FR CBTAIhIhC THE INFORMATION MATRIX FR A<br />
SIMPLE<br />
EISTRIBLTION 107S<br />
MULTIVARIATE-NRMAL<br />
MATRIX ALGEBRA AbE CGST ALLCCATICh' ll5g<br />
MATURE<br />
MATURE SUPERVISOR 1020'<br />
TE<br />
MAXIMIZING<br />
CCMPAKY PRCFITs FROM TRAIhIhC PROGRAMS c324<br />
MAXIMIZIhG<br />
MAZE<br />
MCCEL$, MAFPIhC TEE MAZE FER MANAGEMENT. C?ES<br />
HEURISTICS<br />
MEASURE<br />
PROPOSAL PER NEW MEASURE OF ATTITUDINAL CPPCSITICh I04<br />
A<br />
CORRELATION CF MEASLRE FOR NOMINAL AIA IC6T<br />
AFPRAISALS EASLRE EVALUATE COMMLNITY I17S<br />
TEE SUEEMFLCYMEhT INDEX- hER MEASLRE IISE<br />
VEASLRED<br />
INDUSTRIAL PRCfiUCT PLBLICITY BE MEASURED 0516<br />
CAN<br />
MEASUREMENT<br />
EVALLATICh MEASLREMEhl C029<br />
PERFORMANCE<br />
EFFECTIVE MEASUREMENT OF A PROFESSIONAL RECRUITING EFFORT C045<br />
JC-EESCRIPTIOh EASLREMEhTGE-DESCRIPTICh MEASbREHEh3 C2T<br />
PEASLREMEhTI SIAIISTICS 03?]<br />
RECCR£-KEEPIhG, MEASbREMEhT BOP C423<br />
CChTROLLIC LAER COSTS TERCLGH WCRK MEASUREMENT 0440<br />
INTERVIEW CLESTICkhAIRE PEASLREMEhT SURVEYS 0453<br />
PERFORMANCE MESLREMENT FOR CLERICAL OPERATIONS C463<br />
WORK MEASUREMENT PSYCHOMETRIC RESEARCH BEVELOPMEhT 0485<br />
SAMPLINC MEASUREMENT C505<br />
ANCTFER LCCK AT hCRK MEASLREMENT 0585<br />
POS WORK MEASLREMEhT C614<br />
MULTIPLE LINEAR RECREESICN ANALYSIS FOR DRK MEASLREMENT 0661<br />
A RATIONAL EASIS FOR NORMAL IN WORK MEASLREMENT 0688<br />
STLBY CF SELECTEB CPIhIC MEASLREMENT TECENIQLES C789<br />
STATISTICS, EASLRENhT, TESTINC, SELEC3 0841<br />
MEASLREET CF CORPORATE IMAGES BY TEE SEMANTIC DIFFERENTIAL 0953<br />
Ch lEE MEASUREMENT OF SOCIALIZATION C994<br />
IS WORK MEASLREMET EEA 0995<br />
WORK MEASUREMENT TIMESTUEY iC74<br />
SIATISTICAL ANALYSIS IN OST MEASLREENT AND CONTROL IC96<br />
HUMA RESOURCES MEASUREMENT MAYhOT BE REPRINTED 1109<br />
WRK MEASUREMENT MYTES AND MANACEMEhT MISCONCEPTIONS 1165<br />
MEASUREMENTS<br />
MEASUREMENTS COST ANALYSIS IMPRCVED COSTING 1129<br />
WORK<br />
MEA3URES<br />
MEASLRES FOR ESTIMATED EATA 017T<br />
PRCBABILITY<br />
DEVELOPING BETTER PROFITABILITY MEASLRES C373<br />
MERCHANDISE<br />
MEASURING<br />
TOTAL APPROACE TO MEASURING PLRCHASE PERFORMANCE 0342<br />
TREhE-<br />
MBASURIhC FAIIGLE C500<br />
BXPERIMENTAL DESIGNS IN MEASLRINC PREMOIICN EFFECTIVENESS 0948<br />
MEASURING ACCUISITIOh REPLACEHENT CCST IIO<br />
A FCRMULA FER MEASLRING EXECLTIVES 1178<br />
NECFAhICS<br />
FACTORS IN AIRLINE MECHAflICS WORK MOTIVATIONS C517<br />
BACKCROUN<br />
MEIA<br />
PRCGRA, TEXT LECTURE AS INSTRUCTIONAL MEDIA 0494<br />
BRANCHIhG<br />
MEDIA RESEARCE- PRCCRESS REPORT 0966<br />
A PRACTICAL PRCCECLRE FOR PE£1A SELECTIEN 0977<br />
BOW T USE MIXED MEDIA IN EXEIBITS 1169<br />
A PROBABLISTIC APPROACE TO IBUSTRIAL MEDIA SELECTIZh 1199<br />
MEDICAL<br />
EATA-PRCCESSIhG, EIAGNCSIS C24<br />
MEDICAL,<br />
CCVFLTER ANALYSIS GF MEDICAL SIChAL 0245<br />
MEDICALt CATA-PRCCESSING DIAGNOSIS, INFORMATION-SYSTEM 0246<br />
MEDICAL, EATS-PROCESSING C282<br />
MEOICAL, ECSPITAL C288<br />
SUPERVISOR, PERSONNEL, MEDICAL, JOB, CONTROLLED, ANALYSIS C34<br />
SUPERVISORS SELECTION PSYCECLOGICAL ORGANIZATION MEDICAl C88<br />
MEDICAL EEbCATICh CLLEGE 0497<br />
PRCCRAMMIhC, MEDICAL, EVALLATICh 0810<br />
MEDICARE<br />
ECSPITAL 0238<br />
MEDICARE,<br />
MEDICARE AbE DISABILITY INCOME INSURANCE 0248<br />
PAYMENT FCR PEYSICIAhS SERVICES LNCER MEDICARE 0292<br />
MEDICARE EASEl kCRKMEhS-CCMPENSATIGh 0327<br />
MEDICARE FROM THE EYES OF DOCTORS AbE HOSPITAL ADMINISTRATOR B343<br />
MEDICARE 0352<br />
STATUS REPCRT Ch MEDICARE 0712<br />
RULES, MEDICARE, EDUCATION, ABMIhISIRATIGN 0712<br />
MEICARE ANALYSIS 0E52<br />
MEDICARE ARC ACCELhTIhC 0928<br />
MEDICARE-<br />
TEE RECCRD AND CChSEQLEhCES i050<br />
MEDICARE-<br />
MEBICAREE<br />
WCULB MEEICAREE COST 0238<br />
WPAT<br />
MECICIEE<br />
MEDICINE, EDUCATIONAL, CCMPLTERIZA31Oh 0112<br />
PERT,<br />
TE COMPUTER IN MEDICINE C246<br />
MEETING<br />
YCURE GCIC TC RUN MEETING 0257<br />
SC<br />
KEEP SALES MEETIhC RIVE ALIVE ALL YEAR C328<br />
TPE CCFROhTATIC MEETINC 0699<br />
AT THE BAhK £IRECTORS MEETIhC 0757<br />
GUI£E TC NEETIC STYLES CRCLPS AbE PETECDS II2<br />
PEETIhCS<br />
CChVEhIION MEEIIhCS G?6T<br />
SYMPCSILM<br />
SCEEEULINC MEETIhCS APPCINTMEhTS i12<br />
MEMBERS<br />
REWARDS COORDINATION AMONG COMMITTEE MEMBERS C013<br />
ADMINIS3RATIVE<br />
SURFACE APATHY CF LNICN MEMBERS C093<br />
METAL-ABILIT-VARIA<br />
STUDY CF SOME PSYCHCLOCICAL, VOCATIONAL INTEREST AbE<br />
A<br />
MENIAL-ABILITY-VARIABLES AS PREDICTORS CF SLCCESS C722<br />
MENU<br />
ASSISTEE MENU PLAhhING' 1009<br />
CCMPLTER<br />
MERCEAhDISE<br />
{UAhTI3ATIVE AIS TC MERCEAhCISE MANAGEMENT 0991<br />
SOME
MERIT<br />
MERIT<br />
MERIT INCREASES FOR SALARIED EMPLOYEES 1181<br />
FUND<br />
MESSACE<br />
SALES MESSACE EFFECT CN CLSIOMER-SALESMAN INIERACTIZN<br />
CHOICE<br />
TRAINING AIDS SPEED TFE MESSAGE 1176<br />
METH£<br />
MANAGERS TO MAKE EECISION$ -TFE IN-BASKET METHOD 0214<br />
TRAINING<br />
TEST METHOD C4<br />
A METHOD FOR SOLVING OISCREIE OPIIMIZATICN PROBLEMS 0481<br />
IE CONVEX SIMPLEX METHOE 1005<br />
NON-COMPLIER METEEO FOR RESCLVINC TRAVELLING SALESMAN PROBLEM<br />
SIMPLE MEIEOC FCR CETAININC ThE INFORMATION MATRIX FCR A<br />
A<br />
OISTRIBLTION IC79<br />
MULIIVARIATE-NCRMAL<br />
METHOECLOGY<br />
C066<br />
METHODOLOGY<br />
POINTS IN ThE METHODOLOGY OF UREAR FCPLLATION OISTRIBLTICNS 1055<br />
METHGCS<br />
OF AREAS AN METhEES OF RATING JOB SATISFACTION 011<br />
VALIOITY<br />
THE POTENTIAL CF EUSINESS-GAMING METHODS IN RESEARCEo' G42]<br />
APPLYING EMPIRICAL METHODS TC COMPLTER-BASEO SYSIEM DESIGN 048?<br />
APPLICATION CF SLRVEY METECES TO MODEL-LINE OEClSIENS C50<br />
COMBINATION CF SLRVEY METFEES G508<br />
ADVANCES IR CRITICAL PATH METHODS.' 0579<br />
TOWARD SYNTFETIC METHODS ANALYSIS C615<br />
STUDYING EXPERT INFORMANIS BY SLRVEY MEIHOOS 085<br />
METHODS CF ESTIMATING CONSUMER PREFERENCE DISTRIBbTICN 096<br />
GUICE TO MEETINC STYLES CRCLPS AND METFCDS 1192<br />
NEYHCS-MEASUREMERT<br />
METFCES-MEASUREMENT TECHNIQUES D97<br />
ADAPTING<br />
METRCPCLITAN<br />
IN 15 METROPOLITAN AREAS 104<br />
UNEMPLOYMENT<br />
JOBLESS TRENDS IN 20 LARGE METROPOLITAN AREAS 111"<br />
MICRO-IMAGE<br />
CN FILM FROM 81T TO MICRC-IYACE C20<br />
PRINTOUT<br />
MICRCFILINO<br />
MICRCFILING MICROFILMING 1100<br />
STORAGE<br />
MICROFILM<br />
INFORMATION-RETRIEVAL CO?I<br />
MICRCFILfl,<br />
DOCbMENT SICRACE-OATA MICROFILM 0206<br />
OOCUMENT, SIORACE-[ATA, MICROFILM C207<br />
A MACRO VIEW CF MICROFILM 0208<br />
THE MANY NEW IMAGES CE MICRCFILM C415<br />
HIGh 8PEEC MICROFILM SYSTEMS 0539<br />
MANAGEMENTS ROLE IN MICRCF[EM 086<br />
ANAGING RECORDS WITh MICROFILM 1084<br />
QRE WORK GOES TC MICROFILM 1112<br />
MICROFILMING<br />
FICRCFILING MICROFILMING 1100<br />
STORAGE<br />
MICROEEONES<br />
CEACLE-PRCJECTICN MOVIES i[66<br />
M[CROPHChES<br />
MI£OLE<br />
LOCK AT MI£CLE MANAGEMENT DEVELOPMENT COk3<br />
A<br />
MANAGEMENTS PER IN ThE MI£CLE C147<br />
KSEF[NC TABS CN 7500 MICCLE MANACERS C33<br />
MIDDLE AGEC t177<br />
MICOLE-MANAGEMENT<br />
OF SATISFACIIGN IN VICCLE-MANAGEMENT PERSONNEL 0724<br />
OETERMINANTS<br />
M[OLE-STAFF<br />
COFPENSATICN EESIRES CF MIDDLE-STAFF MANAGERS 1148<br />
SUPPLEMENTARY<br />
MILIEAb<br />
ORGANIZATION CONDUCT IN IFERAPUTIC MILIEAU COl4<br />
COMMUNICATION<br />
0683<br />
1057<br />
48<br />
MONEY<br />
MILITARY<br />
THEORY CF COST-EFFECTIVENEES FCR MILITARY SYSTEMS ANALYSIS C160<br />
A<br />
STUDY CF NEED SATISFACTIONS IN MILIIARY BSINESS hIERARCHIES<br />
MILLER<br />
ANALCCIES TEST, A kC]E CN PERMISSIVE RETESTINC C530<br />
MILLER<br />
MINIMLM-CCST<br />
CFECKINC USING IMPERFECT INFORMATION<br />
MINIMUM-COST<br />
MINNESOTA<br />
VOCATIONAL INTERES1 INVENTORY C961<br />
MINNESOTA<br />
MINORITIES<br />
PLACEMENT, MINORITIES C092<br />
HANCICAPPE,<br />
MINORITIES, LNEMRLCYMENT CLERICAL C233<br />
CRTCAGES FOR MINORITIES 1204<br />
MINORITY<br />
MINCRITY 1114<br />
NEGRO<br />
MINORITY BLACK RACIAL bREAM 1157<br />
MINORITY CULTbRAELY-FAIR I163<br />
MINCRITY-GRCLP<br />
EDLCATICN MINORITY-GRCLP 0153<br />
TRAINING,<br />
MIS<br />
STAFF RESPONSIBILITY CF ThE MIS ANALYST ICE?<br />
THE<br />
MISCCNCEPTICNS<br />
MEASUREMENT MYTFS AND MANAGEMENT MISCORCEPTICNS 1165<br />
WORK<br />
MIXED<br />
TO USE MIXED MEDIA IN EXFIDIIS 1169<br />
hOW<br />
MOBILITY<br />
CF PENSION PLANS CR MOBILITY AND FIRING OLDER WORKERS<br />
EFFECTS<br />
CCCLPATICNAL MOBILITY WITHIN ThE FIRM 0590<br />
MODEL<br />
FOR RESEARCH IN CCMPARATIVE MANACEMENT C080<br />
MODEL<br />
AN ECONOMIC MCCEL FOR THE DIVISION CF LABOR 0285<br />
MODEL CF ADAPTIVE CCNTRCL CF PROMCTICNAL SPENCINC C480<br />
FORECASIING MODEL EXPONENTIAl SMOCIFING MLTPL REGRESSION 0654<br />
CCMFLTER MODEL FCR NEW PRCCLCT DEMAND C669<br />
CCRCEPTLAL MODEL FOR ThE ANALYSIS CF PLANKING BEFAVICR' C780<br />
MOBEE CF FINANCIAL ADMINISTRATION C808<br />
EFFECTIVENESS CF TRADITIONAl STANCARO COST VARIANCE MODEL 0826<br />
OPTIMIZING MODEL 1199<br />
OGEL-BUILCIR{<br />
IN MARKETINC RESEARCF' C506<br />
MOOEL-BLILCING<br />
MODEL-LINE<br />
CF SLRVEY RETOOLS TO MOEEL-LINE DECISIONS C504<br />
APPLICATION<br />
MODELING<br />
TFE INCLSTRIAL BLYING PROCESS 096<br />
MOCELINC<br />
MODELS<br />
MODELS FOR ANALYZING 8LYERSo' C513<br />
BEHAVICRAL<br />
PROGRAMS PLANNING EVALUATIRC MODELS RATINGS 0592<br />
CF COMPLEX 8EFAVEORAL MODELS TO RECIENAL ANC<br />
APPLICATICNS<br />
0628<br />
CRGANIZATICNAL-ANALYSIS<br />
PEbRISTICS VCDELS, MAPPING TFE MAZE FGR MANAGEMENT.' 0765<br />
ORGANIZATIONAL CONFLICT, CCkCEPTS ANC MODELS 0782<br />
THE LSE CF MODELS IN MARKETING TIMINC DECISIONS 0811<br />
CHANGE PSYChCLCCICAL MODELS 1152<br />
OCELS SYSTEMS EXPERIVENIS I156<br />
MODERATOR<br />
(F MODERATOR VARIABLES C638<br />
DEVELOPMENT<br />
MONEY<br />
MEANING CF MONEY 0161<br />
THE<br />
NEW BINDING TECHNIQUE SAVES SPACE, TIME, AND MONEY 0395<br />
RECRLIT ENEY Ii34<br />
MONEY MOTIVATE 1181<br />
C674<br />
CC40
MORALE<br />
PORALE<br />
FERFCRMACE, CIIVATIOh, MCRALE, PSYCHOLOGIST<br />
EVALUATIEk<br />
SATISFACTION MORALE EFFECTIVENESS<br />
MORALE--AN<br />
AECIIIEAL APPROACH<br />
MORALE--AN<br />
MORALS<br />
SLCCESIICNS<br />
MCRALS,<br />
MORPHOLOGY<br />
CF -INFORMATION FLEW-<br />
MCRPPOLECY<br />
MOTIVATE<br />
SELECT, MOTIVATE, EMPLOYEES<br />
RECRLIT,<br />
MOTIVATE<br />
06 ZERb OEFEGTS PROGRAMS REALLY MOTIVATE WORKERS<br />
SUPERVISION, MOTIVATE<br />
ONE MORE TIME- FCW CI YOL MCTIVAIE EMPLOYEES<br />
MCNEY MCTIVATE<br />
MOTIVATES<br />
REALLY MCTIATES EMPLOYEES<br />
WHAT<br />
MOTIVATING<br />
CEMPLTERIZATICN<br />
MOTIVATING,<br />
STAFF ATTRACTING OTIVATING RETAINING COST-OF-LIVInG SALARY<br />
MOIIVATION<br />
MOTIVATION<br />
ACHIEVEMENT,<br />
COMMUNICATION, EVALUATINC, RCTIVATICN<br />
SATISFACTION, JCS-ANALYSES MOTIVATION<br />
EVALUATION, PERFCRMACE, MCIIVATICN, MCRALE, PSYCHCLEOISI<br />
INCENTIVES, MOIIVAIION, SALARY<br />
MOTIVATICN<br />
MOTIVATION<br />
CRGANZZINC<br />
MOTIVATION<br />
CCAL-PLANhlkG<br />
AIIITLEES, SATISFACTION<br />
CCMPUTER SERVICE TC SUFPLY EMPLOYEE RCII%ATION<br />
ICENIIVE<br />
MOTIVATION, THE TEACHING MACHINE AC LEARNING<br />
MOTIVATION<br />
MOTIVATION<br />
THE PCCERN LCEK IN MCTIVATICN.'<br />
SUPERVISOR, PROMOTING, MOTIVATION<br />
MAISPRINCS CF M£IIVATION IN bNSKIILEC WORK GROLPS<br />
THE MANAGEMENT CF MOTIVAIIC, A COMPANY-WIDE PROGRAM<br />
MOIIVATICN AIIITLDES<br />
MOTIVATION CF EMPLOYEES<br />
MANACEMET MOTIVATION MLELE<br />
GOAt SETTINC AS MEANS OF INCREA$1NC MOTIVATION<br />
AUTOCRATIC ALTECRITY MOTIVATION LEACERSHIP<br />
MOIIVATION--KE<br />
TZ SUCCESSFUl PERFCRMANCE COUNSELING<br />
MOTIVATION--KEY<br />
MOTIVATION--PLUS<br />
MOTIVATION--PLUS £R MINUS<br />
EXECUTIVE<br />
MOTIVATIONAL<br />
MOIIVAIIGAL EETERMINATS CF JOB PERFORMANCE<br />
SOME<br />
MOTIVATIONS<br />
FACICR$ lh AIRLINE MECHANICS WORK MOTIVAIICNS<br />
BACKGROUNE<br />
MOTIVATOR<br />
ARE HYGIENE bIMEkSIONS FOR R-+-D ENGINEERS<br />
MOTIVATOR<br />
MOTIVATORS<br />
TFE EIG MOTIVATORS IN INCENTIVE IRAVEL PROGRAMS<br />
WIVES-<br />
MOVIE<br />
VIEECTAPE MOIE<br />
BLACKBOARCS<br />
MOVIES<br />
MOIES, TRAINIC<br />
PUBLIC-RELATIONS,<br />
NOW 1O MAKE FILMSTRIPS Oil EF MOVIES<br />
CICO<br />
C120<br />
C867<br />
C041<br />
0837<br />
0123<br />
C328<br />
0874<br />
0898<br />
1013<br />
1181<br />
061<br />
C073<br />
II8<br />
CCIO<br />
COI6<br />
C083<br />
CIDO<br />
6161<br />
ClS?<br />
6212<br />
C2qi<br />
C259<br />
0293<br />
6314<br />
C331<br />
C333<br />
C357<br />
C357<br />
C367<br />
0385<br />
0613<br />
C764<br />
O906<br />
C972<br />
IC38<br />
O332<br />
0187<br />
C611<br />
0517<br />
0485<br />
I041<br />
1176<br />
cog5<br />
1105<br />
49<br />
ICRCPHEhES CFAGLE-PREJECIICh MOVIES<br />
NEGRO<br />
MULTIPLE<br />
RECRESSIO ANALYSIS CF COST BEHAVIOR 0423<br />
MULTIPLE<br />
BIAS IN MULTIPLE CISCRIMIhANT ANALYSIS 0451<br />
EVALUATION CF LINEAR PROGRAMMING AN6 MLLIIPLE REGRESSION FOR<br />
AN<br />
MANPOWER REQUIREMENTS 0586<br />
ESTIMATING<br />
INTERCORRELATICN AND IHE UTILITY OF MULTIPLE REGRESSION 0621<br />
MULTIPLE LINEAR RECRESICN ANALYSIS FOR WORK MEASUREMENT C661<br />
BbILCINC 6AIA AhKS FOR MLLIIPLE LSES II50<br />
MULTIPLE-ACCESS<br />
WAITINC FCR- THE MLLIlPLE-ACCESS CCMPLTER cg2I<br />
WORTH<br />
MULTIFLE-SSESSMEI<br />
CF A LLTPLE-ASCgENT PROCEDURE C082<br />
VALIDATION<br />
MULTIPLE-RECRESSIC<br />
SATISFACTION, MLLTIRLE-REGRESSIC, JOB, ANALYSES 0635<br />
TESTING,<br />
ANALYSIS CF PAIREO-CHOICEIVISICN-OF-TIME-<br />
MULTIPLE-REGRESSION<br />
RELATION TC GRACE-POInT AERACE C646<br />
IN<br />
MULTIPLE-REGRESSIOn, ANALYSIS 0646<br />
SELECTICN, RECRUITMENT, MbLTIPLE-REGRESSION,OB, 0677<br />
SUPERVISORY,<br />
TRAIING<br />
SELECTION PSYCFCLOCICAL MULTIPLE-REGRESSION ANALYZED DENTAL 0722<br />
MULTIPLIER--AN<br />
RECIPRCCITIES ULTIPLIER--AN EMPIRICAL EVALUATIC C044<br />
THE<br />
MULTIVARIATE-NORMAL<br />
SIMPLE MEIHOC FOR OBTAINING IFE INFORPAIION PATRIX FOR A<br />
A<br />
MULTIVARIATE-NORMAL DISTRISLTION lOTg<br />
MUNICIPAL<br />
INVESIMENT IN AN AGGLOMERATION G917<br />
MUNICIPAL<br />
MUSIC<br />
CF MUSIC ON EMPLOYEE AIIITLOE AN PROOUCTIIIY 0492<br />
EFFECTS<br />
MY<br />
LIKE TO SICP LYING TC MY BESS.' C270<br />
IWCLLO<br />
MYTH<br />
MYTH OF THE -KEY COMMUNICATOR- 0253<br />
THE<br />
TE JOB EVALUATION MYTH C568<br />
YThS<br />
MYTHS AND ECP.' C003<br />
MANAGEMENT<br />
WORK MEASUREMENT MYTHS AND MANAGEMENT MISCONCEPTIONS 1165<br />
NASA<br />
ASA TECHNOLOGY-TRANSFER C465<br />
CDCLMENTS<br />
NATION<br />
TO CHANCE TVE HABITS CF NATION oB2g<br />
HEW<br />
NATIONAL<br />
TYPINC TEST NORMS C254<br />
NATIENAL<br />
THE NATIONAL CATA BANK- FRIEND OR FCE 0540<br />
NEECE, NATICNAL EEUCATIChAL CATA CffNIER C598<br />
PRIACY AND NTICNAL CATA EANK 1126<br />
CRCANIZINC FOR NATICNWICE CP CI04<br />
NATURE<br />
NATURE EF PERSONNEL<br />
CANGING<br />
HLMA REACTIONS ANC IFE NATURE EF MAN<br />
EBC<br />
ALWAYS INVEI MILKINC MACEINE BUT WE STILL NEECA COW<br />
CAN<br />
IHE ANALYSI ARC THE NEED FOR AN INTECRATE APPROACH.'<br />
STUCY OF NEED SATISFACTIONS IN MILITARY BUSINESS HIERARCHIES<br />
0C PRIVATE EIA FRCCESSINC SCHOOLS NEkE REC'ATI<br />
THE NEEC TC TRAI AN6 RE-ECLCATE<br />
LIKE ARE STAFF TOEAY, WE EE TO RELZFtE THEIR ROLES<br />
ECRC<br />
YOUNG k IELL HAT IIS LIKE TC BE NEGRO I MANAGEMENT<br />
FIVE<br />
CCCLPATIENAL SFIFIS IN NECRZ EMPLOYMENT<br />
GOALS IN NEGRO ERPLOYMENI<br />
II66<br />
0275<br />
C665<br />
C137<br />
C141<br />
064<br />
C698<br />
0979<br />
1098<br />
0883<br />
0924<br />
CO30
(conhnued)<br />
NEGRO<br />
WELL COMPENSATED ARE NECRO EXECLTIVES<br />
HOW<br />
NEGRC<br />
NEGRO<br />
NEGRO MINORITY<br />
BUSINESSMEN ANE NECRC LEADERS WEIGH THEIR CURRENT CFNCERNS<br />
NEGROES<br />
OF WCRK ATTITLCES A#CNC NEGROES<br />
DETERMINANTS<br />
RACIAL NECRCES<br />
NEGROES<br />
NEGRCES<br />
NEIGHBORhCCO<br />
CATAt REPORT FACT, ROT FANCY.'<br />
NEIGHBORHOGE<br />
NETWORK<br />
CONCEPTS IN NETWORK PLANNING.<br />
INFCRWATION<br />
IHE PURCHASING FLNCTIN AND PERT NETWORK ANALYSIS<br />
NETWORKS<br />
CF PROJECT NETWORKS<br />
DECOMPOSITION<br />
NEOROPSYCHIATRIC<br />
RECORD EF NELROPSYCHIATRIC PATIENTS<br />
ORIVING<br />
NEWS<br />
REAL NEWS AECbT AbTOAIICN.<br />
THE<br />
NBWSPAPER CATEKEEPERS ANE FORCES IN THE hEWS CHANNEL.<br />
NEWSPAPER<br />
GATEKEEPERS ANC FORCES IN THE NEWS CHANNEL<br />
NEWSPAPER<br />
NOISE<br />
IN THE INFORMATION SYSTEM<br />
E£ISE<br />
NOMqNAL<br />
CF MEASURE FOR NOMINAL DATA°'<br />
CERRELATICh<br />
NUN-COMPUTER<br />
¥ETFED FR RESELLING TRAVELLING SALESMAN PROBLEM<br />
NON-COMPUTER<br />
NON-CCNFORMIST<br />
BETTER bSE CF THE NON-CONFORMIST<br />
MAKING<br />
NCNOIRECTIVE-TECHNIQ<br />
EVALLATION SUPERVISORS<br />
NONOIRECTIVE-TECFNIQLB<br />
NOEOISCRIMINATICN<br />
IN HIRINC THE ELDERLY<br />
NONCISCRIFINATION<br />
NONLINEAR<br />
CF NONLINEAR OPTIMIZATION TC PLANT LCCATICN SIZE<br />
APPLICATION<br />
NCNPARAMETRIC<br />
OF NCNPARAMETRIC STATISIICS TO IE<br />
APPLICATION<br />
NONREPETITIVE<br />
CF PERFORMANCE FOR NONREPETITIVE ACTIVITIES<br />
DETERMINATION<br />
NONWHITE<br />
NONWHITE<br />
JOBLESS<br />
NNWPITE UNEMPLOYMENT RAIE<br />
NERMAL<br />
RATIONAL BASIS FOR NORMAL IN WORK MEASUREMENT<br />
A<br />
NERMS<br />
TYPING IEST NORMS<br />
NATIONAL<br />
NTERPERSONAL-RELATIO<br />
PERSONNEL COMMUNICAIICN,NIERPERSCNAL-RELAIIONS<br />
INIERVIEWINCt<br />
NUMBER<br />
hUMBER ChE PROBLEM<br />
THE<br />
NURSING<br />
FOR BILING A NLRSING HOME<br />
CHECKPOINIS<br />
ACCOUNTING FER PLLIC HEALTH NURINC ASSOCIATIONS<br />
EXPECTATIONS AND DROPOUTS IN SCHOOLS OF NURSING<br />
OASI<br />
CASOI WCRKWEN$-COMFENSATION<br />
MEDICARE<br />
OBJEOTIVE<br />
ANNUAL RERCRI--AN OBJECTIVE APPRAISAL<br />
IHE<br />
OBJECtiVES<br />
OEJECTIVE$ FCR DEVELOPMENT ADMINISTRATION.<br />
ADMINISTRATIVE<br />
MARKETING AND ADVERTISING SETTING OBJECIIVES IHAT GET RESULTS<br />
C963<br />
IC3<br />
1078<br />
1187<br />
C726<br />
1087<br />
ii03<br />
I18S<br />
I17<br />
073<br />
1075<br />
C13C<br />
C681<br />
C060<br />
0853<br />
C853<br />
C29C<br />
1C61<br />
1057<br />
C156<br />
C042<br />
0604<br />
0623<br />
G60<br />
0812<br />
1040<br />
lll<br />
0688<br />
0254<br />
0390<br />
C320<br />
0352<br />
0927<br />
1197<br />
032<br />
0067<br />
C015<br />
0074<br />
5O<br />
OPERATION<br />
PLAhNINC FOR MNACEVENT BY OBJECTIVES C279<br />
A FRESH LCCK AT ANACEMENT EY OBJECTIVES 0832<br />
EMPLOYMENT ACT CBJECTIVES ANC OLR PRICE-COST PERFORMANCE 0933<br />
OBLIGATIONS<br />
STYLE HIERARCHICAL INFLLENCE ANC SLPERVISORY ROLE<br />
LEADERSHIP<br />
OBLIGATIONS C10t<br />
OBSERVATION<br />
OBSERVATION OE PLRCHASINC BEFAVICR C945<br />
CIRECT<br />
OBSCLESCENCE<br />
MANAGERIAL OBSOLESCENCE C134<br />
AVCIOINC<br />
OBSCLETE<br />
MOHAWK MAKE PbNCEO CARDS ESSCLETE C475<br />
WILL<br />
OBTAINING<br />
SIMPLE NETFGC FOR OBTAINING THE INFORMATION MATRIX FOR A<br />
A<br />
MULTIVARIATE-NORMAL DISTRIBLTION 1079<br />
OCCUPATIONAL<br />
MOBILITY WITHIN THE FIRM C590<br />
OCCLPATICNAL<br />
CCCLPATICNAL SFIFTS lh NEGRO EMPLOYMENT 0924<br />
PROBLEMS OF CATFERINC OCCUPATIONAL DATA 8Y RAIL I077<br />
EDUCATIEN TC SERVE OCCUPATIONAL ENDS loeb<br />
OlSCRIMINATIC CCCLPATICkAL WACE DIFFERENCES Iiii<br />
OCCUPATIONALLY<br />
VS NCNWCRK AMONG OCCUPATIONALLY STRATIFIED GRCUPS C486<br />
WORK<br />
OCCUPATIONS<br />
IN RAOIO-TV COMMLN[CATION E¢LIPMENT MANUFACTURING<br />
OCCLPATIONS<br />
OCR<br />
THE WCRLC OF OCR II07<br />
SCANNING<br />
]FFICE<br />
EFFICIENT DISTRICT CFFICE C227<br />
AN<br />
HOW TO STANEARDIZE OFFICE EGLIPMENT 0401<br />
HEW TC RECbCE CFFICE CCSIS C582<br />
PSYCFOLOCY OFFICE POLITICS SIMULATION BLCGET loll<br />
FIVE WAYS TC MANAGE YOUR OFFICE TIME 1012<br />
OFFICE-SPACE<br />
C374<br />
OFFICE-SPACE<br />
OFFICES<br />
CFFICES TUR TC COMPUTERS C409<br />
PERSCENEL<br />
OLD<br />
dOBS FER CLC EXECCTIVES 032<br />
NEW<br />
AGE IN AMERICAN SOCIETY, NOTES C HEALTH, RETIREMENT, AND IHE<br />
LO<br />
CF £EATH. 1042<br />
ANTICIPATION<br />
OLDER<br />
CF PENSION PLANS Ch MOBILITY AND hIRING ELDER WORKERS<br />
EFFECTS<br />
JOB PERFORMANCE CF OLDER PERSONS°' 1115<br />
IN-LINE<br />
PRCCRAMMING 0069<br />
ON-LINE<br />
PATIENTS EN-LINE C288<br />
Oh-LINE REAL-TIME SYSTEMS FOR CUSTOMER SERVICE CPERAIICNS 0839<br />
A PRACTICAL LGCK AT GhLINE TIME SHARINC 0957<br />
IN-THE-JOB<br />
TRAINIhC ARC ACJLSTMENT TO TECHNCLCGICAL CHANGE 1207<br />
CN-THE-JGB<br />
OFAUE-PRGJECTICh<br />
CPAGLE-PREJECTICN MOVIES 1166<br />
MICROPHONES<br />
OPERAIE<br />
GUIDELINES 1173<br />
OPERATE<br />
OPERATING<br />
STAFFINC OPERATING INFORMATION SERVICES FUNCTION<br />
CRGANIZINC<br />
THE USE CF CCLCRS TO IMPROVE OPERATING EFFICIENCY.' G923<br />
A SYSTEM FOR 8LCGET FORECASTING AND CPERATING PERFORMANCE° 1184<br />
!OPERATION<br />
BETTER RECORD KEEPING, PART i. C305<br />
OPERATION<br />
NEW OUPLICATCRSt MORE AUIOMATED CLEANER OPERATION.' 1036<br />
112T<br />
CO40<br />
0825
OPERATIONAL<br />
OPERATIONAL<br />
STRATEGIC AhC OPERATIONAL PLANNING 0174<br />
CCCRCINATIkC<br />
CHCCSING TFE CFERATICNAL RESEARCH PROGRAMME FOR B R A .' 0809<br />
OPERATIONS<br />
Ah EPERATIONS RESEARCH PRCCRAM 0309<br />
IMPLEMEhTIC<br />
PERIODIC OFERATICNS AUDIT- MANAGEMENT TDOL 0351<br />
PERFORMANCE MEASLREMET FOR CLERICAL OPERATIONS C463<br />
CFERATICNS RESEARCF D577<br />
THE PRECICTIC CF LEARNING RATES FOR MANUAL OPERATIONS 0602<br />
TRENDS Ik ALCITIC MANAGEMEF PLANS AND CPERATICS C716<br />
OPERATIONS RESEARCH AS TCCL FOR OECISICN-MAKINC 0794<br />
ON-LINE REAL-TIME SYSIEMS FER CUSTOMER SERVICE OPERATIONS C839<br />
AUOIT CONTROL CF INTERNATIONAL CPERATIChS 0926<br />
OPERATIONS RESEARCF FOR THE ACCCLNTANT 1028<br />
OPERATIONS-RESEARCH<br />
ROLE-PRCFESSIONAL C068<br />
OPERATIONS-RESEARCH,<br />
INFORMATION RETRIEVAL KWIC INDEXES OPERATIONS-RESEARCH R O 0106<br />
C PERSONNEL ABSTRACTS A ELIDE TC RECENT<br />
MANAGEMENT<br />
CCMPLTER, BLSIhESS OTHER LIIERAIURE 0107<br />
CPERATICS-RESEARCH,<br />
OPERATIOnS-RESEARCH AT WORK 0222<br />
FEASIBILITY SILCY CF CPERAIICNS-RESEARCF IN INSLRACE 0223<br />
TE CHALLENGE CF OPERATIONS-RESEARCH 0235<br />
OPERATIONS-RESEARCH, TRAININC TEACF|NG, EDUCATION 0299<br />
PRCGRAMS FLAhIkG, CPERATIEhS-RESEARCH, ADPINISIRATIVE C406<br />
OPERATIOnS-RESEaRCH 0794<br />
OPERATIONS-RESEaRCH, ECUCATIEN C892<br />
OPERATIChS-RESEARCF 0996<br />
OPERATIOkS-RESEARCFE<br />
ONLY FEW CFERATICS-RESEARCPERS PANACE 0892<br />
WPY<br />
OPERATIONS-2<br />
CCMPLTER EPERTIEhS-2 C820<br />
SCHEDULING<br />
CFIhICN<br />
SLBJECIS RESPONDING TO AN INDUSTRIAL OPINION SURVEY C675<br />
ANONYMOUS<br />
A SIUOY CF SELECTEE OPINION MEASUREMENT TECHNIQLES C789<br />
THE SIRLCTLRE CF PLBLIC OPINION GN POLICY ISSUES 0852<br />
CCRRECTINC FOR RESPCkSE SETS IN OPINION ATTITUDE SURVEYS C854<br />
RESPONSE STYLE INFLUENCE IN PUBLIC OPINION SURVEYS 0855<br />
CPPCRTUNITY<br />
OPPORTUNITY SHCULD FIRING STANDARDS BE RELAXEC$ }' CO01<br />
EQUAL<br />
OPPORTUNITY COSIIC APPLICATION CF MATHEMATICAL PROGRAMMING 0234<br />
CPPCRTLNITY-<br />
JOB CFFORILNITY- IFE CREDIBILITY CAP Iii4<br />
EQUAL<br />
OPFCSITION<br />
FOR NEW MEASURE CF ATTITUDINAL CPPOSIT[Eh I049<br />
PROPOSAL<br />
OPTICAL<br />
THE OPTICAL SEA,hERS 0821<br />
SCANNING<br />
I00, OPTICAL SCAkNIhC FORM, DIVE LEGISLATORS EDUCATIENAL<br />
DIGITEK<br />
I027<br />
BASE<br />
OPTICAL PUNCHED-CARDS lOg7<br />
OPTICAL CHARACTER KEYPUNCHIC liD<br />
OPTICAL-SCAER<br />
OPTICAL-SCANNER 037<br />
DATA-PROCESSING,<br />
OPTIMAl<br />
IhFCRMATICN, COhTRCL ANALYSIS C48<br />
CPTIMAL,<br />
OPTIMAL, INFCRMATICN, FORECAST, EVALLATEC, DECISION 049<br />
PROGRAM CPTIMAI 8YES C80<br />
SUPERVISOR, CRCAhIZATIOh* CFTIML, JCB C55<br />
SELECTION, PRCGRAMINC, FLAIhG, CFTIMAL. CCDE C62<br />
PROCRAMMIhG, CEIIMAL DECISION DE2<br />
RULE, PRCCRAMMEC, OPTIMAL, EECISION 068<br />
ORGANIZATION<br />
PLAhNING OPTIMAL C694<br />
TEST, OPTIMAL, INFORMATICN, CONTROL, ANALYSIS 0842<br />
CPTIMAL FRCCLCTIE SCHEDLLIC AND EMPLCYMENT SMCCTHING I0C<br />
OPTIMALITY<br />
OPTIMALITY 0583<br />
RULES,<br />
OPTIMISE<br />
CPTIMISE, ANALYSIS C160<br />
SELECTION,<br />
OPTIMISTIC<br />
OPTIMISTIC, CONTROL C665<br />
CRGAIZATICNAL,<br />
OPTIMIZATION<br />
FOR SOLVING DISCRETE GPTIMIZATICN PROBLEMS C481<br />
METHOD<br />
ORGANIZATIONAL, CPTIPIZATICk, MAKINC, CECISION C506<br />
APPLICATIC CF CNLINEAR EPIMIZATIC IC PLANT LCCAIICN SIZE<br />
CPTIMIZATICN, ANALYSTS C795<br />
OPTIMIZATICh-<br />
IT CAN PAY OFF 0298<br />
OPTIMIZATIOn-<br />
OPTIMIZING<br />
FORECASTING C258<br />
CPTIMIZIhC<br />
PRCGRAMMING, OPTIMIZING GBTO<br />
EPTIMIZINC MCCEL 1199<br />
OPTINLM<br />
IhFCRMATICN C447<br />
OPTIMUM,<br />
TEST OPTIMLM CECISIGN-MAKINC UTILITIES 0519<br />
CPTIMUM CUTTINC SCGRES FCR DISCRIMINATION OF LNEQLAL GROUPS 0519<br />
PRCGRAM, CPllMbM, JOSS, CCNTROL 0559<br />
OETERMXI&G OPTIMUM POLICY THROUGH SATISFICAL ANALYSIS 1023<br />
THE AFPLICATIO CF OPIIMLP SEEKING TECHNIQUES OF SIMLLATION 1085<br />
ORCER<br />
EFFECT EF CLESTIEk ORDER EN RESPONSES C510<br />
THE<br />
WHAT CAN YOL LEARN FROM THE MAIL ORDER kRITER r713<br />
THE LSE CF ORDER STATISTICS IN ESIIATIC iI5<br />
ORDER-FORMS<br />
ORDER-FORMS C900<br />
TYPIhG<br />
}RDERS<br />
CREEPS WITHOUT ERRORS.' 0932<br />
PPCkE<br />
;RGANIZATIGk<br />
CECISICN-MAKIC, ADMINISTRATION C002<br />
ORGANIZATION,<br />
COMMUNICATIC CRGANIZATICN CO,CLOT IN IHERAPLTIC MILIEAU C014<br />
DOES TRADITIONAL ORGANIZTIEk THEORY CONFLICT kIIH TFECRY 018<br />
BREAKTHROUGH IN CRCAkIZATICk CEVELOPMENI C020<br />
ORGAkIZATIC AhC THE TRAINING OF THE CCIROLLERS SIAFF 0063<br />
SYSTEMS APFRCCF TC ORCANIZATIGN ANO MANAGEMENT C091<br />
RECIPRGCATICh THE RELATICNSF[P BETWEEN Ah AND CRGANIZATION 00<br />
THE MANACEMENT CF TEhSIOk IN ORGANIZATION 0148<br />
FUNCTION AND DYSFUNCTION IN 1HE ORGANIZATION 0196<br />
EFFECTS GF CRCLP CCHESIVENESS Ck ORGANIZATION PERFCRANCE 0255<br />
THE JOB EVLLATCR ANC THE CRCANIZATICN 0392<br />
TRAINING PROGRAM, PERSONNEL, ORCANIZATICN, ANALYSIS C433<br />
ANALYSIS OF ORCANIZATICN HAING INTANGIBLE CLTPLTS<br />
[NPLT-CLTPLT<br />
0471<br />
ORGANIZATION EVALLATING SERVICE C471<br />
PSYCFOCYBERhETICS AND THE CRCAhIZATICN C479<br />
CRGANIZATICh, IhFGRMATION, ANALYSIS G479<br />
SUPERVISORS SELECTION PSYCPELCGICAL GRGANIZATICN MEDICAL C88<br />
PERSONAL EFFECTIVENESS OF PHYSICIANS IN FEDERAL ORGANIZATION<br />
CRGAhIZATICk, JCE ANALYSIS<br />
DYNAMIC CHARACTER OF CRITERIA, ORGANIZATION CHANGE<br />
PIAhhINC CRCANIZATICN INFCRHATICN, EVALLATED<br />
0623<br />
C488<br />
C493<br />
0493
ORGANIZATION(conhnued)<br />
ORGANIZATION EFFECTIVENESS ¼1IH LEADERSHIP THEORY 0527<br />
PREEICTING<br />
TESTING, ORGANIZATIONt JOB C533<br />
ORGANIZATICN JEEr ANALYSES C541<br />
FLANKER, ORGANIZATION ACMIISTRATES 0544<br />
PROGRAM PERSONNEL ORGANIZATION CCUNSELINC 0554<br />
SUPERVISDRt ORGANIZATION, OPTIMAL, JOB C556<br />
RETRIEVAL= PERSONNELe ORGANIZATIONj INFORMATION, CONTROLLED 056;<br />
PROGRAM, ORCANIZATION, INFORMATIONe ADMINISTERED 0595<br />
RGANIZATICN, JOE, EVALUATE{ 0660<br />
Hog TO SET UP A PROJECT ORGANIZATION 0660<br />
PLANNED, ORGANIZATICNe MAKIhG INFORMATION, DECISION 0693<br />
PLANNING CRGANIZATICNt INFCRVATION 0699<br />
ORGANIZATICNt EDLCATICNAL C703<br />
SUPERVISORS, ORGANIZATION, MAKING, EVALLATED, OECISICN-GRCUP<br />
PAITERNS CF CRCANIZATICN CHANGE C717<br />
WILL UCCESS SPOIL YOUR ORGANIZATION 075<br />
PROCRAMMERSj CRCANIZATION, INFORMATIDN COCUMENIATIOkNALYSTS<br />
ERGANIZATICN ANALYZEO 0782<br />
ORGANIZATION, ANALYTICAL 0790<br />
PLANS, GRGAkIZAIIDN 0791<br />
RECRITING CRCANIZATION 0798<br />
PLANSt ORGANIZATION 0800<br />
SELECTION PRGGRAMMERt PLAN, ORGANIZATION, EVALLAIING 0809<br />
PLANNBO, ORGANIZATION C828<br />
PRDGRAM PLANNINC ORGANIZATION 0629<br />
PERSDNNEL GRGANIZATION ANAEYSIS 0831<br />
BLAN ORGAkIZAIICN INOVAIE INFORMATION 0834<br />
PLANt ORGANIZATION, INFORFATIONt CONIRL ANALYSES 0840<br />
PLANNING CRGANIZATIENt CONTROL, ANALYSIS R-÷-D 0844<br />
ORGANIZATICN INFORMATIONt EDUCAIIC DECISICN ANALYSIS C847<br />
ORGANIZATICN, JCB EDDCATION 0860<br />
GCALS AN ORGANIZATICN OF DECISION-MAKING FUR TFE C918<br />
WELFARE<br />
RESOURCES<br />
WATER<br />
ORGANIZATICNt JEO-OEPAND EEbCAIE 0979<br />
PREGRAMS PERSCNNEL CRGANIZAIION ECUCAIIONALOMINISIMATION 0983<br />
RULES, PROCRAM, FLANING, ERGANIZATICNt CGNTRCL R-*- 0985<br />
THE ORGANIZATION AND 50CIC-TECHNICAL CONIROLS. 1047<br />
LESSENS FROM TFE INFORMAL CRCANIZATICN 1151<br />
CRGANIZATICN AND EARCAINING IN HOSPITALS 1160<br />
THE TWO AUTHORITY STRUCTURES OF BUREAUCRATIC ORGANIZATION I198<br />
ORGANIZATICN-AALYSl<br />
ACFIkISIRAI[E C012<br />
ORGANIZATICN-ANALYSIS<br />
ORGANIZATION-ChARTS<br />
CATA-PRCCE$SING 0265<br />
ORGANIZA¥ICN-CFARISt<br />
ORGANIZATIONAL<br />
THE C@NCEPT OF ORGANIZATIONAL GOALS C002<br />
ON<br />
ORGAIZATIENAL STRAIN AN KEY RULES C099<br />
ORGANIZATIONAL CONFLICT 0150<br />
CRGANIZATICNAL hEALTh AND CCFPANY EFFICIENCY 0224<br />
INFORMATION 03611<br />
ORGANIZATICNAI<br />
ORGANIZATIChALt MAKINC INFORMATIONAL, EOUCATICNECISICh 04211<br />
TEST,<br />
ORGANIZATIONAL, OPTIMIZATION, MAKING, DECISION 05061<br />
ORGANIZAIICNALt ANALYZING C5L3<br />
RGANIZATICNAL JOB 0526<br />
0717<br />
077(<br />
2<br />
ORGANIZING<br />
SUPERVISCRY SATISFACTIOn, RGANIZATIGNAL EVALUATE 0527<br />
PROGRAMMED ORGANIZATIONAL CECISICNS CONTROL ACMIkISIRAIIVE O534<br />
SUPERVISCRt SATISFACTION PYCHCLCCICAL ORGANIZAIIENAL JOB 0557<br />
PSYCHOLEGISTS CRCANIZATICNAL, MAKING-JOB C611<br />
GRCAhIZATIENAL, MAKING, INFORMATION, ECLCATICN C617<br />
PLANNING<br />
CUESIIOhNAIRES<br />
ORGAIZATICNAL CChTRCLLINC ANALYSIS 0628<br />
CRGANIZATICNAL £ECISION 0656<br />
ORGANIZATIONAL EECISIDN-MAKIhG BEHAYIOR 0656<br />
ORGANIZATIONAL, CPTIMISTICe CCNTRCL C665<br />
THE ORGANIZATIONAL IMPACT CF COMPLTERS 0685<br />
ORGANIZATIONAL, FORECASTS 0685<br />
ORGANIZATIONAL, JCB C710<br />
RbLE, ERCANIZATICNAb, MAKING JOB DECISIOn,EDIFICATION<br />
TRAINING,<br />
0736<br />
ORGANIZATIONAL EVALUATIO ANC AbIHCRITY C737<br />
ORGANIZATIONAL, EVALLATE, CONTROL, ANALYZEB 037<br />
SUPERVISCRYe CRCANIZATIGNALt CONTROL 0738<br />
STRLCTURE POLICY STYLE STRATEGIES OF CRGANIZATIChAL CDhTRCL C738<br />
ORGANIZATIONAL, EVALLATE C751<br />
CRGANIZATICNAL CECISION 0762<br />
ORGANIZATIONAL CCNFLICT CONCEPTS AND VCCELS 0782<br />
CRGANIZATICNAL, EDDCATION 0818<br />
ORGANIZATICNALt PERFORMANCE-APPRAISAL EVALUATION 0903<br />
ORGANIZATIONAL INFLUENCES Ch STLCENT ACHIEVEMENT C959<br />
MANACERIAL CEIMATE WORK GRCLPS ORGANIZATIONAL PERFORMANCE 0986<br />
ORGANIZATICNAL-ANALy<br />
CF COMPLEX BEFAVIDRAL MDOEL$ TD REGIENAL AND<br />
APPLICATIONS<br />
CRGANIZATICNAL-ANALY3IS 0628<br />
ORGANIZATIENS<br />
INTERNAL-EXTERNAL bIChCIDMY N BUSINESS GRGANIZATIENS C149<br />
ThE<br />
A3SENCE BAhAVICR CF PERSONNEL IN ORGANIZATIONS C383<br />
CREATIVITY IN ORGANIZATIONS 0391<br />
?RAINING DRGANIZATICNS 0414<br />
SATISFACTICN CRCANIZATICNS JOB 0461<br />
STATUS CLASSES IN CRGNIZATICNS 0526<br />
RECRUITER CRGANIZATIONS JOB 0572<br />
ORGANIZAIICNS MAKING EUCAIORS DECISICN GATA-PROCESSING 0605<br />
SATISFACIICN, CRGANIZAIIENS C618<br />
PROCRAM, DRGANIZATIDN$ COLSEL, CDNIROL, ACMINISTRAIIVE 0?52<br />
ORGANIZATICNS INCVATING 0807<br />
ThE PROBLEM IF ACING ORGANIZATIONS 1064<br />
ORGANIZE<br />
TO CRCANIZE INFORMATION SYSTEMS 0115<br />
HOW<br />
GRGANIZE IMFORMATION C581<br />
ORGANIZE FORECASTING, ANALYSIS 0670<br />
TEST<br />
ORGANIZEC<br />
ORGANIZED, ANALYSIS 0405<br />
PSYCHOLOGICAL ORGANIZED 0420<br />
PRDCRAM, ORCANIZE£ EEUCAIIC ADMINISTRATIVE C542<br />
ORGANIZEC IhFCRMATICNt EECISIONe CONTROL, ANALYSIS 0833<br />
ORGANIZES<br />
JC8 0757<br />
ORGANIZES<br />
ORGANIZINC<br />
FOR hATIONWICE CF CI04<br />
ORGANIZING<br />
CRGANIZING FCR PRECUCT INNUVATICN 0113<br />
ORGANIZING CO'FLIER SERVICE TO SUPPLY EMPLCYEE OIVATION 0259<br />
ORGAIZINC, IFCRPATIEN 0825
ORGANIZING (cont,nued)<br />
CRGANIZINC STAFFIhC OPERATING INFORMATION SERVICES FLNCTICN<br />
ORGANS<br />
HORSE CRCAhS TE REACH SPECIALIZED MARKET C70I<br />
USINC<br />
ORIENTATION<br />
EVALtAIING, ORIENTATION C268<br />
TRAININC,<br />
RECRLITMENT ERIETATICN 0273<br />
INTERPERSONAL CRIENTATION TC STUOY EF CONSUMER BEHAVIOR 0978<br />
ORIENTED<br />
ORIENTEE CCMPLTER SYSTEMS C084<br />
USER<br />
SIMbLATIEN BASIC CONCEPTS CF A CCMPUTER ORIENTED IECHNIQUE<br />
CRIENIING<br />
A MEW MARKETING MANAGER, AN UNCOMMON APPROACH. 0974<br />
ORIENTING<br />
OTITIS-MECIA<br />
CTITIS-MEDIA FRACTLRE CANCER 1069<br />
APPENDICITIS<br />
OUTCGME<br />
CHARACTERISTICS OUTCOME OF RESEARCH DEVELOPMENT<br />
ALLOCATION<br />
OUTPLTS<br />
ANALYSIS CF CRCANIZATICN HAVING INTANGIBLE CUTPLTS<br />
INPLT-CUTPLT<br />
DVERSEtt<br />
EVERSELL Ik STAFF RECRLITING C330<br />
THE<br />
CVERSELL--A<br />
CVERSELL--A MAJOR PITFALL IN COLLEGE RECRLITMENT 0865<br />
THE<br />
PAIRED<br />
PAIRED COMPARISONS IN PREFERENCE ANALYSIS 0947<br />
SYSIEMATIC<br />
PAIREC-CHCICEIVISIC<br />
ANALYSIS EF A PAIREE-CHGICEIVISIC-OF-TIME-<br />
MULTIPLE-RECRESSION<br />
IN RELATICN TC CRACE-POINI AVERAGE 0646<br />
PANEL<br />
NCTE CN PANEL EtAS C445<br />
A<br />
PERSONAL INTERVIEW VERSUS PAIL PANEL SURVEY 0503<br />
PAPERS<br />
TECHNICAL PAPERS PAY OFF 1171<br />
AKE<br />
SPEAKERS SEMINARS TURN PAPERS INTO PRESENTATIONS I191<br />
PAPERWCRK<br />
SYSTEM EASES EECLTIVE PAPERWORK 0439<br />
-TALK-<br />
PART-lIME<br />
EMPLOYMENT 1066<br />
PART-TIME<br />
PARTICIPANTS<br />
CF PARTICIPANTS IN AN EMPLOYEE SLGGESTI PLAN<br />
CHARACTERISTICS<br />
PARTICIPAIIC<br />
PARTICIPATION IN EERFCRMACE ITERVIEWS C042<br />
APPRAISEE<br />
PARTICIPATICN I OUTSIDE MANAGEMENT EEVELDPMENT PROGRAMS 0554<br />
THE LSE OF SLECREINAIE PARTICIPATION IN ECISICN-MAKING 0987<br />
PARTICIPATIVE<br />
MANACEMENT SOME CAUTIONS 0553<br />
PARTICIPATIVE<br />
PARTICIPATIVE MANAGEMENT, TIME FOR A SECOND LOCK 0667<br />
TEAMWORK PARTICIPATIVE MANAGEMENT RESEARCH 106<br />
PARTNERSHIP<br />
MARKETING-ACCCLNTING PARTNERSHIP IN BUSINESS 0369<br />
THE<br />
PATH<br />
PATH ANALYSIS FOR hEW PRCDLCT PLARNING 0029<br />
CRITICAL<br />
RISK-TAKINC IN CRITICAL PATE ANALYSIS CI27<br />
AVANCES I CRITICAL PATH METHODS 0579<br />
PATIENTS<br />
Oh-LIkE 288<br />
PATIENTS<br />
DRIVING RECORD OF NEURCPSYCFIATRIC PATIENTS 0681<br />
PAITERNS<br />
MAttE CF SVIB PRIMARY AND REJECT PATTERNS 0484<br />
PREDICTIVE<br />
PAIIERNS CF CRCANIZATION CHANGE C?I?<br />
PAY<br />
IT CAN PAY OFF 0298<br />
OPTIMIZATI[-<br />
BYPRODUCT INFORMATION CAN PY THE WAY FOR COMPUTER SYSTEMS C474<br />
0825<br />
1156<br />
C422<br />
C471<br />
C034<br />
PERFORMANCE<br />
WORKER PREFERENCES AMONG TIME-OFF BENEFITS AND PAY 0786<br />
MAKE TECHNICAL PAPERS PAY OFF 1171<br />
PAYMENT<br />
FCR PHYSICIANS SERVICES UNDER MEDICARE 0292<br />
PAYMENT<br />
CF TLITICN PAYMENT AND IVCLVEMENT ON BENEFIT FROM<br />
EFFECTS<br />
PROGRAM 0528<br />
MANACEMENT-CEVELCFMENT<br />
PAYMENTS<br />
DEMAND FOR GENERAL ASSISIANCE PAYPENTSo C027<br />
THE<br />
WELFARE PAYMENTS ANO WORK INCENTIVE -SCME DETERMINANTS L209<br />
RATES ASSISTANCE PAYMENTS I209<br />
PEACE<br />
CF PEACE CORPS SELECIIC BOARDS 0529<br />
RELIABILITY<br />
PEACE-CORPS<br />
TEST PEACE-CORPS 0684<br />
TRAININC<br />
PEAK<br />
SELECTION FER PEAK EFFICIENCY.' Og3I<br />
FURNITURE<br />
PECAGCCICAL<br />
USE CF SIMLLATICk AS PEDAGOGICAL DEVICE 0299<br />
THE<br />
PENSION<br />
CF PENSIEN PLANS CN MOBILITY AND HIRING CLCER WORKERS C040<br />
EFFECTS<br />
PEOPLE<br />
PEOPLE Ih EEF.' C260<br />
THE<br />
HOW CORPORATIONS REGARD PEUFLE WITH EMOTIONAL PRCBLEMSo 053<br />
WHEN COMPANIES FIRE PEOPLE. 0495<br />
HOW TO MANACE CREATIVE PEOPLE C659<br />
PERCEIVED<br />
VALUE EF JOB TYPE COMPANY SIZE LOCATIEN C531<br />
PERCEIVED<br />
PERCEFTIGNS<br />
ATTITUDES IN MANAGEMENT--VI. PERCEPTIONS OF THE IMPORTANCE OF<br />
JOB<br />
PERSONALITY TRAITS AS A FUNCTION OF LINE VERSUS STAFF TYPE<br />
CERTAIN<br />
0166<br />
JOB<br />
PERCEPTIONS OF THE POWER OF DEPARTMENT CHAIRMEN BY PROFESSORS 0618<br />
PERFORMANCE<br />
SELECTION, PERFCRMANCE EVALUATION COil<br />
TRAIING<br />
PERFORMANCE EVALLATICN MEASLREMENT C025<br />
APPRAISEE PARTICIPATION IN PERFORMANCE INTERVIEWS C042<br />
PERFORMANCE, ACHIEVEMENT 0052<br />
SELECTION PERFORMANCE RECRUITMENI C055<br />
PERFORMANCE ANE THE TIREE ELSINESSMAN. B065<br />
PERFORMANCE FATIGUE G065<br />
SUPERVISORS RESFCkSIBILITY PERFORPANCE EMPLCYEE ABILITY C088<br />
EVALLATICN FERFCRMANC MCTIVATION NORALE PSYCHOLOGIST 0100<br />
SPLIT RCLES IN PERFORMANCE APPRAISAL 0117<br />
THE ANALYSIS CF JOB PERFORMANCE BY SCALING TECHNIQLES 0122<br />
PERT--ITS PROMISES AND PERFORMANCE 0132<br />
PRCELEM SITLATIENS IN PERFCPMANCE CCLNSELING C195<br />
APPRAISALS PERSENALITY PERFCRMANCE AN0 PERSONS 0237<br />
PERFORMANCE, APPRAISAL, EVALLATICN 0242<br />
THE PERFORMANCE RATINC SPECIRUM.' 0251<br />
EFFECTS CF CECLP COHESIVENESS Oh CRCANIZATION PERFORMANCE 0255<br />
THEORY AND PRACTICE CF PERFORMANCE AFPRAISAL 0274<br />
MOTIVATION--KEY TC SLCCESSFLL PERFORMANCE COUNSELING 0332<br />
TREND- TOTAL APPROACE IC MEASLRING PLRCHASE PERFERMANCEo C342<br />
INCLSTRIAL MAhACEMENT AND ITS EFFECT CN PERFORMANCE 0364<br />
PERFORMANCE EVALLATICN 0407<br />
PERFORMANCE MEASLREMENT FOR CLERICAL OPERATIONS C463<br />
SGCIALIZATIC CF MANAGERS EXPECTAIIONS ON PERFORMANCE 0533<br />
PERFORMANCE APPRAISAL C585<br />
SOME MOTIVATIONAL EETERMINAhTS DF J£B PERFORMANCE.' 0611<br />
TAT CORRELATES CF EXECUTIVE PERFORMANCE 0645
(cnhnued)<br />
PERFORMANCE<br />
IhSPECTCR PERFORMANCE hITh TRAINING ANC VISLAL AIO 0783<br />
IMPRCVIhC<br />
PERFORMANCE 0793<br />
DETERMINATION CF PERFORMANCE FOR NONREPETITIVE ACTIVITIES 0812<br />
PERSCNALITY PERFCRPANCE 0843<br />
EMPLOYMENT ACT CEJECTIVES AbE CUR PRICE-COST PERFORMANCE cg33<br />
A FORWARD SIEP IN PERFORMANCE EVALUATIOn. 0939<br />
EFFECT GF SIMULAIEC SOCIAL FEEDBACK GN INDIVIDUAL PERF¢RMANCE<br />
MANAGERIAL CLIMATEt WORK GRELPS ORGANIZATIONAL PERFORMANCE 0986<br />
PERFORMANCE APPRAISAL 0995<br />
PROFIT-ShARING PERFORMANCE STANDARDS 1044<br />
JOB PERFORMANCE EF GLCER PERSONS 1115<br />
PERFORMANCE REPORT STAFFING EVALUATION SLPERVISCR 1165<br />
A SYSTEM FOR BLCCET FORECASTING ANt OPERATING PERFORMANCE 1184<br />
PERFCRMANCE-AFFRAISA<br />
PERFCRMANCE-APPRAISAL EVALUATION 0903<br />
ORGANIZATICNAL<br />
PERFCRMANCE-EVALLATI<br />
EVALUATION TEST MANACERIAL PERSONNEL INTERVIEW APTITUDE<br />
RATING<br />
PERFORMANCE-EVALLAT[CN 0082<br />
PERFCRMANCE-STAhCARC<br />
PERFCRMANCE-STANEARES ACCOLNTINC 0124<br />
BUOGETt<br />
PERIODIC<br />
OPERATIONS AUDIT" MANAGEMENT TOOL 0351<br />
PERIODIC<br />
PERIPHERALS<br />
PERIPHERALS FOP EFFICIENCY AND SAVINGS C138<br />
BATCHING<br />
PERMISSIVE<br />
ANALCCIES TEST A NOTE CN PERMISSIVE RETESTING 0530<br />
MILLER<br />
PERSONAL<br />
PERSONAL TOLCH TO RECRUITING ENGINEERING TALENT 0095<br />
AGEING<br />
PERSONAL EFFECTIVENESS OF PkYSICIANS IN A FEDERAL ORGANIZATION<br />
PERSONAL INTERVIEW VERSUS NAIL PANEL SLRVEY. 0503<br />
ThE LOW PRESTICE CF PERSONAL SELLINC C515<br />
ARI AOECUATE PERSGNAL INCENTIVE A NEk APPROACH C613<br />
COMPREHENSIVE PERSONAL HEALTh CARE SERVICES 0955<br />
PRECICTICN CF SALES FROM PERSONAL BACKCRCLNO DATA I186<br />
PERSCNALIIY<br />
PERSCNALITY GROUP 0109<br />
DfiCISION-MAKING,<br />
ATTITUCES IN MANAGEMENT--VI PERCEPIIONS CF THE IMPORTANCE CF<br />
JOB<br />
PERSONALITY TRAILS AS A FUNCTION OF LINE ERSLS STAFF TYPE<br />
CBRIAIN<br />
JOB<br />
APPRAISALS PERSCNALITY PERFORMANCE AND PERSONS.'<br />
PERSONALITY AIIITLES DISCIPLINE<br />
UNIVERSITY TRANSFER RELATION TC PERSONALITY CHARACTERISTICS<br />
PERSONALITY<br />
PERSENALITY PERFORMANCE<br />
SELF-PERCEIVED PERSONALITY TRAITS JOB ATTITLDES<br />
PERSChALIZATICh<br />
PLLLS<br />
PERSENALIZATI£N<br />
PERSONNEL<br />
SEECTION RECRUITING PERSONNEL JOBINORITY-GRCUP<br />
TESTS<br />
CULTURALLY-EEPRIVEE<br />
HO EDP IS IMPROVING THE PERSONNEL FLNCTIN<br />
EVALLATICN TEST MANAGERIAL PERSONNEL INTERVIEE APTITUCE<br />
RATING<br />
PERFORMANCE-EVALUATION<br />
RCLE INCENTIVE A]TITUOES PERSONNEL<br />
SOCIAL RESPONSIBILITIES EF ThE PERSONNEL INTERVIEkER.<br />
CURRENT TRENES RELATING TO ACADEMIC PERSONNEL POLICIES<br />
ANC PERSONNEL ABSTRACTS A GLIDE TO RECENT<br />
MANAGEMENT<br />
£OMPLTER 8SINESS OTHER LITERATURE<br />
PEBATIONS-RESEARCh<br />
BASIC FALLACY IN PERSONNEL TESIING<br />
THE PERSONNEL PRCFESSIONALS--HHO NEEDS TEEN<br />
0964<br />
C488<br />
0166<br />
C237<br />
C338<br />
0501<br />
0549<br />
0843<br />
C954<br />
C620<br />
C001<br />
C017<br />
C082<br />
C090<br />
0092<br />
C097<br />
0107<br />
0155<br />
34<br />
(conhnued)<br />
PERSONNEL<br />
CFECP PERSONNEL 0209<br />
SELECTION<br />
ThE CHALLENCE CF TCOAYS PERSONNEL ACPIhISTRATICM C212<br />
SELECTING CLERICAL PERSONNEL C243<br />
CHANGING NATLRE CF PERSONNEL 0275<br />
EOP PERSONNEL SFCLLD IMPROVE COMMLNICAIICk TCC C280<br />
RESIRICTING CROUP TRAVEL BY KEY PERSONNEL 0301<br />
CATA AUTGMATIOh ANC THE PERSONNEL MANAGER C317<br />
GUICANCE PERSONNEL AN ThE CELLECE WOMAN C358<br />
EVALUATION TECHNICIANS PERSONNEL 0364<br />
ELECTRONIC CTA PROCESSING AND IFE PERSONNEL FUNCTION C365<br />
PERSONNEL DEVELOFMENT THRCLCF VERT 0366<br />
ABSENCE DAFAVIER CF PERSONNEL Ik CRCANIZATICNS 0383<br />
INTERVIEWINC PERSONNEL, COMMUNICAIION,kIERPERSGNAL-RELATIOKS<br />
SHORTAGES CF CCLNSELING PERSONNEL C394<br />
TRAINING ACCCUNTINC PERSChNEL FOR EOP SYSTEMS.' 0399<br />
PERSENNEL JOB C409<br />
PERSONNEL OFFICES TUR TC CCMPLTERS 0409<br />
SUPERVISORY PERShNEt ANALYSIS 0417<br />
TRAINING PPCGRAP PERSCNNEL ORCANIZAIIEN ANALYSIS C433<br />
SUPERVISCRt FERSChNEL MECICAL, JCB CGkTROLLEC, ANALYSIS C434<br />
RECRUITING, PERSChNEI COUNSELORS C435<br />
PERSCNEL, MAKINC, JCES 0436<br />
SELECTEO PRGCRAM PERSONNEL, JCB-EVALLATICNNALYSIS<br />
SUPERVISORS,<br />
0437<br />
PERSChNEL £CCLMEhTATION AEMINISTRATGRS 0439<br />
PERSCkNEL RECRLITMEN7 C456<br />
PLANNIG PERSCNNEL INFCRMAIICN, DATA-PROCESSING C460<br />
PERSCNNEL, INFCRMATICN, ANALYSIS C487<br />
PERSONNEL 049<br />
TRAINING, SATISFACTICN PERSChNEL EOUCAION C55<br />
PRCCRAF PERSONNEL CRCNIZATICN CCLNSELINC 054<br />
AUTCMTIC CATA PROCESSING CF PERSONNEL CATA 0562<br />
RBTRIEVAL PERSChhEL ORCAhIZATIL• INFCRMATION• CONTROLLED 0562<br />
PRCCRAV PERSCNNEL EDLCATICNAL 0569<br />
ThE STUDENT PERSONNEL PRCCRAV--ON ThE ThRBSHCLD 0569<br />
RECRUITER• PERSONNEL 0596<br />
RECRLITVENT FERSCNNEL JOB EELCATION 0612<br />
RECRLITINC PLAh PERSONNEL MANPOEER JCB INNCVATICNhALYSIS<br />
PERSCNhEL, CONTROL C633<br />
PRESENTING EMPLOYMENT OFFERS TO PROFESSICNAL PERSONNEL. 0633<br />
TE PERSONNEL STAFF WHAT IS A REASONABLE SIZE 0639<br />
PRCCRAV PLAhNINC PERSONEL ANALYSIS C648<br />
TESTt SELECTICN PSYChOLCGICAL PERSONNEL OECISIONNALYZING 0649<br />
SIMbLATIC CF PSYCEOLCGICAL CECISICNS IN PERSONNEL SELECTION 0649<br />
PERSCNNEL EVALLATE 0659<br />
SATISFACTICN PERSGNNEL QUESTIONNAIRE 0874<br />
TRAINING PERSCNNEL EDUCATION C676<br />
TRAININC RECRLIT PROGRAMMER PERSCNNEL, HANOICAPPEC 0697<br />
TRAINING SELECT PERSONNEL INFCRMATICN EOUCATIOh 0898<br />
PERSCNNEL IhFCRMATICN CONTROL CTGO<br />
TRAIhING RECRLIIING• PERSONNEL 0705<br />
PRCCRAM PERSONNEL 0708<br />
C390<br />
0632
(conhnue)<br />
PERSONNEL<br />
CF SATISFACTION Ih MIDDLE-MANAGEMENT PERSONNEL C724<br />
DETERMINANTS<br />
SATISFACTION, PERSCNNEL JOE, QbESIIONNAIRE 0724<br />
SELECTION, PPCCRAMMIhG, PLANKING, PERSONNEL, JOE C728<br />
TRAIING, SELECTINC PRGCRAM, PERSONNEL, MANPGWERVALLATIGN<br />
PRCCRAM, PLANNINC, PERSONNEL, MAKINC C772<br />
PEW SEVEN FIRMS EEbCATE TFEIR IN-OFFICE FERSGNNEL CT74<br />
TRAINING SLPERVISCRY PROCRAMS PERSONNEL MANPOWER EUCATE Q774<br />
PERSCNEL ACMIhISTRATICk C781<br />
PERSChNEL EVALLATIDN 0815<br />
PERSENEL, CRCAIZATICN, ANALYSIS C831<br />
PRGCRAM, PLA, PERSCNMEL, CCNTRCL 0850<br />
SELECTINC, RLLES, PERSCNNEL, ATA-PRECESSING C858<br />
MARKETINC ECLCAIICk ANt PERSONNEL AS RESEARCH AREAS C862<br />
PERSChNEL, JCB EVALUATING, EUCATICN 0862<br />
PERSCNNEL REFCRTS--A CBS SPECIAL C913<br />
JCB C$CRIPTICkS CLICELIES FCR PERSCNEL MANAGEMENT 0929<br />
TRAIRING PRCGRAM, PERSOkkEL EVALbATIhC CCNTRCL C973<br />
PRCCRAMS PERSCNhEL, CRGANIZATIC EDUCATIONAL,DMINISIRATICN 09B3<br />
PRCCRAM PERSCNNEL INFORMATIQN 0989<br />
PERSONNEL 1063<br />
CAREER-EVELEFMEhT PERSONNEL TbRCVER 1068<br />
PERSONNEL SELECTION<br />
PERSCNNEL CEVELCFMENTS ON IFE t FEDERAL LEVEL II04<br />
PERSCNNEL--A<br />
IMPACT Gh PERSCNNEL--A CASE STUDY CI58<br />
AbTCMATIChS<br />
PERSONNEL-MODEL<br />
PERSCNNEL-MCCEL GE3<br />
SICCFASIIC<br />
PERSONS<br />
PERSCNALITY PERFCRMANCE AND PERSONS C237<br />
APPRAISALS<br />
JOB PERFORMANCE CF OLDER PERSONS I115<br />
PERSPECTIVE<br />
PERSPECTIVE 0762<br />
NEW<br />
NEEEED- NEW FERSPECTIVE CN FEALTF SERVICES 0799<br />
PERSPECTIVE CN PLELIC RELATIONS C975<br />
PERSbASIDk<br />
PSYChCLCCY CF SUCCESSFLL PERSbASIN 0691<br />
TEE<br />
TEE GENTLE ARI CF EXECbTIVE PERSLASICN C864<br />
PERT<br />
MEDICIE EDLCATIONAL, CCMPLTERIZAIION 0112<br />
PERT,<br />
PERT, PLANIC-TECFNICbE 0127<br />
USING PERT IN MARKETING RESEARCP C340<br />
PERT/LCS- LIFE-CYCL TECPNICLE C591<br />
PLANkING PERI, INFORMATION 0?35<br />
PRCGRAM, PLAN PERT, EVALAlICN CCNTRCL C806<br />
THIR CEhRATILh PERT/LEE 0806<br />
PERT/COST RESCLRCE ALLOCATION PRCCECLRE 0882<br />
THE PURCFASIhC FLNCTICh ANN PERT NEIWCRK ANALYSIS 1075<br />
PEPPY PERT PRCCRAM<br />
PERT--ITS<br />
PREMISES A£ PERFCRMAhCE C132<br />
PERT--ITS<br />
PHENGMENA<br />
LSES CF TFECR¥ IN THE SIMULATION CF RBAN PEkCMENA 039?<br />
TEE<br />
PENCMENCLCCICAL<br />
DECISION KING- FHENCMENCLCCICAL APPRCACF<br />
USINESS<br />
PHILIPPIkES<br />
SCFCCLS IN TEE PFILIPPINES<br />
CMMUNITY<br />
PMILOSCPHY<br />
CF RESEARCH FOR INCLSIRY<br />
PFILCSCRY<br />
i083<br />
1010<br />
C183<br />
0875<br />
PROGRAM, PLA&, PERSONNEL, CONTROL<br />
PLAN, MAKINC CChTROL ANALYSIS<br />
IPRCVEC INCEkIIE PLAN FOR SLPERVISGRS<br />
PLAN-MAKING<br />
FORECAST, PRECICTICh<br />
PLAh-MAKIhC<br />
PRCGRAM FLANNEC<br />
PtANNED<br />
PFChE<br />
ORDERS WITFCLT ERRCRS 0932<br />
PHCNE<br />
PFYSICAL<br />
CISTRIELTION FCRCCTTEh FRONTIER C700<br />
PHYSICAL<br />
PHYSICIANS<br />
FOR PFYSICIAS SERVICES bNCER MEDICARE 0292<br />
PAYMENT<br />
PERSONAL EFFECTIVENESS OF PEYSICIANS IN FEDERAL ORGANIZATION<br />
FCSPITAL PFYSICIAS 1050<br />
PITFALLS<br />
IN PLANNING AN ECP INSTALLATION<br />
PITFALLS<br />
PLACEMENT<br />
PLACEMENT C030<br />
ECISICN-MAKINC,<br />
AGEE PLACEMENT LACR C040<br />
HANDICAPPED, PLACEMENT MINORITIES C092<br />
PLACEMENT, RECRLITMEhT 0096<br />
RETRIEVAL, RECRLIT PLACEMENT C261<br />
SELECTICN AC PLACEMENT 0359<br />
PLACEMENT 0495<br />
AGEC EMPLCYMENT FLACEMENT<br />
RECRLITINC FLACEMENT 0813<br />
PLA<br />
CUARTERLY FLAN REVIEW C023<br />
TME<br />
CHARACTERISTICS CF PARTICIPANTS IN AN EMFLOYEE SLGGESTIGN PLAN<br />
A RESLLTS-CRIEhTEC DEVELOPMENT PLAN 0302<br />
SIMPLE INCENTIVE PLAN FER YOUR FACTCRY FOREMAN C408<br />
PRCCRAM, PLAN, EALUATE CONTROL 0408<br />
RULES, PLAN IkFCRMATICN, CONTROL 00<br />
PLAk FCRECASTS 0551<br />
RULES PLAh JC EVALbATIC 0568<br />
RULES PLA CCTRCL 0576<br />
PRCGRAM FLA, MAKING, INFCPMATICN CCCLMENTATICN C600<br />
FLAN FOR Ak LkWAhlED REWARE 0600<br />
RECRUITING PLAN PERSCNEL MANPCNER JCB, INNCVATICN,NALYSIS<br />
FLA CCkTRCL CE37<br />
SELECTEC PLAN C642<br />
PRCJECT TCTAL- MASTER PLAN TC CLT CCSIS C88<br />
PRCCRAM PLAN 0668<br />
PSYCECLCCY PRCCRAM, PLAN 0704<br />
SATISFACTICN PLAN JCBS INCEX ANALYZED 0725<br />
PRCCRAM, PLAN, JCO EVALbATE C731<br />
PLAN, MANPCWER JCB, CONTROLLING C760<br />
PRCCRAM, PLAh IFCRMATICN ADMINISTRATION C797<br />
NEW SBA MCRTCACE PLAN ELPS SMALLER 8ANS 0797<br />
PRCCRAM PLA, PERI, EVALLATICN, CONIRCL 0806<br />
PLAN, ACMIISIRATICN 0808<br />
SELECTICk PRZCRAMMER, PLAN, ORGANIZATION, EVALbAIINC 0809<br />
PLAN EVALbATING CCNTRQL SIANEARDS<br />
PLAN, CRCANIZATICk IhNOVATE, INFORMATION C834<br />
PLAN ORCAIZATICN IkFORMAIION, CCNTROL ANALYSES 0840<br />
0488<br />
C034<br />
C632<br />
C850<br />
C859<br />
{023<br />
C430
(continued)<br />
PLANNED<br />
PCR, FLhEC C6T<br />
FS¥CFLCCICL,<br />
TRA|k[kC SElECTInG, PRCCRAPS, PLhkkEL JC, IFCRPA[CN C56I<br />
FLAEC, ECLCTES C627<br />
PRCCRA, FLANNEL, IFCRATIEN C655<br />
PLANNEC, CRCaNIZhTICN, AKINC, INFCRNATILN CECISIEN CC3<br />
FLANNEO J C714<br />
PLANEC, INNCVAICN C?Tg<br />
PLANNER<br />
PLANER EENERAL LANNIC AN TEE GIIY 0026<br />
TPE<br />
LER, CREANIZTION AEIEISTRTES C54&<br />
PRCCRAy, PLANNER C§97<br />
PLANNERS<br />
FCRECSTS C748<br />
PLANNFRS,<br />
TEST, PREERAPS, FLANNERS CTTB<br />
PLANNING<br />
CCC7<br />
PLANINC<br />
FLAINC, PCLICY C015<br />
PATTERN FER FLANI\G C022<br />
TEE PLANER, CENERAL FLANIEC ANN TEE CITY C026<br />
CRITICAL pTF NLYIS FCR Ek FRLCLCT FLANNINC C029<br />
ANALYZIN PLCEN ARIANCE FER PRCFII PLANNINC AN CCNIRCL CC47<br />
STRATECY PLNIC C092<br />
EVALLATE RESERCF, FLANNINC C054<br />
TEE ICNC-RANCE PLanNING AIRIX CCIB<br />
VIEW LF CERPCRIE FLANNINC ILCAY COB?<br />
IMFERMATICN RETRIEVAL FLAKING 8UCCETING SLPERVISIEN<br />
KWIC<br />
C107<br />
REAEILITATIEN-PERSCNEL<br />
ATEATEC INFCRMTICN SYSTEP IN LANINC CCNIRCL COANO CI12<br />
TEE PRESICENT AKC CCRFORTE FLAKINC 0114<br />
CCEREINATINC STRATEGIC AKC [PRTICNAL PLANKING C174<br />
ECCNCMIC FLNIC FCR SWALL REAS lEE PLANNING FRCCESS C184<br />
ECCKEMIC PLANKINC FCR SMLL RFAS ThE PLANNING PRCCESS C184<br />
ThE LSE LF ACCCLNTINC PRICES [h FLANINC Ct88<br />
SYSTEMS PLANINC 0220<br />
LAINC I TE MCERN CCRPCRATIN C258<br />
PRCCRAP, PLA&NINC 0269<br />
LCNC-RANCE PLANINC AND ICE NNCEWENTS RCLE IN ECP C277<br />
PLANNING FCR M#NCE:NT PY CEJECTIVES C279<br />
BRICGING TF[ CAP Ih LENG-RANCE PLANNIKC C349<br />
SYSTEMS APPLACE TC CITY FLANNINC C375<br />
PRCCRAMS, FL#NINC, CP[RATICS-RESEARCP, ADWINISTRATIE 04061<br />
RETRIEVE, PLNINC, INFCRTICN, FNCICAFPED, CCCMENT,ONTRCL<br />
PLANKING PERSENEL, IMFERATICK BATA-PRCCESSING C460<br />
FLANNINC, FCRECSTINC, CECISICN, CCNTRCL, ANALYSIS C464:<br />
PR[CRAM, PLANNINC, INFORATIE ANALYSIS c46g<br />
PLANNNb INFORTIGN, ANALYSINC C473<br />
PLANINC, CRCNIZATICN, IFERATIEN, EVALLATE CSI<br />
PLANNINC KIC, FORECAST, EECISICN C548<br />
PROEIT PLANNINC LS1NG ECRECS SCFEELLES C58<br />
SELECT|NC FLANINC MAKINC 0555<br />
PLANKING CLNTRCL ANALYSE C579<br />
PLANING, CCTRCL C591<br />
0425<br />
PLANNING (cont,nued)<br />
PRCGRAM CF RESEARCF IN BLSINESS PLANNING C597<br />
CRCNIAIICNAL, KING, INFCRATICN, ELLCATICN C61<br />
PLANNING,<br />
CUESIICNNAIRES<br />
APT PRCCRAM FCR ALTOMATIEN PLANNING ANC TECPNCLCGY.' 0622<br />
PRCCRAM, LANK[NC, IKFCRTICN C622<br />
SELECTICN PRLCRPPINC, FLNNINC CPIlMAL, CCCE 0623<br />
RECREIT, FLANNINC, MNPLER, EUCATIEh C628<br />
FSYCFLCY-ENCINERINC, FLANINC ECLCATICN, CCNTRCL c62g<br />
NFCWER PLANNIKC C632<br />
SALES PLANNINC ANC CCNTREL LSINC ABSCRSING MARKCV CFAINS C63T<br />
PRCCRAM, FLANINC, PERSONNEL, ANALYSIS 0648<br />
PLNKINC, IN[EX, CENTRAL C652<br />
PLAKINC, OECISICN C682<br />
PRCGRAS, FLhK[NG, CENTRCLLING, ANLYSS C686<br />
PLANINC, CPTIAL C694<br />
SELECTEE, FLY,NINE, NALYSES C707<br />
SELECTICN, PRCCRAPPINC, FLANIC, PERSCNNEL, Jr8 C728<br />
SELECTINC RLLES, PLNNIKC C732<br />
INFCRMATIEN CCNC[PTS IN NETCRK FLANNINC C735<br />
PLANNINC, FERT, INFORPATICN C735<br />
PLANING, EVLLATICN 071<br />
MAKACEPENT LqIKESS LANKINC C?l<br />
PRCCRAMS, FLNNIKC, CCNTRCL C747<br />
CCRPCRATE FLANINC AT CRCSSRCAS<br />
PRCCRA, PLANINC. CCNTREL 755<br />
SELECTINC, FRCCRM, FLANINC, ANALYTICAL 0766<br />
APPRCACFES TC LCC-RANCE PLANINC PER SMALL BLSINESS C766<br />
PRCCRAM, PLNINC, PERSONEL MAKINC C772<br />
PLANNING, INCVATIE, ANALYSIS 0780<br />
CCNCEPIUAL WCCFL FCR TPE NLYSIS CF PLANNING EFAVICR C780<br />
FLANNINC CCCbNENT, CCNTRCL 0821<br />
SELECTIKC, PLANKING, [NFCRMIIOK, CCNTRCL 0822<br />
PRCCRAM, PLhKINC, ORCANIZAIICN 0829<br />
PLAIKG, AEMINISTRATIVE 0830<br />
ACCREGRATE FLANINC FCR PRCELCTICN 0835<br />
PLANNING, ANALYZES 0835<br />
PLAKNIKC, CRCANIZATICN, CCKTRCL, ANALYSIS, R-+-C 084<br />
PbTT[NC ACTICN INIC FLAKNINC C859<br />
TIE-SFARINC CCWPLTER IN BUSINESS PLAKKIKC AND BLEGETING C8?E<br />
CCRPCRATE TX PRCBLEMS ANC ESTATE PLANNING 0901<br />
FLANNINC PRLCTICN STRATECY C976<br />
RbLES PRCCRM, PLNING. CRCANIATICN COMTRCL, R-÷-O 0985<br />
PLANNINC N CCNTRCL CF RCSERCP ANC EELOPMET ACTIVITIES<br />
LZNG-RANCE FCRECSTINC ANE PLANNINC ICFNIGLE 1008<br />
CCFLTER ASSISIEE MENL PLANNING 1009<br />
PCLICIES PLABNINC 1062<br />
PLABNINC FCR REL-TIE 8LINESS SYSIES 1062<br />
SCFEEULES ELNNINC SLPERISIEN I088<br />
CCNSIDERATIZNS IN LCNC RANGE PLANNINC 1118<br />
pLAhNINC<br />
TAX PLNNINC ECR ALTFCRS 1136<br />
0985<br />
1133
PLANNING (conhnued)<br />
PITFALLS IK PLAIhG Ah EDP INSTALLATIC I194<br />
PLAKIKG--A<br />
FAKFCWER FLANNINC--A KEY TO SLRVIVAL 0903<br />
FANACERIAL<br />
PLANING-PRCCRAMMINC<br />
PLAKINC-FRCCRAMMING-BLECETIkG, EVALbAIIG,NALYSIS C727<br />
PRECRAM,<br />
PLANNINC-PRCCRAMMING-BbDGETING 0?2?<br />
PLANIhG-TECFhICLE<br />
C029<br />
ELANINC-IECEhICLE<br />
PERI ELANINC-IECENICUE C127<br />
PLANS<br />
CF PENSION PLANS EN MOBILITY AND HIRING CLCER WORKERS<br />
EFFECTS<br />
PSYCFOLCCICAL, FLANS, EOLCAIICN C189<br />
PLANS, EVALLATES C380<br />
PLANS, AKALYSIS C40<br />
PLANS, INFCRPATICN, IKCEXEG, CCCLMENTS, CCNTRCLS C536<br />
WFY CCPPANIES SPONSOR FELLChSFIP PLAKS C626<br />
TRENES IN AbCITIkC MANAGEMENT PLANS AND OPERATIONS C716<br />
PLANS, EVALUATION, ANALYSIS 0716<br />
PLAS, CRCANIZATICN<br />
PLANS, LRCAhIZATICN<br />
PLANT<br />
TESTINC FLANT CCNTRCL MATERIALS SUB-PROFESSIONAL<br />
TRAINING<br />
RULE, RECRLITIhC, FLANT, JOE<br />
APPLICATIEN CF NONLINEAR OPTIMIZATION TC PLANT LCCAIICN SIZE<br />
FLANT, CCNTRCL<br />
PLANTS<br />
PLANTS, JOB-ANALYST c, ACMINISTRAlIVE C538<br />
TESTED,<br />
RECRUIT, PRCCRAMS, PLANTS 0587<br />
PLAY-PRODUCTS<br />
PLAY-PREEUCTS PASKCO ABILITIES-INCCRPCRATEG HANDICAPPED<br />
WCRKSHCFS<br />
PLAYING<br />
PLAYIhC AE ROLE CCFLICT--A CASE STLOY<br />
RILE<br />
POLICIES<br />
TRENES RELATING TC ACADEMIC PERSCkNEL POLICIES<br />
CURRENT<br />
POLICIES ICWARC EDUCATIONAL LEAVE AND CELRSE SUBSIDIZATION<br />
POLICIES FLAUNTED<br />
POLICY<br />
POLICY<br />
ELANNINC,<br />
PRGMCTICN, FELIC?, bNIVERSITIES<br />
REPLACEMENT FELICY EASEL CN EQUIPMENT AGE<br />
SOCIAL PCLICY ARE SOCIAL ACIIC FOR TFE I70<br />
EVELOPMENT CF RELOCATION ALLOWANCES AS MANPOWER POLICY<br />
STRUCTURE POLICY STYLE STRATEGIES CF ORGANIZATIONAL CCNTRCL<br />
POLICY COMMUNICATION<br />
CCCC MAKACERS CCNT MAKE FCLICY EECISICNE<br />
THE STRLCTLRE CF FLBLIC OPINIC CN EELIC ISSUES<br />
LCNG-TERM UNEMPLOYMENT ANE FLBLIC POLICY<br />
EEIERMININC CPTILM POLICY TFROLCH TATISTICAL ANALYSIS<br />
FCLICY FOR USINC RESEARCF RESULTS<br />
POLITICS<br />
TO CRACK ECWN CN COMPANY POLITICS<br />
CW<br />
RSYCFOLECY OFFICE POLITICS SIMULATIEN 8L£GET<br />
PELYCRAP<br />
RETAILERS USE CF THE FCL¥CRAFF<br />
APPRAISIC<br />
PDPLLTIDN<br />
IN TEE METFCDCLOGY CF URBAN FCPLLATIEN CISTRIELTIChS<br />
POINTS<br />
PCVERIY<br />
FCCC<br />
POVERTY,<br />
CCO<br />
1137<br />
C356<br />
c097<br />
1045<br />
1062<br />
OCt5<br />
CCg7<br />
0289<br />
C335<br />
0589<br />
C738<br />
C764<br />
C79t<br />
0852<br />
0894<br />
1023<br />
1182<br />
C126<br />
loll<br />
1048<br />
1055<br />
C056<br />
SCCIAL SCIEKCE ANC ThE ELIP[NATICN CF POVERTY<br />
PCWER<br />
EChER TE SEE OURSELVES<br />
TFE<br />
ELECTRONIC FEWER CRAG<br />
WASTED eRAIK POWER<br />
PERCEPTIONS CF TEE POWER CF CEPARTWENT CFAIRMEN 8Y PROFESSORS<br />
ECF- POWER IN SEARC LF PANACEMENT<br />
WAKTEC-EXECLTIVE TIME POWER<br />
PRACTICAL<br />
S PRACTICAL MANAGEMENT- FRAGMATIC APPRCACP<br />
SCIENTIFIC<br />
PRACTICAL LOCK AT CN-L[E TIME SFARINC<br />
PRACTICAL PRLCCLRE FUR MEEIA SELECTIC<br />
PRACTICE<br />
AND PRACTICE CF PERFORMANCE AFPRAISAL<br />
TFECRY<br />
£F 8EFAVICRAL SCIEKCES TC TEE PRACTICE CF<br />
APFLICATICN<br />
ENCINEERINC<br />
PRACMTIC<br />
S FRACTICAL MANAGEMENT- A FRAGMATIC AFPREACP<br />
SCIENTIFIC<br />
c7911 PRECICTINC<br />
TFE COSTS CF CCPFLTER PRCCRAFS<br />
PRECICTIKC<br />
COCO PREEICTINC CRCAIZATICN EFFECTIVENESS WIIP LEACERSFIF THEORY<br />
IPRECICTIGN<br />
PLAN-MAKIC FCRECAST, PREDICTION<br />
c47°<br />
C550 TEE PRECICTIEk CF LEARNIKC RATES FCR PANLAL CPERATIChS<br />
C623<br />
C814<br />
57<br />
PREDICTION CF CREATIVITY FREM BIOGRAPHICAL INFORMATION<br />
CLINICAL PSYCFCMETR[C WCRK-SAPPLE APPRCACFES TC FRECICTICk<br />
FREEICTIC CF SALES FROM PERSONAL BACKGROUND DATA<br />
PREDICTIONS<br />
FORECAST , PRECICTIEKS<br />
PROJECTIONS,<br />
PREDICTIVE<br />
VALUE CF SVIB PRIMARY AN REJECT PATTERNS<br />
PREEICTIVE<br />
PREDICTORS<br />
STLCY CP SOME FSYCECLOCICAL VCCATICNAL INTEREST AKC<br />
A<br />
MENTAL-ABILITY-VRIABLLS AS PREDICTORS CF SUCCESS<br />
The INVIOLATE, ELT INVALID EMPLOYMENT PRbOICTCRS<br />
PREFERENCE<br />
PAIRED CCMPARISCNS IN PREFERENCE AALYS[S<br />
SYSTEMATIC<br />
METECOS CF EST[MTIN£ CSLMER PREFERENCE D[STRI8LTICh<br />
PREFERENCES<br />
PREFERENCES AMCNG TIME-OFF 8ENEFIIS AND PA<br />
hCRKER<br />
HEREDITARY INFLLEKCES UN CCATICNAL PREFERENCES<br />
PREFERENCES AMCNC INFORMATION SCLRCES UNLER UNCERTAINTY<br />
PREJLCICE<br />
PREJLCICE<br />
PREPARINC<br />
FOR CCMFLTERS<br />
PREPARING<br />
PRESENTATION<br />
CF PRESEkTATIC<br />
STAkCARGS<br />
RESEARCF UTILIZATIEN PRESENTTICN<br />
PRESEhTATICKS<br />
SZMINARS TURN PAPERS ITC PRESEkTATICNS<br />
SPEAKERS<br />
PRESS<br />
YCL SFCLLE KNEW ABCLT TFE PRESS CONFERENCES<br />
WHAT<br />
PRESTIGE<br />
LEW PRESIICE £F PERSEkAL SELLINC<br />
TEE<br />
EN ERESTICE AhC LOYALTY EF LNIVERSITY FACULTY<br />
PREVENTION<br />
EEVFLCFMEkT AND ACCIDENT PREVENIICN<br />
ATTITUDE<br />
PRICE-COST<br />
ACT CJECTIVZS At CLR PRICE-COST PERFORMANCE<br />
EMPLOYMENT<br />
PRICES<br />
LSE CF ACCCLTINC PRICES IN FLAhNINC<br />
TEE<br />
WAGES ANC PRICES BY FCRLLA<br />
PRICES<br />
C967<br />
C021<br />
C070<br />
C098<br />
C618<br />
0878<br />
C981<br />
C577<br />
C957<br />
C977<br />
C274<br />
INDUSTRIAL<br />
LEE3<br />
C577<br />
C455<br />
027<br />
CC23<br />
C602<br />
C673<br />
C684<br />
1186<br />
C275<br />
C484<br />
0722<br />
172<br />
Cg47<br />
C968<br />
C786<br />
0S61<br />
1065<br />
C198<br />
IC90<br />
C396<br />
1171<br />
1080<br />
C515<br />
C958<br />
C316<br />
0933<br />
C188<br />
0905
(conhnued)<br />
PR(CES<br />
CF SICCK PRICES<br />
CLUSIERING<br />
PRICINC<br />
PROBLEMS CF PRICING ANt RESCURCE ALLOCATION IN A HCSPITAL<br />
SOME<br />
JOB-ANALYSIS EVALtATICN PRICINC DECISIONS 1129<br />
PRICE<br />
PRIOE C571<br />
JC8<br />
PRINCIPLES<br />
PRINCIFLES AFPLIEE TC hOSPITAL EMPLOYMENT PREBLEMS<br />
CASEWORK<br />
SEVEN GENERAL CUICINC PRINCIPLES DF CATA PROCESSING 0687<br />
MODERN COMPUTER TECHNCLOCY AND MANACERIAL PRINCIPLES C863<br />
INVENTORY CF GENERALLY ACCEFTEC ACCOUNTING PRINCIPLES. C904<br />
PRINT<br />
SEMINAR IN PRINT 0922<br />
TIME-SHARIhC<br />
PRINTED<br />
PRINTED WORD- ITS WHATS hAPPENING II35<br />
ThE<br />
PRINTER<br />
PRCFILE- hIGh SPEED LINE PRINTER 1144<br />
TECHNOLOGY<br />
PRINTING<br />
DO YCLR EW PRINTING C702<br />
WHY<br />
PRINTCLT<br />
Ch FILM -FRGM BIT I0 MICRC-IMAGE 0207<br />
PRINTOUT<br />
PRIORITY<br />
PRIORITY PREBLEM AND CCMPUTER TIME SEARING 0880<br />
THE<br />
PRIVACY<br />
NOTE ON TEE EFFECT EF PRIVACY IN TAKINC TYPINC TESTS 052;<br />
A<br />
PRIVACY AND NAIIDNAL DATA BANK 1120<br />
PRIVATE<br />
RESPCNSIEILITY FOR PLBLIC MANAGEMENT 0666<br />
PRIVATE<br />
CO PRIVATE EIA PROCESSING SCHCGLS NEED REGULATION 069E<br />
PROBABILITIES<br />
WITh INCOMPLETE KNEWLEDGE CF PROBABILITIES 015<br />
DECISIONS<br />
PROBABILITY<br />
MEASLRES FOR ESTIMATED DATA 0171<br />
PROBABILITY<br />
AN EXPERIMENT IN PROBABILIT? ESTIMATION<br />
RANKING PRCCELRE$ SUBJECllVE PROBABILITY DISIRIELIIONS i00<br />
SOCIAL CEOICE- PROEABILIIY APPROACH 102<br />
PRCAELISTIC<br />
PROBABLISTIC APPROACh TO INDUSTRIAL MEDIA SELECTION 1199<br />
A<br />
PROBLEM<br />
TG PINPOINT FRCBLEM AREAS IN WORK DISTRIBUTICNo C009<br />
HEW<br />
AUTHORITY AS PROBLEM Ih OVERLAYS COl2<br />
PRCELEM SITLATICNS IN PERFORMANCE CCLNSELING C195<br />
THE CONTINUING EEUCAIION DRCF-CLT, AN INCREASING PROBLEM 0204<br />
ThE NUMBER ENE PROBLEM C320<br />
TODAYS YGbNC ACLLTS--A GR0¼1G BUSINESS PROBLEM C387<br />
PROBLEM SOLVING BY COMPUTER LOGIC 0729<br />
ThE PRICRITY PRCELEM AND COMPUTER TIME SHARING 088<br />
ANAGEMENT Y PRCELEM COMPLhICATION 1021<br />
NON-COMPUTER METHOD FR RESELVING TRAVELLING SALESMAN PROBLEM<br />
THE PROBLEM ZF ACING ORGANIZATIONS<br />
VISUAL DISPLAY SYSTEMS MANAGEMENT PROBLEM SOLVING 1093<br />
PRDBLEM-SCLVINC<br />
LEADERSHIP STYLES IN PROBLEM-SOLVING CENFERENCE-' 0907<br />
MANACERIAL<br />
PROBLM-$CLVINC I017<br />
CREATIVE PRCBLEM-CLVING 1094<br />
PROBLEMS<br />
DF PROBLEMS CONFRONTIhC MANAGERS. C031<br />
TYPES<br />
PROBLEMS IN CONVERSION 0139<br />
SOME PROBLEMS CF PRICING AND RESOURCE ALLOCATION IN HOSPITAL 0165<br />
C165<br />
lC57<br />
PRODUCT<br />
TIME-SFARINC SOME PRCBLEMS POTENTIALIIIES AND IMPLICATION 0217<br />
HOW CORPORATIONS REGARD PECPLE ITH EMOTIONAL PROBLEMS 0353<br />
AN APPROACh TC SOME SIRUCTLRE LINEAR PROGRAMMING PROBLEMS C418<br />
PRCELEMS IN FICINC CALIFIE EMPLOYEES C456<br />
A METHOD FOR SOLVING CISCRETE OPTIMIZATION PROBLEMS C81<br />
SCLUTIO OF SPECIAL LINEAR-FRDCRAMMING PROBLEMS 0583<br />
CASEWORK PRINCIPLES APPLIED TO hOSPITAL EMPLOYMENT PROBLEMS C641<br />
PROBLEMS CF AhACING INDLSTRIAL RESEARCE 0694<br />
PROBLEMS CF MERICAN SOCIETY 075<br />
STATUS PROBLEMS CF TEE SALESMEN C763<br />
MANACERS MUST PASTER SOCIAL PROBLEMS C772<br />
CORPORATE TAX PROBLEMS AO ESTATE PLANNING 0901<br />
PROBLEMS CF CATFERINC OCCUPATIONAL DATA BY hAIL IC77<br />
PROCEDURE<br />
CF MULTIPLE-ASSESSMENT PROCEDURE C082<br />
VALIDATION<br />
LEVEL CF ASPIRATIE AS A TRAINIkC PRCCEDLRE C532<br />
PERTICCST RESOURCE ALLOCATIE PRCCECLRE 0882<br />
A PRACTICAL PROCEDURE FCR MEDIA SELECTIEN C977<br />
PRCCEEbRES<br />
CLASSIFICATION PRCCECLRES IN AALYZING CUSTOMER<br />
BAYESIAN<br />
CHARACTERISTICS C507<br />
RANKING PRCCECLRES SUBJECTIVE PRCBABILITY DISTRIELIICNS 1006<br />
COSIING CUT FILES AND FILINC PROCEDURES II00<br />
PROCESS<br />
PLAhNIhC FOR SMALL AREAS ThE PLANKING PROCESS Cl8<br />
ECONOMIC<br />
MORE EFFECTIVE MRKETING RESEARCh USING ADMINISIRATIVE PROCESS<br />
MOCELINC EE INDUSTRIAL BUYING PROCESS C946<br />
PROCESSES<br />
CF SECUETIAL CECISICN PROCESSES 0625<br />
ELEMENTS<br />
SELECTIVE PRECESSES lh WORE CF MCLIb 1195<br />
PROCESSING<br />
DATA PRCCESSINC IN ThE INTERNAL REVENUE SERVICE OIl1<br />
AUTCMATIC<br />
MANAGEMENT BY EXCEPTION THRCUGE INFORMATION PROCESSING 0200<br />
CLINICAL INFORMATION PROCESSING C244<br />
CAPAEILITIES GF REMOTE DATA PROCESSING PART C311<br />
ELECTRONIC DATA PRCESSIC AND ThE PERSONNEL FUNCTION 0365<br />
INSURANCE FOR CATA PROCESSING C371<br />
CERTIFICATE IN DATA PROCESSING EXAMINATION 0560<br />
AUTOMATIC DATA PRCCESSINC CF PERSONNEL DATA C562<br />
NEk AFPRDACFES TC BUSINESS DTA PROCESSING C581<br />
STANDARDS Ih DATA PRCCESSINC 0595<br />
ThE RESEARCh INSTITUTION AND DATA PROCESSING C658<br />
SEVER GENERAL GLICINC PRINCIPLES CF DATA PROCESSINC 0687<br />
00 PRIVATE DATA PRCCESSINC SCHOOLS hEEE REGULATION 0698<br />
CCCLMENT YCLR DATA PRCCESSIkC SYSTEM C?75<br />
URBAN DATA FRCCES$1NC 0798<br />
PROCESSOR-<br />
PROCESSOR- FRIEND OR FOE II24<br />
INFLRMAIICN<br />
PROCUREMENT-<br />
IN AUTCMATE PROCUREMENT- VISUAL DATA-PROCESSING C378<br />
NEXT<br />
PRCOUCT<br />
PATh ANALYSIS FOR hEW PRODLCT PLANNING 0029<br />
CRITICAL<br />
ORGANIZING FOR PRODUCT INNOVATION C11]<br />
CAN INDUSTRIAL PRODUCT PLBLICITY BE MEASURED C516<br />
CHART FOR EVALUATING PRODUCT RESEARCH AND DEVELOPMENT PROJECTS<br />
CMFLTER ¥CEL FER NEW PRODLCT DEMAND. 0669<br />
C511<br />
C578
PRODUCT (conhnued)<br />
CPM FOR hEN FRCLCT IhTRCECTIOhS C74<br />
BEHAVIORAL SCIENCE OFFERS FRESh INSICHIS ON hEN PRCCLCT C91]<br />
PRODLCIION<br />
CF PRCCRAMMING PRCCLCTICN C44<br />
ECONOMICS<br />
LINEAR PRCGRAMMINC FCR PROCLCTICN ALLCCATION C734<br />
SIMLLATIC FOR PRCCUCTIGh 082<br />
ACCPEGRAIE PLAhhIhC FCR PREUCTICh DB3<br />
OPTIMAL PRC£LCTICh SCFEDLLIhC AbE EMPLOYMENT SMCCTFIG I0C4<br />
PRCELCTIVITY<br />
VERSbS SKILL FACTORS IN bORK GROUP PRODUCTIVITY 0193<br />
ATTITUDE<br />
EFFECTS EN PRCCLCTIVITY CF {ROMPING INdiVIDUAL INCENIIVES C33]<br />
EFFECTS CF MUSIC CM EMPLOYEE ATTITL£E ARC PRCbCIIVITY C49;<br />
PROBbCTS<br />
PRCCLCIS IN REVIE C769<br />
TELETYPE<br />
PROFESSION<br />
EMERGENCE CF PREFESSICN 0580<br />
TEE<br />
PRCFESSICNAL<br />
MEASUREMENT OF PROFESSIONAL RECRbITING EFFCRI C045<br />
EFFECTIVE<br />
BYPASSING PRCFESSICNAL PRCCRAPMERS 0431<br />
PRESENI[NG EPLCYMENT OFFERS TO PROFESSIONAL PERSONNEL C633<br />
USIhC ThE SERVICES OF PROFESSIONAL SOCIETIES 0813<br />
bNIVERSIIY CCCPERATICN IN PROFESSIONAL TRAIIhG FOR<br />
STATE<br />
ThE CASE CF TEXAS Ii61<br />
PUBLIC-SERVICE---<br />
PRCFESSICNALISP<br />
N PROFITS 0256<br />
PRGFESSICNALISM<br />
PRCFESSIChALIZATICN<br />
IGAR PRCFESSICNALIZTICN GF TRAINING DIRECTORS 0607<br />
STEPS<br />
PROFESSICNALS--WhC<br />
PERSONNEL PRCFESSICNALS--WHC REEDS ThEM 0155<br />
TEE<br />
PRCFESSORS<br />
CF TEE POWER CF EPARTMENT CHAIRMEN BY PRCFESSGRS<br />
PERCEPTICNS<br />
PROFILE<br />
SON CF EC, ANE ThE REACTIEN PRCFILE<br />
Eq<br />
TEChNGLCCY PROFILE hICF SPEE LINE PRINTER<br />
PROFIT<br />
8LRCEN VARIANCE FOR PROFIT PLANNING AND CChTRCL<br />
ANALYZING<br />
EFFECTIVE ISCIFLIhE A POSITIVE PRCFI1 TCCL<br />
PROFIT 9LAhNINC USING FORECAST SCFEDLES<br />
PATFWAY TC PRCFIT, TEE MANACEMENT INFORMATION SYSTEM<br />
PRCFIT-ShRIC<br />
PERFORMANCE STANDARDS<br />
PROFIT-ShARING<br />
PRCFITABILITY<br />
EITER PROFITABILITY EASLRES<br />
DEVELOPING<br />
PROFITS<br />
E PROFITS<br />
PROFESSIONALISM<br />
MAXIMIZINC COMPANY PROFITS FRCM TRAININCPROCRAMS<br />
PRCCRAM, EVLLATIC<br />
EVALLAT|Ch EF READING CEVELGFMENT PRCGRAM FCR SCIENTISTS<br />
PRCCRAM FLAKINC<br />
A FReSh SLANT IN ThE INOLCTIEN PRCCRAM<br />
IMPLEMEhTIhC Ah OPERATIONS RESEARC PROGRAM<br />
A LCZK AT ThE SIICENI LOAN PROGRAM<br />
STATUS CF ThE SOCIAL SECURITY PRCCRAM IN THE MID-SIXTIES<br />
TBE MANAGEMENT CE MOTIVATION, A COMPANY-WIDE PROGRAM<br />
PRCCRAN PLAN, EVALUATE, CENTRE1<br />
TRAINING PROGRAM, EVALUATION<br />
PRCCRAM, FLANNEL<br />
TRAININC, TEST, FRZGRAM<br />
TRAINING, PRCGRAM, PERSONNEL, ORGANIZATION, ANALYSIS<br />
C618<br />
C038<br />
I144<br />
C047<br />
C210<br />
0548<br />
0833<br />
I044<br />
0373<br />
C256<br />
C324<br />
C132<br />
0191<br />
0269<br />
C273<br />
0309<br />
C362<br />
C382<br />
0385<br />
C408<br />
0416<br />
C430<br />
C431<br />
0433<br />
ROGRAM<br />
SELECTEG, PPOCRAM, PERSCNNEL JGB-EVALbATIO,ALYSIS<br />
SUPERVISCRS<br />
PROCRAM, JCS, CCTROLLING, ANALYSIS 0440<br />
PRCGRAM CCLMENTATICN CChlRCL 0449<br />
PROGRAM, CCCbMENTATIEN, COOING, ALYSIS C455<br />
TRAINING, PRCCRAM 0457<br />
TRAININC, PRCCRAM 0462<br />
PRCCRAM CCNTRCL C463<br />
PSYCFOLUCICAL, PRCCRAM, PLANNED 046?<br />
PUITING IN A MANAGEMENT DEVELOPMENT PRCGRAM TAT WORKS 046?<br />
PRCCRA, FLAN[kC INFORMATICN NALYSIS G469<br />
PRCCRAM CCTRCL 0475<br />
TESTS, PRCGRAM, DECISION 0476<br />
BRANCHING PRCCRAM TEXT LECTLRE AS INSIRUCTICNAL MEDIA 0494<br />
PRGCRAM, CCNTRCLS ANALYSIS 0494<br />
PRCCRAM CPTIMAL EYES D507<br />
PRCCRAM ICEX C516<br />
GF TUITION PAYMENT AND INVOLVEMENT CN BENEFII FROM A<br />
EFFECTS<br />
PRCCRAR C526<br />
ANAGEPENT-EEVELCPMET<br />
PRCCRAM, ORCANIZEE, EUCATICN, AbINISIRATIVE 0542<br />
PRGCRAM PERSCNNEL ORCNIZATICN COLNSELING 0554<br />
PROCRAP, OPTIMUM, JOES, CChTRL 0559<br />
PRCCRP, CCE, ANALYES C5E6<br />
PRGRAMe ANALYSIS 0567<br />
PRCCRAM, PERSONNEL, EEUCATICNAL C569<br />
PRCCRAM, JCS, INFORMATION 0582<br />
A COMPUTER PRCCRA FOR T¥E STUDY ANALYSIS D588<br />
PRCCRAM, ANalYSIS 8588<br />
PRCCRAM, MNFCWER, JOE 0589<br />
FRGAM, CRCANIZAIN, INFORMATIOn, AOMIISTEREC 0595<br />
A PRCGRA CF RESEARCh IN BbSINESS PLANNING 0597<br />
PRCCRAMe PLANNER csg7<br />
PRCCRAM, FLAN, MKINC IhECRMAT[CN, COCLMENTATICN 600<br />
TRAINING PRCCRM, CCNTRCLS D6CI<br />
PRCCRAM JOE, {ATA-PRCCESSINC 0603<br />
FRCCRAM, NSLYSIS 0615<br />
APT PRCCRAM FOR ALIENATION pLAnNING AND TEChNCLCCY C622<br />
PRCCRAM, PLANINC, INFORMATION 0622<br />
PROGRAM, AALYTICAL 0624<br />
PRCCRAM, PLANNIC, PERSONNEL, ANALYSIS C648<br />
SELECTEE, PROGRAM, INFORMATICh FORECAST, ANALYSIS,ECRESSICN 0654<br />
PRCGRAM PLANNEC INFCRMATICN G685<br />
TRAININC PRCCRAM, MANPOWER, CGNTRCL, AALYSIS 0663<br />
PRCCRAM, PLAN C668<br />
SELECTEE PRCCRAN JCS, AkkLYSIS C611<br />
PSYCFCLCCY PRZCRAM PLAh C704<br />
PROCRAM, PERSCNNEL 708<br />
TRAINIG PRECRAP, EbCATICNAL C7G9<br />
PRCCRAM PLANNINC-PRCCRAMMINC-BbCCETING EVALLATINCNALYSIS 0727<br />
TRAIING SELECTING, PRGRAM PERSONNEL, MANPOWERVALUATION C730<br />
PRCCRAM, PLA JC8 EVALLAIE 0731<br />
PROGRAM, MAKING 0733<br />
TRAINING PRCCRAP, EVALUATEE C750<br />
CPAS ROLE IN ACCCLTING FCR ANTI-POVERTY PRCGRAM CRANTS D752<br />
0437
(conhnued)<br />
PROGRAM<br />
ORCANIZATIONS, COLNSEL, CENTREL, ADMINISTRATIVE<br />
PRCCRAM,<br />
PROCRAM, PLANNINC, CONTROL<br />
SELECTIhC, PROCRAM, FLANNIhC, AkALYTICAL<br />
PRCCRAM, ANALYSIS, ACINISIEREC<br />
PROGRAM, PLANNIkC, PERSONNEL, MAKING<br />
IRAINING, SELECTEE, FRCGRAP, EVALLAIE CCNTRCL<br />
PRCCRAM, PLA, IKFGRMATIEN, AOMINISIRATIE<br />
PRCGRAM, FLAP, PERT, EVALUATICN CONTROL<br />
PRCCRAM, EATA-PRCCESSING, CONTROL, ANAL?EIS<br />
PRGCRAM, PLANNINC, ORCANIZATICN<br />
PROCRAM, FLA, PERSCNNEL, CENTREL<br />
PRCCRAM, MAKINC<br />
TRAINING PROGRAM, PERSONNEL, EVALUATING, CONTREL<br />
RLLES, PRCCRAH, PLANNING, CRCAhIZATIEN, CONTROL,<br />
PRGCRAM, PERSChEL INFORMAIICN<br />
PEPPY PERT PROGRAM<br />
CONTROL OF CLLTLRAL BIAS IN 1ESTINC- AN ACTION PRCCRAM<br />
PRCGRAM-EVALUATIEN<br />
PRCGRAM-EVALLATIC<br />
PRCCRA-IhSIRLCTEC<br />
TEST PSYCFCLOGY, PROCRAM-INSTRUCTEC<br />
TRAINING,<br />
PRCGRAM-PLANNINC<br />
CECISION-MAKING, PRCGRAM-PLANING<br />
OOCLMENTING,<br />
PRCGRAM-PLANNINC, INTUITIEN, OR<br />
FRCCRAMME<br />
TEE OPERATIONAL RESEARCF PROGRAMME FOR R A<br />
CHGCSINC<br />
PROGRAMEE<br />
REPORTS C PPCGRAMMED ISTRLCTICN<br />
BANK<br />
TRAIING, TEST, PREGRAMMEE, [ATA-PRCCESSIG, ADMINISIEREE<br />
STLY OF CCNVETICNAL A PRCGRAMMEC IhSTRUCTICN<br />
PROCRAMMEC CRCAhIZATICNAL CECISIENS CCNTRCL ACMINISTRATIVE<br />
IRAININC, PRCCRAPMED<br />
TEST, SELECTINC, PROGRAMME<br />
RULE, PRCRAMEE, EPTIMAL, ECISICN<br />
TRAIING PROGRAMMED<br />
FROGRAMMEC, INNZVATIZh, EEUCATIONAL<br />
TRAINING PRCCRAMMED<br />
PRCRAMME, INFORMATION<br />
PROGRAMME-EEUCATIEN<br />
PRCCRAMME-EUCATICN<br />
PROGRAMMER<br />
PRECRAMMER CEMPLTER<br />
RECRUITING,<br />
SATISFACTION PRCCRAMMER JCBS EVALLAIE ANALYSES AMIhISTERE<br />
TRAINING, RECRLIT, PROGRAMMER, PERSCNNEL HANDICAPPEC<br />
TESTING, PRCCRAER, INOEXINC, OCCLMENT, CONTROL, C£CES<br />
SELECTION PRCCRAMMER, PLAN, ORGAkIZATICN, EVALLATINC<br />
PROGRAMMERS<br />
PRCCRAMERS, CEMPLTERIZATICN<br />
TRAINING,<br />
PRCCRAMMERS, CCMPLTER-PRCCRAMMINL<br />
BYPASSIC PROFESSIONAL PRCCRAMMERS<br />
FELP WANIE, 5C,{CC PROGRAMMERS<br />
VOCATIONAL INTERESTS CF CCMPLTER PROGRAMMERS<br />
A hEW SOURCE CF PROGRAMMERS TEE ISLALLY FANOICAFPEO<br />
TEST, PRCCRAMERS, ANALYSTS<br />
PROGRAMMERS, ZELPENI, AALYSIS<br />
ME,CRAMMERS, CRCAhlZATION, INFORMATION, CCUMENTATION,NALYSTS<br />
PROGRAMMERS, NALYIIC<br />
0752<br />
0755<br />
C766<br />
C771<br />
0772<br />
C783<br />
C797<br />
C806<br />
C824<br />
0829<br />
C850<br />
C880<br />
0973<br />
C985<br />
C989<br />
I083<br />
1163<br />
C128<br />
C524<br />
0145<br />
C2gl<br />
0809<br />
0219<br />
C518<br />
0524<br />
C534<br />
C607<br />
0664<br />
689<br />
C76<br />
C753<br />
C770<br />
0856<br />
C31<br />
C209<br />
C636<br />
0697<br />
C758<br />
0809<br />
CCC3<br />
C069'<br />
C431<br />
C603<br />
0636<br />
C697<br />
C729<br />
0775<br />
0776<br />
C90<br />
0<br />
PROGRAMS<br />
PRCGRAMMIC<br />
PRCCRAMMING CC6g<br />
ON-LINE<br />
TRAIhING PRECRAFMINC, CATA-PRLCESSIC, EDP CIC4<br />
CFPCRTtNITY CCSTINC AFPL[CATICh CF MATFEMATICAL PROGRAMMING C234<br />
PRCCRAMINC TEE COMPACTS C341<br />
PRCCRAMMIC C384<br />
AN APPRCACE TC SOME STRLCTLREC LINEAR PRCGRAMMIkG PROBLEMS 0418<br />
ECChCMICS CF PRECRAMING PCCLCTICh C449<br />
SELECTICh, FRCCRAPFINC, [NFCRMATICh, EVALLATES 0558<br />
PROGRAPMINC, ECLCATIChAL C580<br />
EVALUATICh CF LINEAR PRCCRAMMIhG AN bLTIPLE REGRESSICk FOR<br />
AN<br />
RAkPCWER RECLIREPENTS 0586<br />
ESTIMATING<br />
PROGRAMMIkG, MAhFCWER, IhFCRMATICE, EVALbATICN ANALYSIS C586<br />
PRCCRAMMINC, JOE, INFCRMATIZk, REGREcSICN C593<br />
PRCCRAMMIhG, IkFCRMATIO, EVALUAIICN, CCEING 059<br />
SELECTIE, PRCCRAMMIhG, PLANKING, CPTIAL, COCE C623<br />
PRCCRAPMIkC, EFTIMAL, OFCISIC C825<br />
THE CONVERCENCE TECHNIQUE FLR PRbGRARMIhu RESEARCH EFFORTS 0648<br />
ESTIMATIhC TEE PRCCRAPMIhC LCA C728<br />
SELECTION, PRCCRAPMIC, PLANINC, PERSONNEL, JC8 C728<br />
TESTED, RLLE, PRCGRAMMINC C734<br />
LINEAR PRECRAMPINC FER PRCBLCTIC ALLOCATION C734<br />
ASSESSING PRCCRARMIqG PRCGRE¢S C755<br />
PROGRAMMING, MEBICAL, EVALIATIOK C810<br />
SPECIALIZATION ANE PROGRAMMING 0819<br />
PRCGRAMMINC, CONTROL, ANALYI-PRCGRAMMER C819<br />
PRCCRAMINC, CFTIMIZINC CB?O<br />
WEAl IS SYSTEMS PRCGRAMMING 1053<br />
ACCCLNTIC ANC EEVELCPMEI PRGCRAVING IC60<br />
PRCCRARINC 1201<br />
PROCRAMMIC-<br />
CF AlES FER MAhACERS CF CCMPLTER PROGRAMMING-' C469<br />
OEVELOPMENT<br />
PRCCRAMS<br />
OF UNIVERSITY SPCNSCREE EXECLTIVE EEVELCPPEET PRCGRAMS COg4<br />
COST<br />
LEGAL PRCTECTIC CF CCMPLTER PRCCRAPS C143<br />
EFFECTIVE TRAIkIC PGGRAMS FOR CELLEGE CRACLATES 0268<br />
MAXIMIZINC COMPANY PROFITS FRCF TRAININC PRGCRAPS C24<br />
CEVELOPINC FAIR EMPLEYMENT PREGRAMS CLIOELIkES C388<br />
DEVELOPING FAIR EMPLCYMENT PRCGRA¥S C389<br />
PRCCRAMS FLANIhG, £PERATICKS-RESEARC, ADMINISTRATIVE C4C6<br />
TRAININC, FRCCRAMS C413<br />
SIMbLATIOS AC TRAINING PRCCRAMSo' C413<br />
TRAINING, PRCCRAPS, EZUCATICN AALYSIS C426<br />
PRCCRAMS, CCEES G446<br />
PRECICTIkC TEE CESTS CF CEPFLTER PROGRAMS C455<br />
PARTICIPATION IN CbTSIDE MANAGEMENT CEVELOPPEhT PRCCRAMS C554<br />
TRAINING, SELECTING, PROGRAMS, PLAhhEO, JOB, INFORMATION 0561<br />
TRAINING, TESIEE, SELECTION, PSYCHOLOGISTS, PRCGRAS,CLNSELING<br />
RECRLIT, PRCCRAMS PLANTS 0587<br />
PRCCRAMS PLAhINC EVALUATINC MOELS RATIhCS C592<br />
TRAINING PRCCRAMS J08 FORECAST bNSKILLEC WORKERS C606<br />
SELECTICh, PRCCRAMS, JOB G614<br />
PROCRAMS, IkFORMAIIG, CATAoPRCCESSING, CCCE 0851<br />
PRCCRAMS, FLANIhC, CONTROLLING, AkALYSIS C686<br />
PRCCRAMS, CChTRLL C740<br />
C563
(conhnued)<br />
PROGRAMS<br />
PLAnNInG, CONTROL C747<br />
PROCRAMS,<br />
TRAINING SUPERVISORY POZRAMS PERSONNEL ANECWER ECLCAIE C774<br />
TEST, PRCCRAMS, FLAhhERS C778<br />
KEEPING PRCCRAMS Ch TARGETv AN INTECRATEC APPROACM 0850<br />
PRCCRAMS, PLANhEE, IhEORMATICN, CLESIICNNAIRE 0851<br />
EC ZERO CEFECTS PRCGRAMS REALLY MCTIATE WORKERS C874<br />
HEURISTIC PRCCRAMS FOR £ECISICh MAKING eBBS<br />
PRCCRAMS, PERSONNEL, ORGANIZATION, EOLCATIONALCMINISIRATICN 098<br />
TRAIhINC FRECRAMS, MANPOWER, VALLATICh, AhALYSES,DIhISTRATICh<br />
WORK STLPY PROGRAMS lh CCLLECES ANC LNIERSITIES 1018<br />
HIVES- TEE BIG VCTIVATORS IN INCENTIVE TRAVEL PRCCRAS 1041<br />
PROJECT<br />
CF PROJECT hEIWORKS C130<br />
ECCMPCSITICN<br />
PCk TC SET LP<br />
TCTAL- PASTER FLAN TG CLT CCSIS 0668<br />
PROJECT<br />
FEASIARIIEACER IKIERESI ANC CCPPIITEhT C802;<br />
PROJECT<br />
hEY PRLJECI NNCEENT 0897<br />
bhCERSTAhEIC PROJECT AUTECRITY<br />
PROJECTIONS<br />
FLRECSTS, PREEICTICNS 0275<br />
PROJECTIONS,<br />
PRCJECT[VE<br />
CF PROJECTIVE IECFNIGLES IC THE ASSESSENI CF<br />
CCNTRIBLTICNS<br />
MAhACEMENT-FCTENTIAL C720<br />
PROJECTS<br />
FOR EVLLATING PROCLCI RESEARCh ANE CEVELCPPENT PRCJECIS<br />
CFART<br />
CAPITAL BCCETINC CF INTERRELATEC PRCJECIS 087<br />
PRCMOTING<br />
PRCMCTIhC, SUPERVISORS C15<br />
TRAIhINC<br />
SUPERVISOR, PRCMCTINC, MOTIVATION 035]<br />
PROMOTION, POLICY, UNIVERSITIES C09<br />
CAREER-CEELCFEhT, PRORCTIC CONFLICT C102<br />
PROMOTION TC TEE ECUCATIChAL MARKET<br />
USIhC VICECTPE FOR PROVCIICN<br />
PUBLIC RELATIONS IS ONE PART CF PROCTICh 094<br />
EXPERIMENTAL LESIONS IN MEASLRING PROMOTION EFFECTIVEKESS C94<br />
PLANhlNC PROMOTION STRATECY<br />
pROMOTIONal<br />
PROMOTIONAL LACDER COB<br />
TEE<br />
MCCEL CF AEAFTIVE CONTROL CF PROMOTIONal SPEhCIhG 04BC<br />
PROMOTIONS<br />
PRCCTICKS CIIS<br />
SUPERVISION,<br />
SATISFACTIOn, SALARY, PROMOTIONS CIS]<br />
SUPERVISION, SELECTION, PROMOTIONS C213<br />
VOCATIONAL INTERESIS AND ACCICENT PRONENESS C?IS<br />
PRCPCATICN<br />
PROPAChICh CE BLLLOZER REIEW ARTICLE C21<br />
TEE<br />
PRCPCSALS-RESEARCF<br />
R-+-C 011<br />
PRCFCSALS-RESEARCF,<br />
PROTECTION<br />
PROTECTION CP CCMPLTER PROGRAMS C143<br />
LECAL<br />
PSYCFE<br />
PROBE PROSPECTS PSYCHE 1081<br />
CASES<br />
PSYCFCCYBERhETICS<br />
ANC TE CRCAhIZAIICN<br />
PSYCCCYBERNETICS<br />
PSYCECLGICAL<br />
PLANS, ELCATICN C189<br />
PSYCFCLCCICL,<br />
PSYCFGLCCICAL, CRCANIZE C420<br />
PSYCFCLCGICAL, PRCCRM, 9LAhEC C467<br />
C84<br />
C578i<br />
6]<br />
SUPERVISORS SELECTION PSYCFCLCGICAL CRGANIZATICh MECICAL<br />
SUPERVISOR, SATISFACTION PS¥CFCLGCICAL, ORGAhIZATICKL JCB<br />
TEST, PSYCCLCCICAL, JOBS, [ECISI£h<br />
TEST, SELECTION, PSYCELCGICAI, PERSChNEL DECISICh,hAIYZING<br />
SIMLLATICh [F PSYCHOLOGICAL CECISIGS IN PERSChhEL SELECTION<br />
TEST, PSYCFCLCCICAL, ADIhISIEREC<br />
SELECTION PSYCFCLCCICAL MLLTIPLE-RECRESSION AhAL¥ZEC CEhTAL<br />
STUDY CF SOME PSYCFCLOCICAL, VOCATIONAL ITEREST AE<br />
A<br />
AS PRECICTCRS CF SLCCESS<br />
FENTAL-ABILITY-VRIABLES<br />
TESIS, PSYCFCLCCICAL, JOE<br />
SELECTIVE, vSYCFCLEGICAL, [NFORPATIEh<br />
TESTING PSYCFCLCCICAL STATISIICS EACTCR-AALYSIS<br />
TWO AUTHORITIES PLT ESYCFCLCCICAL TESTINC Oh TEE ECLCH<br />
CPAhGE RSYCCLCCICL GCELS<br />
PSYCFCLGCIST<br />
PERFCRAhCE, MCTIVATICN, MORALE, PSYCHOLOGIST<br />
EVALLATIC,<br />
PSYCFCLCCISIS<br />
INCUSTRIAL PSYCHOLOGISTS JOB<br />
THE<br />
TRAINING, TESTEC, SELECTICk, PSYCFCLCGISIS, PROGRAS,EUhSELIhG<br />
PSYCFCLCCISIS, CRCANIZATIChAL MAKIhC-JEB<br />
PSYCHOLOGISTS, INFORMATION, EVALLATICNS, CODING, ANALYSES<br />
SUPERVISICN, PSYCELLCCISTS, JEB<br />
TEST, PSYCFCLCCISIS<br />
PSYCFCLCCY<br />
TEST, PSYCCLCGY, PRCCRAM-INSTRUCTEC<br />
TRAIhINC,<br />
IFE PSYCEL[CY CF SUCCESSFUL PERSUASION<br />
PSYCFOLCCY, FRECRAM, PLAN<br />
PSYCFOLCCY CFFICE POLITICS SIMULATION BLGET<br />
PSYCFCLOGY-ENCINEERI<br />
FLANNIhC, ECLCAIICN, CCIRCL<br />
PSYCFCLCCY-EGINEERINC,<br />
PSYCHOMETRIC<br />
MESbREPEhT PSYCFCMETRIC RESEARCF EEVELCPVENT<br />
WORK<br />
CLINICAL PSYCFCETRIC WORK-SAMPLE APPRCACFES IC ERECICIICh<br />
PLBLIC<br />
PUBLIC ADMIhISTRAIICN<br />
IhFCRMAIICN-REIRIEVAL<br />
PLBLIC CCPMLNITY RELATIONS<br />
PRIVATE RESPONSIBILITY FOR PLBLIC MANAGEMENT<br />
TEE SIRUCTLRE CF PUBLIC CPINIOh CN FCLICY ISSUES<br />
RESPONSE STYLE INFLUENCE IN ELBLIC OPINION SLRVEYS<br />
PLBLIC RELATIONS- TE TAIL TEAT WAGS TEE COC<br />
LChC-TER LNEFFLCYFEhT ANC PLBLIC PELICY<br />
ACCCLNTIhC FOR PLBLIC HEALTF NLRSING ASSOCIATIONS<br />
PUBLIC ELATIChS IS CE PAR1 OF PRCPCTIC<br />
PERSPECTIVE CN PLELIC RELATIENS<br />
PUBLIC EMPLOYMENT IN SAVANhAF GEORGIA<br />
PUBLIC-ASSISTaNCE<br />
PLBLIC-ASSISTAKCE<br />
PLBLIC-OPINICh<br />
PbBLIC-CPIIZN<br />
PLBLIC-RELIIENS<br />
MOVIES TRAINING<br />
PLBLIC-RELATICNS,<br />
PLBLIC-RELTICNS, ATIITLLES<br />
PUBLIC-SERVICE---<br />
LNIVERSIIY CECPERATICh Ih PRCFESSIONAL TRAINING FOR<br />
STATE<br />
PUBLIC-SERVICE--- THE CASE CF TEXAS<br />
PUBLICATICK<br />
AN WFY- TC START COMPANY PLBLICATICh<br />
PEW<br />
PUBLICITY<br />
CPECKLIST CF PLBLICITY IEEAS<br />
A<br />
CAK INCUSTRIAL PRC[UCI PLBLICIT BE MBASLREO<br />
PUBLICITY<br />
C488<br />
0557<br />
C594<br />
0669<br />
0649<br />
C718<br />
0722<br />
C722<br />
C763<br />
0796<br />
0845<br />
1019<br />
1152<br />
0100<br />
C032<br />
C563<br />
0611<br />
0720<br />
0721<br />
0854<br />
0524<br />
C691<br />
C704<br />
lOll<br />
0629<br />
C485<br />
0684<br />
C084<br />
0424<br />
C666<br />
C852<br />
0855<br />
0873<br />
0894<br />
0927<br />
C944<br />
0975<br />
1103<br />
C027<br />
1049<br />
C095<br />
014<br />
1161<br />
C627<br />
C424<br />
C56
PUBLISHED<br />
PUBLISHED<br />
5ELECT|ON INTERVIEWS AN EVALLATIGk CF PLSLISHED RESEARCH C03O<br />
A LCGK AT PLELISFEE INTERIM REPORTS C128<br />
PUCHEE<br />
MOHAWK FAKE PLNCHEO CARES OBSOLETE. G475<br />
WILL<br />
OPTICAL PUNChEC-CARDS 1097<br />
PURCHASE<br />
A TOTAL APPROACH TC HEASURINC PURCHASE PERFORMANCE. 0342<br />
TRENE-<br />
PURCHASES<br />
FCRR SPEEDS CNE-SHOI PbRCHASES G900<br />
COMBINATION<br />
PRCHASING<br />
SLASHES PLRChASIhC CESTS AT SINGER C325<br />
EATA-PHGNE<br />
EVELOPMEkT GF SBOROINATES IN PRChASIkC MANAGEMENT 052[<br />
hOW TO ANALYZE PLRCHASINE EXPENEITLRES C55<br />
EIRECT CBSERVATICk OF PURCHASING BEhAVIER 0945<br />
THE PURCHASING FLNCTION AND P6RT NETWORK ANALYSIS. 1075<br />
QUALIFICATIEN<br />
CLALIFICATIEN RECLIREMENIS A FUNCTIEkAL APPRCACH C612<br />
OBVELOPINE<br />
QUALIFICATIONS<br />
HCLMES ANE THE CASE OF IHE KISSING QLALIFICAIIOkS 0902<br />
SHERLOCK<br />
TESTING, SELECTION, RECRbITMENT EVALUATION, QUALIFICATIENS 0902<br />
QUALIFIED<br />
Ik FIkCING {LALIFIEC EMPLOYEES 0456<br />
PROBLEMS<br />
QUALITY<br />
FACTCR IN TOTAL QbALII¥ CGkTRCL.' 0199<br />
HUMAN<br />
QUALITY CENTROL AWE ASSURANCE IN RECORDS CONVERSION 0287<br />
YHE MANAGERS $1AKE IN QUALITY CCNTRCL 0849<br />
QUANTIFICATICN<br />
CF SUBJECTIVAL EEIERMINEC ATA C592<br />
QUANTIFICATIEN<br />
QUANTITAIIVE<br />
BREAK-EEN ANALYSIS 0077<br />
QUANTITATIVE<br />
QUANTITATIVE EEIERMINATICk CF MANPOWER REQUIREMENTS C730<br />
SOME QUANTITATIVE AIDS TE MERCHANOISE MANAGEMENT 0991<br />
QUESIICN<br />
EFFECT GF {UEBTIE ORDER ON RESPCNSES 0510<br />
THE<br />
QUESIICNAIRE<br />
CUESTICNNAIRE HEASLREMENT SLREYS<br />
INTERVIEW<br />
0453<br />
ECLCATICk QLESTIONNAIRE SOCIAL-CLASS 04861<br />
SATISFACTION<br />
INTERVIEW CUESIICNNAIRE 0512<br />
JOB EEUCATICN ANALYSIS QUESTIChNAIRE 0517<br />
TEST, SbPERVISCRS, ADMINISTERED, QUESTIONNAIRE C525<br />
• UPERVISORS, SATISFACTION* JCB ADMINISTERED, bESTICkNAIRE 0666<br />
SATISFAETICN PERSENAEL, CUESTIOhkAIRE C674<br />
SATISFACTIGN PERSONNEL, JCB QUESTIONNAIRE C72<br />
TESIEO SATISFACTICN, JOBt ANALYZEDt QbESTIOhNAIRE 0726<br />
QUESTIChkAIRE TYPESCRIPT 0759<br />
SATISFACTICk, JCE, QUESTIONNAIRE 084<br />
TESI SATISFACIICN, J£B, QUESTIONNAIRE 0?85<br />
QUESTIONNAIRE, RESPONSE-RATE C79;<br />
UESTIONNAIRE EFFICIENCY-CCIRCLLEC REOLCTIG OF NEW RESPONSE<br />
OUCATICN ACMIkISIEREE QbESTIOkkAIRE MAIL 0801<br />
SELEETEC INFORMATION, QUESTIONNAIRE 0803<br />
PRCGRAMS= PLAY,BE, INFORPATIEN, CLESIIONNAIRE 0851<br />
INFCRMATION ANALYSIS, AGWINISTRATIENe QLESTIONNAIRE 0853<br />
TESTS SELECT LESTICNNAIRE 0855<br />
QUESTIONNAIRE, SLRVEY-TECHNICUE 0945<br />
QUESTIONNAIRE APPEARANCE AWE RESPONSE RATES IN MAIL SURVEY 1172<br />
QUESTIONNAIRES<br />
EFFECTIVENESS OF SELF AEMINISTEREO ¢LESIIONNAIRE.. 0453<br />
THE<br />
080;<br />
RE EDUCATE<br />
CRCANIZAT[CNAL MAKING INFORMATION, EDUCATION C87<br />
PLAkNING<br />
GUESTIOkNAIRES<br />
JOBS, CONTRCL CCCINC QLESIICkNAIRES 0702<br />
QUESTICNS<br />
ART OF ASKINC CUESTICNSo' 0390<br />
IHE<br />
HUMAN RELATICNS LABORATORY 1RAINING- THREE QUESTIONS 0414<br />
SENSITIVITY TRAINING, SOME CRITICAL QUESTIONS.' 0570<br />
EIFFERENCFS TO QLESTIONS Ch SEXLAL STAhEAR Ah<br />
RESPCNSE<br />
CCMPARISON 0803<br />
INTERVIEW-QUESIICNIAIRE<br />
QUEUING<br />
CUEblkG C679<br />
INTRCDUCING<br />
QUIET<br />
RECEPTECN AREA IS COMFORTABLE, QUIET, EFFICIENT 0374<br />
REOESIGNEE<br />
QUIZ<br />
EXECLTIVE WIE QLIZ. 1130<br />
THE<br />
R<br />
62<br />
TAKING SCE CLESSWCRR OUT CF R INVESIMENTS C05<br />
HARNESSING ThE ANC ChSTER C062<br />
INFCRMATICk REIRIEVAL KWIC INDEXES CPERATIONS-RESEARCF R D C106<br />
CHCCSING ThE CPERATICNAL RESEARCh PROGRAMME FCR B.I R 0809<br />
IGLS FOR R÷C EVALLAIION 1022<br />
S.RoC COMMITTEE Oh STATISTICAL TRAINING 1033<br />
PRESERVING INDIVIDUALISM Zk IHE R+E TEAM.' i046<br />
RG RESEARCh EECSTRATICN [064<br />
MAKING ThE BEST LSE OF R*B PAkFCWER' 1142<br />
ACIAL<br />
hECRCES 1087<br />
RACIAL<br />
MINCRITY BLACK RACIAL bREAk 1157<br />
RACIAL DIFFERENCES Ik JOB SEARCh WACES.' II64<br />
ACIC-TV<br />
IN RAEIO-TV COMMLNICATICN EGLIPMENT MANLFACTURIkG<br />
CCCLPATICNS<br />
RANDOM<br />
WITh RANDOM ARRIVALS AWE LINEAR LOSS FUNCTIONS 0129<br />
SCHEDULING<br />
RANDOMIZE<br />
TO ThE FILE-- RANGOMIZE OR INDEX 0478<br />
ENTRY<br />
RANKIkC<br />
PRCCECbRES SUBJECTIVE PROBABILITY OlSTRIBLIIONS 1006<br />
RANKING<br />
RATE<br />
AENIklSTRAIICk AND JCB RATE RANGES 0136<br />
WAGE<br />
HOW TO RATE YOLR ENPLOYEES- SEVEN SYS1EMS MOST FIRMS USE 1099<br />
NONWHITE UNEMPLOYMENT RATE 1117<br />
RATES<br />
PREOICTICN CF LEARNING RATES FR MANUAL OPERATICkS.' 0602<br />
THE<br />
EFFECT CF PRIOR TELEPHONE AFPOINTMEkT Oh CQMPLETICk RATES 1C95<br />
QUESTIONNAIRE APPEARANCE AWE RESPONSE RAIES IN MAIL SLRVEY 1172<br />
RATES ASSISTANCE PAYMENTS 1209<br />
RATING<br />
EVALbAIICN C035<br />
RATINGt<br />
TESTING, RATINC, SCALES, EMETION C038<br />
EVALLATICk TEST MANACERIAL PERSONNEL ITERVIER APTITUCE<br />
RATING<br />
C082<br />
PEREORMANCE-EVALLATICN<br />
VALICITY OF AREAS ANO METHECS F RATING JOB SATISFACTIEN 0119<br />
THE PERFORMANCE RATING SPECIRUN. 0251<br />
EVALUAIION GF ALIERNATIVE RATING GEVICES FOR CEhSbMER RESEARCH<br />
RATINGS<br />
EIFFICULTY, EMPLOYEE AIIIIUOE SUPERVISORY RATINGS EFFECT C120<br />
JOB<br />
PRCGRAMS PLANIkC EVALUATIC MOCELS RATINGS<br />
RATICkAL<br />
ASIS FCR NORMAL IN WERK MEASLREMEhT<br />
RATIONAL<br />
RE-COLGATE<br />
kEEE TC TRAIN ANO RE-EELCATE.<br />
THE<br />
I127<br />
C619<br />
C592<br />
0688<br />
C979
REACTION<br />
REACTICN<br />
SON CF E AN ThE REACTION PRCFILE C038<br />
EQ<br />
REACTIONS<br />
REACTIONS AND THE NATURE OF MAN 0665<br />
HUMAN<br />
READ<br />
@COKS EVERY EXECUTIVE SPCLLD hAVE READ 0354<br />
27<br />
READINESS<br />
FOR MANAGEMENT CEELOPPENT- AN EXPLORATORY NOTE 1152<br />
REAEINESS<br />
REAOINC<br />
CF A READING DEVELOPMENT PROGRAM FOR SCIENTISTS C191<br />
EVALUATION<br />
REAL-TIME<br />
REAL-TIME SYSTEMS hER CUSTOmeR SERVICE CRERATIONS' 0839<br />
ON-LINE<br />
REAL-TIME DIRECT ACCESS 1059<br />
PLANNING FOR REAL-TIME BLSINESS SYSIEMS 1062<br />
REALITY<br />
IN TEE WCRLC CF REALIIY<br />
THEORY<br />
REALIZATION-<br />
CONCERT CF REALIZATION- USEFUL DEVICE 0869<br />
THE<br />
RECEPTION<br />
RECEPTION AREA IS CPFCRTABIE, QUIET, EFFICIENT C374<br />
REDESIGNED<br />
RECIPROCAIICN<br />
TEE RELATICNSFIR BEIWEEN MAN AND ORGANIZATION CI00<br />
RBCIRRCCATICN<br />
RECIPROCITIES<br />
RECIPROCITIES MULTIRLIER--AN EMPIRICAL EVALLATIEN'<br />
ThE<br />
RECORE<br />
BETIER RECORD KEEPING, PART 0305<br />
OPERATIC<br />
ORIVINO RECERD OF NEURDPSYCEIATRIC PATIENTS<br />
MEDICARE- TEE REECRD AND CCNSEQUENCES 105(<br />
RECORC-KEEPINC<br />
MEASUREMENT, EOP C423<br />
RECCRC-KEERINC<br />
RECORCNG<br />
RECORDING EFFECT CN ACCLRCY CF RESPONSE IN SURVEYS C759<br />
TAPE<br />
RECORDS<br />
CONTRCL AhC ASSURANCE IN RECORDS CONVERSION 0287<br />
QUALITY<br />
VENDER RECORDS KEEP FACTS CN FILE 0827<br />
RECORDS INDEX<br />
MANACINC RECORDS WITh MICROFILM I084<br />
RECRUIT<br />
SELECT, MOTIVATE, EMPLOYEES 0123<br />
RECRUIT,<br />
INTERVIEW EMFLCYMEkT APPLICANT RECRUIT 0t63<br />
RECRUIT C170<br />
TESTS RECRUIT 0243<br />
RETRIEVAL RECRLIT, PLACEMENT O261<br />
RECRUIT, PRCCRAMS PLANTS C587<br />
RECRLITe PLNINC, MANPOWER, EDUCATION C626<br />
TRAININC RECRLIT, PRCGRAMNER PERSONNEL, HANDICAPPED 0697<br />
RECRLIT, JOE C974<br />
RECRLIT MCNEY I134<br />
RECRUITER<br />
RECRUITER, HIRINC 0211<br />
SELECT,<br />
RECRLITER ORGANIZATIONS, JEB 0572<br />
RECRUIE._R, PERSONNEL CSgE<br />
RECRUITERS<br />
CCLNSELINC 0252<br />
RECRUITERS,<br />
ARE RECRUITERS LISTENING<br />
A RECRUITERS GLIDE TC SUCCESSFUL FAILURE.' 0572<br />
RECRUITING<br />
SELECTICA RECRUITINC, PERSCNNEL, JOB,INORITY-CRCUP<br />
TESTS,<br />
CULTURALLY-DEPRIVED C001<br />
EFFECTIVE MEASUREMENT CF PROFESSIONAL RECRUITING EFFORT<br />
ACCING A PERSONal TOLCP TC RECRUITING ENCINEERINC TALENT<br />
RECRUITING, PRCGRAMMER CDMFLTER 20<br />
THE CTPER FAtE CF RCRUIIIC C21]<br />
REGIONAL<br />
TRAININC RECRUITING 0267<br />
TEE OVERSELL IN STAFF RECRUITING C330<br />
SELECTION, RECRLITINC C355<br />
RECRUITING 0363<br />
RECRUITING, PERSONNEL, CCLNSELCRS 0435<br />
EMPLCYEE REFERRALS, PRIME TCCI FOR RECRUITING WORKERS.' 0435<br />
CCLLEGE GRAELATE CHARACTERISTICS RECRUITING DECISICNS 0537<br />
RULE, RECRUITINC, PLANT, JCe C550<br />
COLLEGE RECRLITINC COMBAT SILDEhT DISENCHANTMENT 0587<br />
RECRUITING, PLAN, PERSONEEL, MANPCWER, JCB, INNCVATICN,NALYSIS<br />
RECRLITINC, ECSFITAL C61<br />
TRAINING, RECRLITING, PERSONNEL 0705<br />
RECRUITING, CRCNIZAIICN C798<br />
RECRCITINC PLACEMENT 081<br />
RECRUITING--TEE<br />
FORGOTTEN FLNAMENTALS 0168<br />
RECRUITINC--TFE<br />
RECRUITMENT<br />
EVLLATE, REPCRIS, RECRUIIMENI, CATA-PRCCESSING C017<br />
INFORMATION,<br />
SELECTICh, RECRLIIMENT, SURVEY-ANALYSIS C033<br />
SELECTICN RECRLITPENT, TRAINING C053<br />
SELECTICN PERFORMANCE RECRUITMENT 0055<br />
SELECTIDN RCRUITMENT 0057<br />
RLACEMENT, RECRITMkNT COg6<br />
RECRbITMEI CRIENIATICN 02?3<br />
RECRUITMENT SELECTION 0303<br />
RECRUITMENT<br />
PERSONNEL, RECRLITMENT 0456<br />
SELECTION, RECRLITMENT C552<br />
RECRUITMENT PERSONNEL JOE EDUCATION 0612<br />
SELECTION, RECRUITMENT, MULTIPLE-REGRESSIONOB, 0677<br />
SUPERVISORY,<br />
TRAINING<br />
RECRU[TM[NT SELECTION 0816<br />
THE OVERSELL--A MAJOR PITFALL IN COLLEGE RECRUITMENT 0865<br />
SELECTIEN RECRLITMENT 0895<br />
TESTINC, SELECTION, RECRLITMENTe EVALLATICN EUALIFICATICNS 0902<br />
ADMINISTRATORS RECRUITMENT 1L6I<br />
RECRUITMENT<br />
REDEFINE<br />
AND STAFF TODAY, WE NEE TC REEEFINE THEIR ROLES.' IOg8<br />
LINE<br />
REDES[CNEC<br />
RECEPTION AREA IS COMFORTABLE, QGIET EFFICIENT 0374<br />
REDESIGNED<br />
REDUCE<br />
TO REELCE OFFICE COSIS 0582<br />
HCW<br />
RESEARCH EEVELCPMET OF ANALYTICAL SYSTEMS TO REDUCE COSTS C624<br />
REDUCTION<br />
SYSIEPS AND COST RECLCTION' 0041<br />
SYCCESIICN<br />
QUESTIONNAIRE EFF[CIEhCY-CCNTRCLLEC REDCCT[C CF NCM RESPONSE 080t<br />
COST RECUCTICN ECONOMICAL i119<br />
REFERRALS<br />
REFERRALS, PRIME TCCL FCR RECRUITING WORKERS 0435<br />
EMPLOYEE<br />
REFCRPLLATICN<br />
EERZBERC TEECRY- A CRITIQLE AND REFCRMULATIDko' 0785<br />
TEE<br />
REFUNEING<br />
DECISION A SRECIAL CASE IN CARITAL BUECETING 1002<br />
REFLNDINC<br />
REFUSALS<br />
CF REFUS£S I SURVEYS.' 1106<br />
SOURCES<br />
RECIONAL<br />
CF CCMPLEX BEHAVIORAL MODELS TO REGIONAL AND<br />
ARRLICAIICNS<br />
ORGANIZATIONal-ANALYSIS<br />
O62<br />
C359<br />
II62<br />
0628
(continued)<br />
REGIONAL<br />
GRANTS ENCDURAGE REGIGNAL CENTERS, TOTAL SYSTEMS II83<br />
FEDERAL<br />
REGRESSION<br />
CONTROL Y REGRESSION ANALYSIS 0323<br />
COST<br />
MULTIPLE REGRESSION ANALYSIS flF COSI BEHAVIOR 0423<br />
TESTS, ANALYSIS, REGRESSION C451<br />
TEST, ANALYZECo RECRESSIDN C530<br />
EVALbATIDk CF LINEAR PROGRAMMING AND MULTIPLE REGRESSION FOR<br />
AN<br />
MANPOWER REQUIREMENTS 0586<br />
ESTIMATING<br />
PROGRAMMING, JCB INFORMATIEN REGRESSION 0593<br />
INTERCORRELATION AND THE UTILITY OF MULTIPLE REGRESSION 0621<br />
EVALUATIkGt COhIRCL, ANALYSIS REGRESSICh C621<br />
TESIS ANALYSES RECRESSIOh MANAGERIAL EFFECTIVENESS CE]8<br />
FORECASTING MOOEL EXPENEkTIAL SMOOTHING MLTPL REGRESSIEN 0654<br />
LTIPLE LINEAR RECRESSICN ANALYSIS FOR WDRK MEASUREPEhT 0661<br />
REGULATION<br />
PRIVATE EATA PRCCESIkC SCHOOLS EEE REGULATION 0698<br />
DO<br />
REHABILITATIEk<br />
ThE CEVELCEkT O A REHABILITATION IhFORPAIICN SYSTEM CIOB<br />
CN<br />
A COMPREHENSIVE IECK AT MACkETIC TAPE REHABILITATION C202<br />
HANDICAPPED, ECUCAIIC, REHABILITATION C335<br />
REHABILIIATICk-PERSE<br />
INFCRMAIIZ RETRIEVAL FLAhhINC BLEGETING SLPERVISIGK<br />
KWIC<br />
REHABILITATION-PERSOnNEL OIO?<br />
AEJECT<br />
VALLE CF SVIB PRIMARY AhC REJECT PATIERhS 0484<br />
PREEICTIVE<br />
RELATICNS<br />
RELATIONS LABORATORY TRAIhlkG- THREE GUESTICkS C414<br />
HUMAN<br />
PUBLIC COPMUkITY RELATIONS O424<br />
INTERNAL CONTROL RELATIONS Ih ACMINISTRATIVE HIERARCHIES 0534<br />
PUBLIC RELATIChS IS ChE PART £F PRCMTIC C94<br />
PERSPECTIVE CN PLBLIC RELATIONS 0975<br />
CLEARING TFE AIR IN HLMAk RELATICNS IO00<br />
HUMAN RELATIONS AbE THE ANACEMENT AALYSI I029<br />
RELATIONS-<br />
RELATIONS- THE TAIL TAT WAGS THE DOG 0873<br />
PUBLIC<br />
RELATIENSPIP<br />
TFE RELATICNSIP BETWEEN MAN AN CRGANIZATIOh OIBO<br />
RECIPROCATION<br />
AMCNG SUPERVISORS IhTEGRATICN, SATISFACTIONt AN<br />
RELATIONSHIP<br />
C64<br />
TEChhOLCGICAL-CFhCE<br />
RELATIONSHIP CF CENTRALIZATICN TO OTHER STRbCTbAL PROPERTIES 0736<br />
RELATIONSHIP BETWEEN FAMILY BACKGRCLNDS AND WORK VALUES 0784<br />
RELATIONSHIPS<br />
FCR IEAMWORK lh SFIFI RELATIONSHIPS 0319<br />
MANAGEMENT<br />
RELATIONSHIPS AMONG LEACERSFIP DIMENSIONS AND COGNITIVE STYLE<br />
RELIABILITY<br />
RELIABILITY C287<br />
CLERICAL<br />
RELIABILITY, A£CLRACY C290<br />
RELIABILIT F PEACE CORPS SELECTION BEARDS 0529<br />
INTERRATER RELIABILITY I SITUATIONAL TESTS C682<br />
CONGLOMERATE REPCRTIhG AhC EATA RELIABILITY C756<br />
RELOCATION<br />
CF RELCCATIOh ALLOWANCES AS MANPOWER POLICY G589<br />
BEVELOPPEhT<br />
REMOTE<br />
CAPABILITIES CF REMOTE CATA-PRCCESSIhG PART 0262<br />
ThE<br />
CAPABILITIES OF REMOTE EATA PROCESSING PART 3 0311<br />
REMOTE I£USIRIAL TRAINIhC VIA CCMPLIER-ASSISTEE ISIRbCTION C60<br />
RE#CTE-TERMIhAL<br />
REMOTE-TERMINAL TELEPHONE, OATA-PHCNE 0201<br />
E£P<br />
RENEWAL<br />
AbE LREAN REhEWALo 0398<br />
ENTREPRENEURS<br />
052<br />
RESEARCH<br />
REDRGANIZATICh<br />
hOW- RECRCAhIZATICN AT ThE TOP C544<br />
NEECED<br />
REPERTORY-CRIB<br />
APPLICATIDN CF ThE REPERTORY-GRIE TECHNIQUE 0845<br />
THE<br />
REPETITIVE<br />
SELECTICh FCR REPETITIVE kCRKo C008<br />
BE|TER<br />
REPLACEMENT<br />
REPLACEMENT PCL[CY EASEC Ck ECLIFENT AGE 0289<br />
A<br />
MEASLRIhC ACQUISITION RFPLACEEhT CCST lI40<br />
REPCRT--Ah<br />
ANNUAL REPCRT--Ah OBJECTIVE APPRAISAL C067<br />
THE<br />
REPCRTINC<br />
EFFECTIVE IhTERAL MAkACEMEkT REPCRTIC SYSTEo C40<br />
AN<br />
CCkCLCHERATE REPCRTIhC AhC ETA RELIABILITY C756<br />
STATLS IkEEX REPCRTIhC 1147<br />
REPCR]S<br />
EVLLATE, REPCRTS, RECRITWENT, CATA-PBCCESSIkC C017<br />
IhFCRMATIC,<br />
A LOCK AT PLELISFEC IhTERI REPORTSo 028<br />
BhK REPCRTS Ch PRCGRAMPE INSTRLCTICN C219<br />
BREAKIhG ThE REPCRTS EARRIER°' C263<br />
REPCRTS C396<br />
CUf1INC Ckh Ch REPORTS C473<br />
REPCRTS TPAT CCHkICTEo C575<br />
OCCLMENTATICh REFCRTS gRITIhC C672<br />
REPORTS--A<br />
REFCRTS--A CBS SPECIAL C913<br />
PERSChNEL<br />
RECUIREMEhTS<br />
EVALLATIC CF LINEAR PRCCRAMMIkG AND MLLTIPLE RECRESSIC FOR<br />
AN<br />
ESTIMATINC AhPCWER REUIREMEkTS 0586<br />
OEVELOPIC CLALIFICATION RECLIREPENIS FUkCIICkAL APPRCACh 0612<br />
QUAkTITATIVE ETERMIhATICN CF APCWER RECLIREMEhTS C730<br />
ETERMIhATIE EF ANFCER RECLIREMEhIS Ih VARIABLE ACTIVITIES<br />
SOCIAL SECLRIIY KC FVILY INCOME RECbIREMETS C935<br />
SKILL RECLIREMEhIS FOR CCMPLTER MANLFACILRIhG C989<br />
RESEARCH<br />
IklERIEWS AN EVALLATIC EF PLELISFED RESEARCh CCSO<br />
SELECTICk<br />
CEMMLNIIY LEBERSFIP--IRECIIChS CF RESEARCH C046<br />
EVALLATE RESEARCF PLAhklkC C054<br />
ThE MUDDLE lh PRKETIkC RESEARCh CC66<br />
SEVEN WAYS TC INHIBIT CREATIVE RESERCho CC76<br />
MCEEL FOR RESEARCH Ih CCPFRATIVE AhACEMEhT C080<br />
RESEARCh LTILIZTICN AND O[EMIhATICh CIG6<br />
RESEARCh IhTC MESERC C3CO<br />
RBSERC lhTC RESEARCh C3CO<br />
IMPLEMEhTIC Ah CPERAIIOS RESEARCF PRCCRA C309<br />
USlhG pERT lh RKETIhG RESEARCh C340<br />
EVALLAIICh CF ALTERNATIVE RATINE CEVlCES FOR CChSLMER RESEARCH<br />
ThE FOTEhTIAL EF BLSIhESS-CMINC METFCCS IN RESEARCh C421<br />
ALLOCATION CHARACTERISTICS OLTCCME CF RESEARCh EEVELEPMEkT<br />
ECChCMIC EVALLTIEh CF RESEARCH AC DEVELOPMENT C466<br />
WCRK MEASLREPEhI PSYCEOMETRIC RESEARCh DEVELOPMENT C485<br />
OEL-BUILEIkC I MARKETIC RESEARCh C506<br />
MORE EFFECTIVE ARKEIING RESEARCh LSINC ADMINISTRATIVE PRCCESS<br />
OERATIChS RESEARCh C577<br />
CHART FOR EVLLAIIhG PROCLCI RESEARC Ah EVELCPMEI PRCJECIS<br />
A PROGRAM CF RESEARCh IN BUSINESS PLAEh[RG.' C597<br />
0760<br />
C419<br />
C422<br />
C511<br />
0578
RESEARCH (continued)<br />
RESEARCH CEVELOFMEhT OF AhALYTICAL SYSIEMS TC RECLCE CCSTS<br />
FROCRESS CF CRAELATE RESEARCH IN INCLSTRIAL ENGIhEERIhG<br />
THE CONVERGEhCE IECHNICUE FCR PRCGRAPMIhC RESEARCH EFFCRTS<br />
THE RESEARCH ISIIILTION ANE CATA PRCCESSING<br />
PROBLEMS CF MAACING INDbSTRIAL RESEARCH<br />
THE SCVIET ECLCTICNAI ANC RESEARCH REVCLLTIC<br />
CPERATICKS RESEARCH AS A TCCI FCR CECISICN-MAKIC<br />
CHCCSINC THE CPERATICNAL RESEARCH PRCGRAFME FCR<br />
CHCCSINC THE LEVEL OF SIChIFICARCE I CCFLNICATICR RESEARCH<br />
MARKETING E[bCATICK ARC PERSCRNEL AS RESEARCH AREAS<br />
PFILCSCPFY CF RESEARCH FCR IRCLSTRY<br />
HEW SOCIAL SCIENCE RESEARCH CAN HELP MAhAGERENT<br />
PLANING ANE CCTRCL GF RESEARCH AN EVELOPMENT ACIIVITIES<br />
CPERATIChS RESEARCH FCR TFE CCOLNTANT<br />
TEAMWORK PARTICIPATIVE PANACEPEhT RESEARCH<br />
R÷ RESEARCH £EMCRSTRATICR<br />
THE RCLE CF IFE LKIVERSITY I BUSINESS RESEARCH<br />
RESEARCH LTILIZIICN PRESETATICR<br />
PCLICY FCR ESINC RESEARCH RESLLTS<br />
TRES I AhPCWER MAnAGEMEnT RESEARCH<br />
RESEARCH-<br />
CF RESEARCH- PCSSIBLE AIOS<br />
CCNTROL<br />
FEEIA RESEARCH- PRCCRESS REPCR1<br />
RESEARCH-LIILIZAIICN<br />
LEARkING TRA[IC, RESEARCH-LTILIZATICR<br />
DLCATICN,<br />
RESCbRCE<br />
PRCELEMS CF PRICING ARE RESCLRCE ALLCCATION IN HCSPITAL<br />
SOME<br />
PERT/CCST RESCLRCE ALLCCATICh PRCCECLRE CEE2<br />
RESGURCES<br />
ARE WASTIhC CLR FKAGEMEhT RESCLRCES C436<br />
WE<br />
CCALS AC CRCANIZATIC CF CECISICN-FAKIC FCR THE ALLCCATI<br />
WELFARE<br />
RESCLRCES 0918<br />
WATER<br />
THE CCPPLTER Ak THE MANACEFENT CF CERFCRATE RESCLRCES 1039<br />
PUMA RESCLRCES FEASLREMENT MAYRCI E REPRINIEE 1109<br />
ACCELNTIhG FCR HLAN RESCbRCES MAYNET BE REPRIKTEB 1140<br />
RESPChCERTS<br />
RESFCNEENTS WHC FKE CCNFSE SURVEY INFCRPATICN C499<br />
EETECTINC<br />
RESPChEIRG<br />
SLJECTS RESPCNCIC TC AK INCLSTRIAL EPlkTEk SLRVE<br />
ANCYFCUS<br />
RESPCSE<br />
ENVIRChEhTAL CHARACTERISTICS ANB WCRKER RESPENSE<br />
ALIEkATICN<br />
TAME RECCREIG EFFECT CN ACCLRAC¥ CF RESFGNSE I StRVEYS<br />
OUESIICAIRE EFFICIENCY-CCTRCLLE REOLCTICN OF KCR RESPCNSE<br />
CIFFERERCES TC CbESIICS Eh SEXLAL STAkEAR AN<br />
RESPENSE<br />
CCFFRISC<br />
INTERVIEW-CLESIIChAIRE<br />
CCRRECTIC FCR RESPOhSE SETS IN CPINICN TTITLCE SLRVEYS<br />
RESPCNSE STYLE IFLUECE IR PLIC CRITTER SLRVEYS<br />
CUESIICRAIRE AFFEARAhCE ANE RESPChSE RATES lh MAIL SLRVEY<br />
RESPCSE-RTE<br />
RESPCNSE-RATE<br />
CUESTIChAIRE,<br />
RESPCSES<br />
EFFECT CF CLESTICN CRCER CN RESPChSES<br />
THE<br />
IkCIVIEbAL RESPCSES AkC SCCIAL CESIRAILITY<br />
RESPChSIBILITIES<br />
RESPChSIBILITIES CF IE PERSCNEL INTERVIEWER<br />
SOCIAL<br />
RESPENSIILITIES STRLCTLRE-CRCAKIZATIC<br />
RESPCSIEILITY<br />
CVER-CRGAIZTIC<br />
RESRCNSIBILITY<br />
C624<br />
0629<br />
0648<br />
064<br />
C695<br />
0794<br />
C809<br />
084[<br />
0862<br />
C875<br />
C934<br />
C985<br />
1028<br />
106<br />
IC64<br />
113<br />
I171<br />
1182<br />
0652<br />
0S66<br />
C020<br />
C165<br />
CE?5<br />
C725<br />
0759<br />
C801<br />
C8C3<br />
0E54<br />
0855<br />
1172<br />
C792<br />
C50<br />
C65<br />
COg2<br />
C4I<br />
CC24<br />
REVIEW<br />
SUPERVISERS, RESPCS[E[LITY, PERFCRMANCE EMPLCYEE AE[LITY C088<br />
THE MANACERS RESFCkSIILIT IN EPFLCYEE EEVELCPRENT C310<br />
RESFCRSIEILITY ALTEORITY C428<br />
PRIVATE RESRCRSIBILITY FCR FLBLIC PAhAGEFENT C666<br />
THE STAFF RESEChSIBILITY CF THE HIS ANALYST 1007<br />
RESTRICTIhC<br />
CRCLF TRAVEL EY KEY PERSCNREL C301<br />
RESIRICTINC<br />
RESTRICTIZK<br />
Ak CLTPCCEC EPPLCYMENT RESTRIClIC CC96<br />
GE,<br />
RESULTS<br />
ANE AEvERTISIRC SETTINC CEJECTIVES THAT GET RESULIS<br />
PARKETIRG<br />
PCLICY FCR ESIhC RESEARCH RESLLIS 1182<br />
RESULTS-CRIETEC<br />
LEVELCPMET PLAN C3C2<br />
RESULTS-ERIEhTE<br />
RETESTINC<br />
AALCCIES TEST, NCTE CN PERMISSIVE RETESIINC 0530<br />
MILLER<br />
RETIREMENT<br />
IhCCFE CCALS C221<br />
RETIREMEhT<br />
AGE IN AMERICAN SCCIETY, NOTES CN HEALTH, RETIREMENT, ARC THE<br />
CLC<br />
CF HEATH.' 1042<br />
ANTICIPATIC<br />
RETRIEVAL<br />
C103<br />
RETRIEVAL<br />
INFCRMATIC RETRIEVAL KWIC ICEXES CPERATIONS-RESEARCF R 0 0106<br />
INFCRFATIC RETRIEVAL FLAkIkG ELCCETIkG SLFERVISIOk<br />
KWIC<br />
0107<br />
REHAEILITATICh-FERSGRNEL<br />
CISSEMIRATIC CIFFUSIEN INNCVATICN RETRIEVAL INCEXIG CI08<br />
IFCRMATICh-SYSIE, RETRIEVal C110<br />
CATA-PRCCESSIRC, RETRIEVAL 0115<br />
IFCRPATIC REIRIEVAL C46<br />
RETRIEVAL, IhFLRFATIC-SYSTEPS, CATA C172<br />
RETRIEVAL, STCRACE-DATA 0208<br />
RETRIEVAL, RECRLIT PLACEMEI C261<br />
RETRIEVAL 0263<br />
RETRIEVAL 0345<br />
RETRIEVAL, ECCLFEkT, EAT-PRCCESSIRC C370<br />
RETRIEVAL, FLAhX, BCCKEIhEIhC C305<br />
RETRIEVAL CCMLICATIEN C448<br />
CESIGN CF LARCE SCALE INFCRMATICR RETRIEVAL SYSTEM 0465<br />
RETRIEVAL, EERSCNEL ORCANIZATICN, INFCRMAIION CCTRCLLED 0562<br />
RETRIEVAL, ECLCIICN, ACMIRISTRATIVE CSB<br />
RETRIEVal, JCES, IRFCRMATIC 0827<br />
REIRIEVAL 0836<br />
CCLFENTATICk RETRIEVAL C886<br />
CMPLTER TERMINCLCCY RETRIEVAL LIBRARY 1053<br />
AUTEPATEC IFCRFATIOh RETRIEVAL lOgl<br />
RETRIEVE<br />
FLhhIhC, IkFCRMAIIC FAhEICAFPFr, DCCLPEhT,ONTRCL<br />
RETRIEVE,<br />
RETRIEVIC<br />
IFCRMATIC 0135<br />
RETRIEVIRC,<br />
REVERLE<br />
EATA FRECESSINC Ik THE INTERNAL REVENLE SERVICE C11I<br />
AETEFATIC<br />
CN FTCFIhC REVEhLE WITH EXFENSE C230<br />
REVIEW<br />
CUARTERLY PLh REVIEW CC23<br />
TPE<br />
THE FRCPACATICN CF BLLLDCZERS REVIEW ARTICLE C215<br />
APPRAISAL REVIEW C271<br />
REUSE APPRAISALS- CRITICAt REVIEW C312<br />
TELETYPE PRCELCTS IN REVIEW C?E9<br />
CC74<br />
C425
REVIE(cont,nued)<br />
EXPCSLRE TZ INFORMATION A CRITICAL REVIEW C79E<br />
SELECTIVE<br />
REWARC<br />
FER Ah LhWANIEO BEWARE 0600<br />
PLAN<br />
BEWARES<br />
BENARS CCREINATIEN AChG COMMITTEE MEMBERS<br />
ADMINISTRATIVE<br />
RHYTHM<br />
SAMPLIhC- STOP WAICFES BEWARE 1074<br />
RHYTMM<br />
RIGHTS<br />
CIVIL RIEBTS REVOLUTION ANO THE BUSI&ESSMAN 0225<br />
TE<br />
RISK<br />
CCRBELAIES CF RIEK TAKING C190<br />
SDME<br />
CCST VALLEy RISK, GDALS 0279<br />
RISK AND BUSINESS CEDISICN ¢144<br />
TFE CO-CO WORLD CF THE RISK PANACER C814<br />
RISK-TAKING<br />
IN CRITICAL FAIF ANALYSIS C127<br />
RISK-TAKINC<br />
RISKS<br />
TEST YCLR CREDIT RISKS 0842<br />
SCREEN<br />
ROLE<br />
INCENTIVE AITITUES PERSONNEL 0090<br />
ROLE<br />
SIYLE FIEARCFIDAL INFLLENCE AND SLPERVISCRY RELE<br />
EAERSFIP<br />
OlOl<br />
CBLICATICNS<br />
SUPERVISCR EVALLATICN RCLE FUNCTION 0105<br />
AFFIRMATION CF IFE FREMAh ROLE C105<br />
TESTING, ROLE, FLNCTICN 0156<br />
RCLE FUNCTICN LEADERSHIP-STYLE, TRAINING C173<br />
NCRK-ASSICNMEhT, RCLE FNCION C176<br />
ROLE ABILITIES 0205<br />
LNG-RANCE PLAINC ND TOP MANACEMEkIS PDLE IN EP. C277<br />
THE ACCLNTAhTS ROLE IN MANAGEMENT INFORMATION SYSIEMS 0294<br />
ROLE PLAYING AND ROLE CChFLICT--A CASE SIUDY 0356<br />
ROLE PLAYINC ANE BDLE CCNFLICT--A CASE $1LDY C356<br />
ROLE OF TPE TECFhlCIN IN IhEUSIRIAL ENGINEERING 0470<br />
TB ROLE OF TFE SBCCNSCICUS IN EXECLTIVE DECISICN-MAKING C653<br />
CPAS RCLE IN ACCCLNTING FOR ANTI-PCVERIY PRCGRAM GRANIS 0752<br />
MANAGEMENTS POLE IN DEVELOPING AN INFORMATION SYSTEM.' 0836<br />
MANAGEMENTS ROLE IN ICREFILM 0846<br />
RCE F VEREAL CCEMUNICAIICE IN TEAMWCRK 0951<br />
TEE ROLE CF IFE NIVERSITY IN BUSINESS RESEARCH 143<br />
ROtE-PLAY<br />
BLYER MUST BE IRAINEC 1082<br />
ROLE-PLAY<br />
ROtE-PROFESSIONAL<br />
ROLE-PRCFESSIDhAL C06B<br />
PERATICNS-RESEARCF,<br />
ROLES<br />
STRAINS AND KEY ROLES.' C09<br />
ORGANIZAT|DhAL<br />
SPLIT ROLES IN PERFORMANCE AFPRAISAL 0117<br />
NEW ROLES FC8 TFE CAMPUS AN TE CORPORATION 0426<br />
ROLES 1051<br />
LINE AND STAFF TE[AYWE NEE TC REDEFINE TFEIR RCLES 1098<br />
RPER<br />
ROPER CEhTER ALTOMATEC ARCHIVE. C856<br />
RHE<br />
RCIINE<br />
TC USE RCLTiNE CCA$IC& TO BUILD £OMMUNIYY GCCCWILL.' C430<br />
HOW<br />
RULE<br />
JOB 059<br />
RULE<br />
RLE RECRUIIINC, PLANT, JC8 C550<br />
RLE PRCCRAPPEE, OPTIMAL EECISICN 0689<br />
TESTED RULE PPCCRAMMING C734<br />
RLLE, CCANIZATIChAL, MAKING, JOB, OECISICh,DDIFICATICN<br />
TRAINING,<br />
0736<br />
C013<br />
66<br />
SAMPLES<br />
RULE-BREAKERS<br />
8LE-BREAKER$. G239<br />
MANACEMENTS<br />
RULE-ENFORCEMEnT<br />
8ULE-ENFERCEMEkT, SLPERISIEh<br />
EVALbATICN<br />
RULES<br />
PLAN, IhFCRMAIICN CChTRCL<br />
RULES<br />
TESI RLES 0564<br />
RJLES PLAN, JOE, EVALUAIICN C568<br />
RULES PLAh CCNIRCL 0576<br />
RULES OPTIMALITY C583<br />
RULES MEEICARE, EDUCATION, ADMINISTRATION C712<br />
TESTED, RLLES C73<br />
SELECTINC, RLLES PLAhNINC C732<br />
RLLES CECISICN ANALYST<br />
RULES INFCRMATIC 0805<br />
RULES, MAKIC, CECISIEN 0811<br />
SELECTING, RLLES PERSCNNEL, DATA-PRCCESSING 0858<br />
RULES PRDCRAM FLANhING CRCANI/ATICN CONTRCL R-÷-C CB5<br />
RULES--MOW<br />
TFE RLLES--PCW CC MANACERS IFFER C38<br />
ENFORCING<br />
RURAL<br />
RLRAL<br />
ORBA<br />
RURAL TC LREAN TRANSITION 1128<br />
SABBATICAL<br />
LEAVES- MOST CCMPANIES VCTE -O 0283<br />
SABBATICAL<br />
SAFEGUARDINC TAPE-STEREO DAIA-'<br />
SALARIED<br />
BLUE CELLAR WERKERS E¥ SALARIED C]29<br />
SFCLLD<br />
FUhC MERIT INCREASES FCR SALARIED EMPLCYEES' llSl<br />
SALARIES<br />
ANNUAL REPORT CN ECP SALARIES C347<br />
8Th<br />
WERK CCNDIIIChS SALARIES 1013<br />
SALARY<br />
TRENDS I kACE AWE SALARY AEIhlS?RATIC CCIO<br />
OMINOUS<br />
SALARY, ICCME 0136<br />
SATISFACTIOn= SALARY, PRCMDIIONS CI57<br />
INCENTIVES, MDTIVATICN, SALARY C161<br />
SALARY INCOME C284<br />
STAFF AITRADIINE METIVATINC RETAIKIG CCSI-CF-LIVIhG SALARY 1148<br />
SAtE<br />
EFFECTIVENESS ANE SALES SLPERVISIEN CO0<br />
MARKETING<br />
TFE FORCZTIE FIELD SALES MANAGER.' C151<br />
KBBP SALES MEETIC DRIVE ALIVE ALL YEAR 0328<br />
SALES FLANNIhC ANE CONTROL LSING ABSERBIG MARKEV CFAINS C637<br />
CFCICE SALES MESSAGE EFFECT ON CLSTCMER-SALESMA INTERADTIZN<br />
HOW TO MAKE DEALERS AND SALES PEN FEEL IMPORTANT C733<br />
NEW SALES MACEMENT TOOL ROAM C750<br />
FACTOR ANALYSIS CF SALES SECTION EATTERY C895<br />
PRECICTICN EF SALES FROM PERSONAL BACKGRCLND DATA 1186<br />
SALESMAN<br />
YEARS LAIER DN THE SVIB LIFE INSURANCE SALESMAN SCALE C520<br />
TEN<br />
NCN-CDMPLIER METF£C FER RESCLVINC TRAVELLING SALESMAN PRCBLEM<br />
SALESMEN<br />
PPCELEMS EF TFE SALFSMEN C763<br />
SIATLS<br />
SAMPLE<br />
SAMPLE EF SCAITEREE CRCLPo C505<br />
A<br />
SAMPLES<br />
SAMPLES, AND CRITERIA 1210<br />
SICNS,<br />
0683<br />
1057
SAMPLING<br />
SAMPL[KG<br />
LSE OF STATISTICAL SAMPLING 8Y INTERNAL ALBITERS C036<br />
ThE<br />
SAMPLINC MEASbREMEKT C505<br />
SAMFLINC WITh APPLICATIONS TC lIME STAKCARC ESTIMATION<br />
ACTIVITY<br />
C593<br />
SAMPLING-<br />
SAMPLINC- STOP HATCHES BEWARE 1074<br />
RhYThM<br />
SATISFACTION<br />
EVALLATE, LRBAh<br />
SATISFACTION,<br />
SATISFACTION, JOE-ANALYSES, MOTIVATION C083<br />
SATISFACTION COg<br />
SATISFACTION Oil;<br />
VALIOITY CF AREAS ANC METFCCS CF RATING JOB SATISFACIICK C11<br />
SATISFACTIC MORALE EFFECTIVENESS C120<br />
ASSICNMEhTS, SAIISFACTICh 0131<br />
SATISFACTION, SALARY, PROMOTIONS C157<br />
OTIVATICN, AIIIILCES, SATISFACTICh C212<br />
SATISFACTION C255<br />
SATISFACTION, CISSATIFACTICh O272<br />
SATISFACTION, CRCAhIZATICNS, JOE<br />
TEST, SATISFACTION, JOB 0e2<br />
TESI, SELECTEE SATISFACTION, JOB, ANALYSIS C483<br />
SATISFACTION ECLCATIC CLESIIOKhAIRE SOCIAL-CLASS C486<br />
TEST, SATISFACTIOn, JCB-EVALLATIVE<br />
TRAIhIKC SATISFCIICk, PERSONNEL, ECLCAIIOk GEL5<br />
SbPERVISCRY, SAIISFACTIOh, CRGAhIZAIICNAL EVALLAIE 0521<br />
JOB SATISFACTION 0557<br />
SRERVISCR, SAT|SFACTION, PSYCHOLOGICAL, ORGANIZATIONAL, JOB C557<br />
SATISFACTIEh, JOB C571<br />
SATISFACTIOn, CRCANIZATIChS C618<br />
TESTINC, SATISFACTION, LL]]PLE-REGRESSIC, JCB, ANALYSES<br />
JO SATISFACTION AhO ThE CESIRE FOR CHANGE C635<br />
SATISFACTICh PRECRAPMER JOBS EVALLATEC ANALYSES ACIhISTEREO<br />
WEICPTIhC CCPFhENTS CF JCE SATISFACTICh'<br />
SATISFACTION, JOB, EVALUATION C64<br />
AMChC SLPERISCRS IhIECRAII(K, SATISFACIICh AhC<br />
RELATIOnShIP<br />
C6<br />
TECFhOLCCICAL-CANCE<br />
SUPERVISORS, SATISFACTICN, JCB ACMIhISTEREC QUESTIONNAIRE<br />
SATISFACTION, PERSONNEL, CLESTIChNAIRE C67<br />
LIMITATIONS CF TE TC-FACICR hYPOThESIS CF JC8 SATISFACTIG C680<br />
SAIISFACIIC JOB EMPIRICAL 1FECRETICAL<br />
CETERMIKATS CF SATISFACTICh IN MIOOLE-MANAGBMENT PERSONNEL C2<br />
SAIISFACTICN, PERSONNEL, JOB, LESTIONNAIRE C2<br />
SATISFACTIEN, PLAN, JOBS, Ih£EX ANALYZEC C725<br />
TESTE, SATISFACIIEN, JOB, AKALYZEC, bESTIChNAIRE C726<br />
SATISFACTICK, JOE C743<br />
SATISFACTIEN JC, QLESTChAIRE 0784<br />
TEST, SATISFACTIOn, JOB, CLESTIChhAIRE C785<br />
SAIISFACTICh JEE 0786<br />
SATISFACTIOn, CONTROl<br />
EFECT CF CHANGES IN JOB SATISFACTION Oh EMPLCYEE TLRCER<br />
SATISFACIICNS<br />
OF NEEC SAT{SFACTICNS IN MILITARY BUSINESS PIERARCEIES C674<br />
STUCY<br />
SAT£SFIERS<br />
CHARACTERISTICS AS SATISFIERS ANC CISSATIFIERS C083<br />
JOB<br />
SCALE<br />
EVALUATION AT XEREX, SINCLE SCALE REPLACES FELR C437<br />
JCB<br />
SCIENCE<br />
CESICN CF LARCE SCALE INFORMATION RETRIEVAL SYSTEM C65<br />
TEN YEARS LATER CN ThE S%I8 LIFE INSURANCE SALESMAN SCALE 0520<br />
SCALES<br />
RATING, SCALES, EMCIIC C038<br />
TESTINC,<br />
SCALING<br />
ANALYSIS CF JOB PERFORMANCE BY SCALING TECHICLES C122<br />
ThE<br />
;CANNERS<br />
ThE OPTICAL SCAKERS 0821<br />
SCANNING<br />
CAhERSkAY<br />
TC bhSICP ThE ECP INPIT BEITLEECK lOg7<br />
SCANNERS-<br />
CANNING<br />
ThE OPTICAL SCANNERS 0821<br />
SCAKINC<br />
I00, CPTICAL SCAhNIhC FORM, CIVE LECISLAIGRS EDUCATIONAL<br />
DIGIIEK<br />
IC27<br />
BASE<br />
SCANNINC ThE kCRLC OF CCR IiC7<br />
SCATTEREC<br />
CF SCAITEREC CRCLR 0505<br />
SAMPLE<br />
SChEOLLE<br />
EXPEDIIIhC PLTS CELIERIES £N SCPECLLE Cg40<br />
6CVAhCE<br />
CCSTS BLCCETS SCEECULE 117<br />
SCHECLLES<br />
PLAhhIC LSIKC FORECAST SCFECLLES CSQB<br />
PROFIT<br />
SCFECULES FLAhhlhC SLPERISICN i083<br />
SCFECLLIhG<br />
WITh RANDOM ARRIVALS ANC LINEAR LOSS FUNCTIONS.' C12g<br />
SCFEOULINC<br />
CRITICAL-PATh SCEEEULING C130<br />
CCMPLTER SECIIChIhC AKO CLAS SChECLLIhC C286<br />
AN EMPIRICAL SIIY OF SCFECLLING DECISION BEHAVIOR 0689<br />
SCPECULING CCMFLTER OPERATIONS-2 0820<br />
CPTIMAL PRCCLCTICh SCFEDLLIhC AKC EMFLCYMENT SYCOTHIhC TOO4<br />
SCFECULINC MEEIIhCS APPOINTMENTS 1012<br />
SCHOLARSHIPS<br />
AhC FELLOWSHIP CRAhTS I180<br />
SChOLARShIPS<br />
SCHCLASIIC<br />
CETERPIKAKTS CF SCHOLASTIC ACHIEVEMENT AN APPRAISAL 1208<br />
THE<br />
SCHOOL<br />
VILLACE FROM SCFCCL TO TEN-ACRE CAMPLS 0180<br />
LITERACY<br />
ThE CCMPLTER AhC ThE SCHOOL CF TCPCRRCW G876<br />
ThE OTHER EMPLOYEES [h ThE SCHOOL, hCN-IEAChER BARGAIhlNG' C983<br />
EMPLOYINC ThE FIEF SCHOOL CRCPCbT 1185<br />
SChOOLhOUSE<br />
IS KhCCKIhC AT ThE SCFCCLPCLSE DCCR' C377<br />
TECFKOLCCY<br />
SCHOOLS<br />
SCHOOLS IN ThE PHILIPPINES C183<br />
COMMUNITY<br />
C PRIVATE AIA FROCESSIG SChCOLS EEC REGLLAIIC 0698<br />
EDUCATIONAL TECHNOLOGY [K hIC SCHOOLS STATbS REPORT C753<br />
CATA-PRCCESSIkC SChCCLS I071<br />
EXPECTATIONS AC CROFCLTS lh SCHOOLS OF hURSINC fig7<br />
SCIENCE<br />
BEHAVIORAL SCIENCE AbE SIMLLATICh COO?<br />
MATING<br />
NCTES Oh ESTIMATINC AO OTHER SCIENCE FICTION CTOB<br />
WPAI MERCFAklS CAK LEARN FROM SCIEKCE C751<br />
SCIENCE OFFERS FRESh INSICFIS ON NEW FRCCLCT ACCEFTAhCE<br />
EEHAVICRAL<br />
0911<br />
hOW SOCIAL SCIENCE RESEARCh CAN PELF MANAGEMENT cg34<br />
SCCIAL SCIENCE AhC ThE ELIMINATION £F PCERTY C967<br />
CASE CF BEHAVIOR SCIENCE 12CO<br />
;CIEhCE--ITS<br />
SCIEhCE--IIS IMPACT ON PANACEMENT THIhKINC COST<br />
MAhACEMENT<br />
SCIENCES<br />
CF EEFAVIERAL SCIENCES TC ThE PRACTICE CF INOCSTRIAI<br />
APPLICATION<br />
ENCINEERIkC C663<br />
COPING EF AGE IN ThE S1]CIAL SCIENCES 1016
SCIENTIFIC<br />
SCIENTIFIC<br />
Ah MCEERK FORMS CF SCIENTIFIC TEAMCRK C05g<br />
TRADITIONAL<br />
THE SCIEKTIFIC CEMPLEX--PRCCEED ITF CALTIOK 0116<br />
SCIEKTIFIC VS PRACTICAL MANAGEMENT- FRAGMATIC APPRCACF C577<br />
SCIENTIST<br />
TRCUBLESDME IRANSITIC FROM SCIENTIST TC AAGER C213<br />
TEE<br />
BEFAVIDRAL SCIENTIST CADDIE CCVERSAIIC WIIH CERIS ARGYRIS C676<br />
SCIEhTISIS<br />
SCIENTISTS CREERS CID;<br />
STAEILIZIC<br />
EVALLATIC CF READING DEVELOPMENT PRCCRAM FOR SCIENTISTS 019]<br />
PAhC[RS AnD MAACEEnT SCIEhIISIS, TWO CLLTLRES C993<br />
SCORES<br />
CITInC SCORES FOR CISCRIMIATIC GF UnECLAL GRDUPS 0519<br />
CPTIbM<br />
SCREE<br />
TEST ¥C CRECIT RISS 084<br />
SCREEN<br />
SERC<br />
IES TEE EXECLIIE SEARCP FIRM 596<br />
MAhACEMEKT<br />
EEP- PDWER Ik SEARCH CF MAhACEMEhT 0B78<br />
RACIal EIFFERECES lh JDE SEARCF WADES 1164<br />
SEARCFIC<br />
lh TEE COST CF SEARCHING FDR CLERICAL WORKERS I110<br />
DIFFERENCES<br />
SECChC<br />
LOCK AT ANACEMEKT CLALS AND CONTROLS 0379<br />
SECOKC<br />
PARTICIPATIVE MAnACEMhT, TIME FOR SECEND LOOK 066?<br />
KEY TCA SECChE REVOLLTICK, lEE CCMFLTEP AS BLCEY C990<br />
SECRETARY<br />
EXECLTIVE SECRETARY 1139<br />
TEE<br />
SECTICnIC<br />
SECTIChlnC AnD CLAS SCFEOLLIhC 0286<br />
CCMFLTER<br />
SECbRITY<br />
CF TEE SCCIAL SECLRIT PRCCRAM In THE MIE-SIXII[S C382<br />
STILS<br />
SCCIAL SECLRITY AhC FAMILY IhCCME RECUIREMEETS C935<br />
SELECT<br />
SELECT, METIVAT[, EMPLOYEES C123<br />
RECRLIT,<br />
SELECT. RECRLITER, FIRIC 0211<br />
TRAIhInG SELECT, PERSChhEL, INFORMATIOn. ECLCATICn C658<br />
STATISTICS. MEASLREMEhT, TESIIhC, SELECT C841<br />
TESTS, SELECT, CLESTICEAIRE 0B55<br />
SELECTEr<br />
SELECTED. PRCCRAM, PERSGnNEL, JCB-EVALLAIIO,ALYSIS<br />
SUPERVISORS,<br />
TEST, SELECTEE SATISFACTIOn, JOB. ANALYSIS<br />
TESTS, SELECTEE, InFORMATIE, EVALUATIONS<br />
SELECTEE ECLCAIICh. ANALYSIS<br />
SELECTED INFORMATIOn, CCCEE<br />
SELECTED IEEX, EVALCATIC<br />
SELECTEE PLAn<br />
SELECTEE FRCCRAM, IFORYATICN, FORECAST, AnALYSIS,EGRESSIOh<br />
SELECTEE PRCCRAM, JCBS, ANALYSIS<br />
SELECTEE JE, ANALYSIS<br />
SELECTED PLAhIhC, NALYSES<br />
TRAIIC. SELECTEE, PRCCAM, EVALLATE CCTRCL<br />
STLDY CF SELECTED OPIhIC MEASLREPEhl TECEnICLES<br />
TESI-RETES3, SELECTED<br />
SELECTEC, IFCRMATID. CLESIICnAIRE<br />
SELECTEE. A£IISIRATIVE<br />
CAGES I TEE COSTS CF IREAIMET CF SELECTE ILLNESSES<br />
SELECTINC<br />
CLERICAL PERSONNEL<br />
SELECTIhC<br />
SELECTIVE, IFCRMATID, EVALLATICK, DECISIOn. ANALYZE<br />
C437<br />
C483<br />
0491<br />
CSCI<br />
C523<br />
C578<br />
C642<br />
0654<br />
C671<br />
C678<br />
0707<br />
C7B3<br />
C78g<br />
C78g<br />
C803<br />
C.69<br />
0243<br />
c41g<br />
68<br />
SELECTION<br />
SELECTIhC JCB 0442<br />
SELECTING, PLAhnlNC, MAKIC 0555<br />
TRAIhINC SELECIIhC ROCRAMS. PLAhnEC, JOB, INFCRMATICN C561<br />
TEST, SELECTIhC, PROCRAMFEE 0664<br />
TRAIIG. SELECIIhC, PRCCRAM, PERSCncL, MAnPOWER.VALCAIION, C30<br />
SELECTInC, RLLES, PLAhNIhC G?2<br />
SELECTInC PRCCRAM, FLAhInC, ANALYTICAL C766<br />
SELECTIhC, PLAhnIhC, INFORMATION, CONTROL 0822<br />
SELECTIVE, RLLES, PERSONNEL, DATA-PROCESSING C858<br />
SELECIIOn<br />
SELECTIOn, RECRLIIIC, PERSOnnEL. JOBINCRITY-GRCUP<br />
TESTS,<br />
CULICRALLY-CEPRIVE COD1<br />
BETTER SELECIICh FOR REPETIIIE WORK COOB<br />
TRAInINGe SELECTIEn, PERFORMANCE, EALLAIION<br />
SELECTIC ITERIEWS AN EVALLATIC CF PLBLISHED RESEARCH COCO<br />
SELECTIOn, RECRLITEnT, SLREY-AnAL¥SIS C033<br />
SELECTICn, RECRLITMET, TRAIINC C053<br />
SELECTIOn PERFORMANCE RECRLITMEKT C055<br />
TEE ACTLARIAL-CLInICAL CCnTRCVERSY lh MANAGERIAL SELECTION C055<br />
SELECTIOn, RECRLITMET<br />
TRAIINC SELECTIC C64<br />
SELECTIDh, VALIDITY<br />
SELECTIOn. CFTIISE, ANALYSIS C160<br />
SELECTION, EALLATINC, CRAPFELOCY 0168<br />
SELECTIOn. JCB-AnALYSIS, ELECTROhICS-TECFNICIAN,ERFCRMANCE-JB<br />
SELECTION DF EEF PERSONNEL og<br />
SPERVISICh, SELECTIOn, PROMOTIONS 0213<br />
RECRLITMEnl SELECTIOn C303<br />
SELECTION, RECRLITINC C355<br />
SELECTIDh AbE EIACEET 0359<br />
SELECTIC 0368<br />
SELECTIC IFCRMATIGh EVALLATIDN SLREY C466<br />
SUPERVISCRS SEtECTID PSYCECLCGICAL CRGAIZATIC MEEICAL C488<br />
SELECTIC EVALLATE D529<br />
RELIABILITY CF PEACE CCRPS ELECTIC BEARDS 0529<br />
SELECTIOn JCE-SEEKIWC 0537<br />
SELECTION, RECRLITPET 0552<br />
SELECTICn. PRCCRAMMIhC, IhFCRMAIICN EVALLATES 0558<br />
TRAIInC, TESTEC SELECTIOn, PSYCCLDDISIS PROGRASEbNSELInG 0563<br />
SELECT[Oh, ERCCRAMS. JCB<br />
SELECTICh, ERCCRAPMIhC, PLAhnINC OPTIMAL CODE 0623<br />
TEST, SELECTION. PSYCPCLCCICAL, PERSChNEL DECISICnnALYZING 0649<br />
SIMLLATICh CF PSYCFDLCCICAL ECISICS I PERSONNEL SELECTIOn 0649<br />
CLLSTER AKALSIS In IESI MARKET SELELTIC 0650<br />
TEST, SELECTIOn, ANALYSIS C650<br />
SELECTICn RECREITMEnT MLLTIPLE-REGRES$IOnOB<br />
SUPERVISDRY,<br />
TRAINING<br />
SELECTICn RSYCFDLCGICAL MLLIIPLE-RECRESSION AnAlYZED DENIAL C722<br />
SELECTIC PRCCRAMMIhC, FLAhhINC PERSONNEL, JGB C728<br />
SELECTICh, FRCCRAMMER, PLAn, ORGANIZATIOn, EVALUATInC<br />
RECRUITMENT SELECTION C816<br />
TESTINC, SELECTIEn, INTELLECTUAL, AEILIT LEAERSFIP DRIVE<br />
SELECTIEh, EVALLATIO 0867<br />
SELECTIC RECRLITMET 0895<br />
C192
ELECTION (conhnued)<br />
¥ESIING, SELECTICN* RECRLITMENI, EVALLATICM QUALIFICATICNS 0902<br />
CCCINm SELECTICN, EVALUAIlCN C913<br />
FURNITLRE SELECTION FCR FEAR EFFICIENCY 0931<br />
CONSUMER CCNFbSICN IN THE SELECIIEN DF SLPERMARKET 0952<br />
A PRACTICAL FRCCE£LRE FCR MEDIA SELECTICN CST?<br />
SITE SELECIICh FLR NEW BANK EbILCINCS C988<br />
THE STRATEGY SELECTICN CFART 0997<br />
PERSONNEL SELECTION [072<br />
EMPLOYEE SELECTION ll08<br />
SELECTION 1142<br />
A PROBABLISTIC APPROACH TC INDUSTRIAL MEDIA SELECTION 1199<br />
SELECIIVE<br />
EXFCSLRE TO INFORMATION CRITICAL REVIEW C796<br />
SBLECTIVE<br />
SELECTIVE, PSYCFGLCGICAL INFORMATION C796<br />
SELECTIVE, INFCRFATICN CCCLMENTS, CEDE C837<br />
SELECTIVE PROCESSES IN WCR£ CF MOLTF Li95<br />
SELF<br />
SELF CONCEPT C021<br />
ATITUES<br />
THE EFFECTIVEMESS OF SELF A£PINISTEREO LESTICNAIRES 0453<br />
SELF CTFER SEMANTIC CONCEPTS RELATED TC CFCICE CF VOCATION C97I<br />
SELF-CONCEPT<br />
0692<br />
SELF-CONCEPT<br />
SELFCCNCEPT CFCICES 1205<br />
SELF-ESEEM<br />
VARIABLE IN VOCATIONAL COICE 05C2<br />
SELF-ESTEEM<br />
SEtF-FERCEIVEE<br />
PERSONALITY IRAITS JOB ATTITLDES 0954<br />
SELF-PEROEIVEC<br />
SELL<br />
THE -FERC LRCE- ELPED ACENIS SELL C704<br />
hOW<br />
SELLING<br />
lOW PRESTIGE CF PERSCNAL SELLINC 0515<br />
THE<br />
SELLING TEE ACCCLNTING SERVICES C773<br />
SEmaNTIC<br />
DIFFERENTIAL SUPERS VCCATICNAL ADJUSTMENT THECRY C498<br />
SEMANTIC<br />
TPE SEMANTIC DIFFERENTIAL A INFERMATIEN SOLRCE 0861<br />
NEASbREMEhT CF CCRFORATE IMAGES BY TFE SEMANTIC DIFFERENTEAL 0953<br />
SfiL CTFER SEMANTIC CCNCEPTS RELATED TC CFOICE DF VCCAT[CN 0971<br />
SEMINAR<br />
CENFERENCES SEMINAR C257<br />
SYMPESIUM,<br />
TERES NO BLINESS LIKE SEMINAR BUSINESS C767<br />
TINE-SHARINC SEMINAR IN FRIll 0922<br />
SEMINARS<br />
SEMINARS TURN PAPERS IhlC PRESENTATICNS 1191<br />
SPEAKERS<br />
SENSE<br />
1FAT MAKE SENSED C672<br />
SENTENCES<br />
SENSITIVITY<br />
FCRCE SENSITIVITY TC EMPLOYKENT BY AGE AND SEX.' 0153<br />
tABOR<br />
SBhSITIVITY TRAINING• SOME CRITICAL CUESTIONS CS?O<br />
USE OF SENSITIVII ANALYSIS IN CAPITAL ELGETINC 0838<br />
SENSITIVITY TRAINING 1167<br />
SENSITIVITY-TRAININC<br />
1200<br />
SENSITIVITY-TRAINING<br />
SENYECES<br />
TFAT MAKE SENSE C672<br />
SENTENCES<br />
SEQUENTIAL<br />
EF SELENTIAt OECISIDN PRCCESSESo C625<br />
ELEMENTS<br />
SERVICE<br />
DATA PPOCESSINC IN TFE INTERNAL REVEhLE SERVICE CII1<br />
ATEMATIC<br />
ORGANIZING CCMPLTER SERVICE TC SLFPLY EMPLOYEE MCTIVATIDh 029<br />
ORGANIZATION EVALLATIhG SERVICE C47<br />
WAT OP SERVICE bREAUS OFFER TFE FoA C647<br />
69<br />
SIM1JLATED<br />
CN-LINE REAL-TIRE SYSTEMS FCR CLSTOMER SERVICE CFERAIICNS 0839<br />
SERVICE I159<br />
SERVICES<br />
FRESENT IFCRMATICN SERVICES SERVE TFE ENGIkEER COE5<br />
C<br />
COMMLNITY FEALTF SERVICES C186<br />
PAYMENT FCR FFYSICIANS SERVICES LNDER MEDICARE 0292<br />
SELLING TFE ACCCLNIINC SERVICES C?73<br />
NEEDED- &Ek FERSFECTIVE CN FELTF SERVICES C799<br />
USING THE SERVICES OF PRCFESSICNAL SCCIETIES 0813<br />
CRGANIZINC STAFFINC CPERATING INFCRMAIION SERVICES FbCTICN<br />
COMPREHENSIVE PERSCNAL HEALTF CARE SERVICES 0955<br />
SET<br />
TO SET LF FRCJECT CRGANIZAIICN CE60<br />
FEW<br />
SETS<br />
FCR RESFCNSE SETS IN CPINICN TTITLDE SLRVEYS C854<br />
CCRRECTINC<br />
SETTINC<br />
ANE AEVERTISINC SETTING EEJECTIVES THAT GET RESULTS<br />
MARKETING<br />
DISCIPLINE IN TFE INDLSTRIAL SEITINC C162<br />
VALIDITY CF TEE JCE-CENCEPT INTERVIEW IN AN INDUSTRIAL SETTING<br />
GOAL SEITINC S MEANS CF INCREASINC MCIIVATICN C972<br />
SEVEN<br />
WAYS IC INFIIT CREATIVE RESEARCF CC76<br />
SEVEN<br />
SEVEN CENERL CLICINC PRINCIFIES CF DATA PRCCESSINC 0687<br />
HOW SEVEN FIRMS EEbCTE TFEIR IN-CFFICE FERSCNNEL°' C774<br />
SEVEN IkFIEITCRS TC MANACEMENT INFCRMAIICN SYSTEM 1073<br />
HEW TG RATE YCLR EMPLOYEES- EVE SYSTEMS MCST FIRMS LSE I09<br />
SEX<br />
FCRCE SENSITIVITY TC EMPLCYMET BY AGE AND SEX C153<br />
LAECR<br />
SEXbAL<br />
CIFFEREEES TC CLESTICNS C SEXLAL STANDARD AN<br />
RESPCNSE<br />
INTERVIEW-CLESIICNNAIRE CLMPARISL C8C3<br />
SFARINC<br />
PRICRITY PRCELEV AND CCPPLTER TIME SFARING CE88<br />
TEE<br />
PPACTICAL LCCR AT CN-LINE TIME SFRINC CS57<br />
SFELVES<br />
SFELVES FLRNITERE INDEXES ECOKS 1037<br />
FIXTbRES<br />
SIFTS<br />
SFIFTS IN NEGRC EMPLCYPENT C924<br />
GCCLPATICNAL<br />
SFCFING<br />
CF INCOME LPCN SHCPFING AITITLCES 0326<br />
EFFECTS<br />
SFCRI<br />
WORKERS AND LNCEREMPLCMET C82<br />
SFCRI<br />
SHCRTAGE<br />
MANAGEMENT CAN SCLVE TFE DCCRMAh SFCRTAGE IC43<br />
FCW<br />
SPCRTACE-<br />
CAN LIVE Wily TEE -LABOR SFCRTACE- 0884<br />
BUSINESS<br />
SPCRTACES<br />
CF CCLNSELIkC FERSCNNEL<br />
SHCRIACES<br />
SHCRTCLTS<br />
SHCRTCbT TC STRCNCER MNAGEENI<br />
SIX<br />
SICNALS<br />
ANALYSIS CF MCICAL SICNALS<br />
CDMPLTER<br />
SIGNIFICANCE<br />
TEE LEVEL OF SICNIEICAhCE I CCMUNICATICN RESEARC<br />
CFCCSINC<br />
SICNS<br />
NOW A FEW NERDS ABOLT SIENS<br />
AND<br />
SIGNS, SMPLES, AND CRITERIA<br />
SIMPLEX<br />
CONVEX SIMPLEX METHCE<br />
TEE<br />
SIMULATE<br />
CCMPLTER TC SIMLLATE A CCMFLTER<br />
DSINC<br />
SIMbLATED<br />
CF SIMLLAIED SCCIAL FEEDBACK CN INOIVIDLAL FERFCRMANCE<br />
EFFECT<br />
C825<br />
CC74<br />
C721<br />
C394<br />
C360<br />
C245<br />
CB41<br />
C768<br />
120<br />
10C5<br />
02C3
SIMULATION<br />
SIRbLATICN<br />
8EPAVIERAL SCIENCE ANE SIMULATION CCCi<br />
MATING<br />
ThE LSE CF SIMLLAIIOh AS FEEACCCICAL EEVICE 02<br />
SIPLLATICh C33<br />
ThE LSES CF TFECRY IN TPE SIMbLATION GF LRBAN PHENOMENA 0397<br />
SIMLLATICh CF PSYCPCLCGICAL EECISICNS IN PERSONNEL SELECTION C649:<br />
ESSENTIALS CF CCPFLTER SIMLLATICh C817'<br />
SIMLLATICN FOR PRODUCTION 0822<br />
PSYCFCLCCY EFFICE FOLITICS SIMbLATICN BLCGET 1011<br />
THE AEPLICATIEh CF OPTIMLM SEEKING IECFNICUES CF SIMLtATICh I085<br />
SIMLLATICN BASIC CONCEPTS CF CCMFUTER ORIENTEC<br />
SIMLLAIICh CF MANACEMENT CECISICN BEPAVICR FENDS AhC INCOME<br />
SIMbLATICNS<br />
AbE 1RAINING PRCCRAMS<br />
SIMLLATICNS<br />
SITE<br />
SELECTION FCR NEW BANK 8LILCIhCS<br />
SITE<br />
SIYUATIONAL<br />
RELIAEILIIY IN SIltAIIONAI TESTS<br />
IIERRAIER<br />
SIIbAIIOhS<br />
SIILAIICK$ IN PERFORMANCE CCLNSELING<br />
PROCTER<br />
SIZE<br />
VALLE CF JOB TYPE, CCMPANY SIZE) LOCATION<br />
PERCEIVEC<br />
AFPLICATICN CF NONLINEAR OPTIMIZATION IE PLAhl LOCATION SIZE<br />
THE PERSONNEL STAFF WPA7 IS REASCNABLE SIZE<br />
EFFECTS F INCLSIRY SIZE CIVISICh OF LABOR CN ACMINISTRATICN<br />
SKILL<br />
VERSbS SKILL FATCRS IN WORK GRCLP PROBLCTIVITY<br />
A}IITUE<br />
SKILL RECUIREMENIS FOR CEMPLIER MANLFACILRINC<br />
SKILL-ELEMENT<br />
APPROACH TC JOB IRAIKIkG LNOER LNCERIAIhTY<br />
SKILL-ELEMEhl<br />
SKILLS<br />
FR 1FE SEMETIME INTERVIEWER<br />
SKILLS<br />
WERKER SKILLS Ih CLRRENT CEFENSE EMPLCYMEKT<br />
SKIbLS-<br />
-hEW WAYS TE TEACP hEW SKILLS-<br />
AUOIO-VIS&ALS<br />
SLICES<br />
SLICES EFF5CTIVELY<br />
USIhC<br />
SMOCTFING<br />
MOTEL EXFENEKTIAL SMEOTPINC MLTPL RECRESSICN<br />
FCRECASIINC<br />
OPTIMAL PRCLCTICN SCPECLINC Ah£ EMPLOYMENT SMCCTFIhC<br />
SOCIAL<br />
RESPCNSIBILITIES CF TEE PERSONNEL INTERVIEWER<br />
SOCIAL<br />
SOME SCCIAL IMPLICATIONS CF ALTERATION<br />
SCCIAL IhSLRAhCE lh IRE LNEERCRAELAIE CLRRICILbM<br />
SOCIAL PELIC¥ ANE SOCIAL ACIIK FOR IHE I970<br />
SECIAL PELICY AKE SOCIAL ACTION FOR TPE I?C<br />
SIAIIS CF IFE SOCIAL SECLRIT PROGRAM Ih THE MID-SIXTIES<br />
MNACERS MUST PASTER SOCIAL PROBLEMS<br />
BE¼ SOCIAl SCIENCE RESEARCF CAM PELF MANAGEMENT<br />
SOCIAL SECURITY AhC FMILY INCOME RECUIREMENTS<br />
EFFECT CF SIMULAIE[ S£CIAL FEEDBACK CN IKOIVICUAL FERFGRMANCE<br />
INIVICUA1 RESPCKSES AND SOCIAL CESIRABILITY<br />
SCIAL SCIENCE AE TFE ELIMINATION CF POVERTY<br />
CCMING OF AGE IN TE SOCIAL SCIENCES<br />
SClAL CPCICE- PROEABILII¥ APPRCACF<br />
SOCIAL<br />
LITILETGNS VIEWS CN SCCIAI ACCCLNIIhG- AN ELABORATIEK<br />
SCCIL-CLA6S<br />
ECLCATICh bESIIChhAIRE SCCIAL-CLASS<br />
SATISFACTION<br />
TECPhlGGE<br />
I156<br />
1158<br />
C413<br />
0988<br />
C682<br />
C195<br />
C531<br />
C23<br />
C639<br />
C781<br />
0193<br />
089<br />
0606<br />
C355<br />
C777<br />
C770<br />
C715<br />
C654<br />
1004<br />
C092<br />
023<br />
C327<br />
C335<br />
C335<br />
0382<br />
C772<br />
0934<br />
C935<br />
C64<br />
C965<br />
C967<br />
1016<br />
1025<br />
1C47<br />
1061<br />
C486<br />
70<br />
STAFF<br />
SOCIAL-SECURITY<br />
C248<br />
SCCIAL-SECLRITY<br />
SOCIAL-SYSTEmS<br />
C149<br />
SCIAL-SYSTEMS<br />
SECIALIZATICN<br />
CF MANACERS EXRECTAIICKS CN PERFORMANCE C533<br />
SCCIALIZATICK<br />
Ch ThE EASLREMEKT CF SCCIALIZATICK C994<br />
SCCIEIlES<br />
TEE SERVICES OF PROFESSIONAL SOCIETIES COl3<br />
USINC<br />
SECIETY<br />
CF AMERICA SOCIETY C745<br />
PRCELEMS<br />
AGE IN AMERICAN SCCIETY) NOTES CN HEALTH RETIREPEhT AKC TPE<br />
CLC<br />
CF EEATP IC42<br />
ANTICIPATION<br />
SCCIC-ECChCMIC<br />
AIIITLEES 0802<br />
SCCIC-ECCNCIC<br />
SECIC-IECPhICAL<br />
EKCIKEERIhC AhO SECIC-IECPNICAL SYSTEMS C793<br />
INCLSTRIAL<br />
TEE CRGAhlZATICK AND SGCIC-TECFNICAI CCKTRCLS 1047<br />
SCCICMETRY--A<br />
TCCL OF LECERSHIP ANC CLICLE ICETIFICATICK-' C56<br />
SCCICMETRY--A<br />
SOFTWARE<br />
IN SCFIARE 1201<br />
UP-11GPT<br />
SELUTICN<br />
CF SPECIAL LIhEAR-PRCGRAMMING PRCBLEMS C583<br />
SCLLTICN<br />
SCLVE<br />
MANACEMEKT CAK SELVE 7PC CCRMAK SPCRTACE IC43<br />
HCW<br />
SCLVINC<br />
FCR SCLVIG EISCREIE OPTIMIZATION PROBLEMS C481<br />
METFCC<br />
PRCELEM SCLVIKC EY CCMPLTER LOGIC C729<br />
VISLAL CISPLAY SYSTEM PAKAGEPENT PRCELEM SCLVIKG 1C93<br />
SCRTINC<br />
SORTS WITFCLT SCRTIKC CgTO<br />
CISK<br />
SCRIS<br />
IKCCSIRIAL MANACERS WITP SORTS C56<br />
COtKSELIKG<br />
CISK SORTS ITFCLT SCRTINC C70<br />
SCLRCES<br />
AMCKC INFORMATICK SCLRCES LhER LhCERTAINT¥ 1065<br />
PREFERENCES<br />
SCbRCES CF REFLSLS lh SLRVE¥S 11C6<br />
SPACE<br />
ICINC IECPKICUE SAVES SPACE, lIME, ANC MONEY C395<br />
KEW<br />
WHAT EVER PFFEKE TC SPACE SPIN-OFF IC2<br />
SPEAKERS<br />
SEMINARS TURK PAPERS IKTC PRESEnTATIOnS 1191<br />
SPEAKERS<br />
SPECIALISI<br />
INFCRMATICN SFECIALISTo' C448<br />
ThE<br />
SPECIALIZATIEN<br />
AC PRCCRAMMINC EEl9<br />
SPECIALIZATION<br />
SFECIALIZEC<br />
FCLSE CRCAhS TC REACP SPECIALIZEE MARKET C701<br />
LSIKC<br />
SPECIFICATION<br />
AFFRCACF TC GENERAL-ELSINESS CRITERIOK SPECIFICATION C677<br />
EMPIRICAL<br />
SPECTRLP<br />
PERFCRMAKCE RATIhC SPECIRLM C251<br />
TEE<br />
SPEE<br />
SPEEC MICROFILM EYSIEMS C539<br />
MIGF<br />
TECPNOLCCY FRCFILE FIGP SFEEC LlhE PRINTER 1144<br />
TRAIhIhC AIES SPEEC TPE MESSAGE 1176<br />
SFEhEING<br />
CF AEAPTIVE CONTROL CF PRCMETIChAL SPENDING C480<br />
MCCEL<br />
SPIN-OFF<br />
EVER PAFPEKE£ TC SPACE SPIh-CFF 1024<br />
WPAT<br />
SPIK-CFFS<br />
II iC35<br />
SPIN-CFFS<br />
STAFF<br />
ANE IRE IRAIhIC CF TPE CCNTRCLLERS STAFF C0E3<br />
CRCAKIZATIC<br />
ATIITbES IK MANACEMEKT--VI PERCEPTIONS F TE IRPCRTAhCE CF<br />
JOB<br />
PERSONALITY TRAILS AS A FChCIICh OF LIKE VERSTS SIAFF TYPE<br />
CERIAI<br />
JC<br />
C166
(conhnued)<br />
STAFF<br />
EVERSELL Ih SIAFF RECRLITINC<br />
TFE<br />
TFc FERSChNEL STAFF, kFAI REASCNABLE SIZE<br />
TFE STAFF RESPCNSIILITY CF IFE MIS ANALYST<br />
TFE STAFF SSISIT<br />
LINE ANC STFF TEENY, E kEEL IC REGFFIE TFEIR RCLkS<br />
STAFF ATTRACIINC MLEIVATIhC RETAINING CCST-CF-LIVING SALARY<br />
STAFF-ACVICE<br />
STAFF-ACVICE<br />
CECISICN-MAKIKC,<br />
STAFF-EEVELCFMENI<br />
STFF-EEVELCPMET<br />
TRAINING,<br />
STAFF-SIZE<br />
SIAFF-SIZE<br />
SIAFFIG<br />
STAFFING CPERAIING IFCRATICN SERVICES FUNCTION<br />
CRGANIZING<br />
PERFCRACE REFCRI STAFFING EVALLATICN SLPERVISCR<br />
SIACIC<br />
EhCYCLEFECIA CF STACIC TECFNICLES<br />
TFE<br />
STAGRC<br />
CF STANEARE EIRECT CCSTINC<br />
USE<br />
ACTIVITY SAMFLINC kITF AFPLICATICS TC TIME STAA£ARC ESTIMATICc593.<br />
CIFFERECES TG CLESIICNS C SELAL STACARG A<br />
RESFCNSE<br />
CCMFARISCN 0803<br />
ITERVIEW-CLESTICNNAIRE<br />
EFFECTIVENESS CF TRALITICNAL STANEARC CCST ARIANCE MECEL CE26'<br />
CAPIIAL CCCES- STAND,RE CCNIRACTE ANG FACGLIhC<br />
STANEARCIZE<br />
TC STACREIZE DFFICE ECLIPMENT<br />
FEW<br />
STANCARCS<br />
CFFCRTLNITY SHCELC FIRING STANEARLS BE RELAXEC$ )'<br />
EGLAL<br />
STANEARES CF PRESENTATICK<br />
PLA EVALLATINC CETREL STAEARS<br />
CETERICRATICN CF WCRK S[ANCR£S<br />
PRCFIT-SFARINC PERFORMANCE (IN£ARS<br />
STATISTIC<br />
TEST SIATISTIC -A SCRAMBLE BECK AFERACF-<br />
WFICF<br />
STATISTICAL<br />
LEE CF STATISTICAL SAMPLINC BY INTERNAL ALgITCRS<br />
TFE<br />
CETERMININC CPIIMLM PCLICY TFRCLCF STATISTICAL ANALYSIS<br />
R.C CCMIITEE CN SIATISlICAL TRAINING<br />
STATISTICAL ANALYSIS IN CCST MEASLREMENT AN CGTRCL<br />
STATISTICS<br />
SIAIISTICS<br />
MEASLREMET,<br />
AFFLICTICA CF A£NPARMETRIC STATISTICS TC IE<br />
SITISTICS MEASLREMENT, IEIINC SELECT<br />
TESTING FSYCFELEEICAL STATISTICS FACTCR-AALYSIS<br />
EMPLOYMENT LNEFLCYMEhT STAIISTICS PAIL SURVEY<br />
TFE LSECF ERCER STATISTICS IN ESIMATIEN<br />
STATLS<br />
CF TFE SCCIAL SECLRITY PRCGRM IN THE NIL-SIXTIES<br />
STATLS<br />
STAILS CLASSES I CRCAIZATICKS<br />
A STATLS REF[RT EN MEEICRE<br />
EBLCATICNAL TECENELOCY IN FIEF SCFCCLS STATLS REPCRT<br />
STATLS PREBLEMS CF TE SALESMEN<br />
STATLS IEEX REPCRTIhC<br />
SIECFASIIC<br />
FERSCNNEt-MCEEL<br />
STCCFASTIC<br />
SICF<br />
LIKE TC STCF LYING TC MY BCSS<br />
IWCLL<br />
RHYTFM SAMPLING- SlOP WATCFE BEWARE<br />
SICRACE<br />
C33C<br />
MICRCFILINC MICRCFILMINC<br />
STCRAGE<br />
C3<br />
STRAEE-CAT<br />
CCCLMENT STCRACE-ATA, MICRCFILM<br />
lec<br />
105| CCLMENT STZRACE-CAIA MICRCFIL<br />
IOg RETRIEVAL STERCE-ATA<br />
STCRY<br />
II4E<br />
SCCESS STCRY CF VALLE NAIYSIS, VALLE ENGINEERING<br />
TFE<br />
CO51SIRAINS<br />
STRAINS ANC KEY RCLES<br />
CRGANIZTICNAL<br />
STRATEGIC<br />
CCE]<br />
STRATEGIC AC CFERAIICNAL FLAhIG<br />
CEERCIATINC<br />
STRATEGIES<br />
C31<br />
FCR AttCCATIC FLNS<br />
STRAIEGIES<br />
C82E<br />
STRLCTCRE PCLICY SIYLE STRATEGIES CF CRGANIZATICAL CNTRCI<br />
IIE STRATEGIES FCR TECFNCLCCY-EaSEC BLSIESS<br />
STRATEGY<br />
SIRATEGY FLANhING<br />
11(<br />
C551<br />
C401<br />
CCC!<br />
C36<br />
SFAFINC TFE MASIER STRATEGY CF YCLR FIRM<br />
FLANNIC FRCMETICN STRAIEC<br />
ThE SIRATECY SELECTICN CFARI<br />
SIRATIFIEC<br />
VS CNCRK AMENC OCCEFTICNALLY SIRTIFIED CRCLPS<br />
CRK<br />
SIREICF<br />
CF TFE IMACINATIE<br />
STRETCF<br />
NEW CALCULATCRS SIRCNG, SILENT MARINERS<br />
STRUCTLAL<br />
CF CEIRALIZAIIEN TC CTFER STRtCTbAL PRCFERTIES<br />
RELATIEKSFIP<br />
STRbCTLR[<br />
CECISIEN SIRLCILRE TABLES<br />
bSIC<br />
SIRLCTLRE PCLICY SIYLE SIRATEGIES CF CRGANIZATICNAI CONTRCL<br />
CSg51<br />
C8121'<br />
cg41<br />
TFE STRLCTLRE EF FLBLIC CPINICN CN FELICY ISSUES<br />
IC44 RESFENSIBILITIES STRLCTURE-ERGANIZATICN<br />
C66 AK AFPRLACF IC SCME SIRLCTLRE LINEAR PRCGRAMMING PRCBLES<br />
STRLCTLREC<br />
SIRLCTLRES<br />
TFE TWC ALTFCRIT S[RLCLRES CF BLREALCRATIC CRCANIZATIOh<br />
CE<br />
SILENT<br />
I02<br />
AT TFE SILENT LEAK FRCRM<br />
LEEK<br />
iC33<br />
C373<br />
0616<br />
C841<br />
CE45<br />
1154<br />
0382<br />
C52E<br />
C712<br />
C753<br />
C763<br />
1147<br />
C131<br />
C270<br />
lC74<br />
71<br />
TFE STUCEhT FERSChEL PRCCRM~-CN TFE TFRESHCL<br />
CCLLEGE RECRLITIC CCMBAT STLDEMT CISENCFANTMEhT<br />
CRGANIZATICNL INFLUENCES Ch STLEEK1 ACFIEVEMENT<br />
STUEENTS<br />
TC TAP TFE PCCL CF U TRINEG FCREIGN STUdEnTS<br />
FCW<br />
STUDY<br />
STLCIES<br />
AN ACENC STLETES ITS CCMLNICATICNS SYSTEM C417<br />
FEW<br />
PERPETUAL USER SILEIES C425<br />
USINC ECISICN IFECRY I hALLE ANALYSIS STLCIES 1089<br />
STLY<br />
CF ITIILCE CHANCE IN TEE PRERETIREPET PERICE C118<br />
SILLY<br />
AUTCMATICNS IMFACT Ch PERSCEL--A CASE STLCY C158<br />
FEASIBILITY STLEY £F CPERATICNS-RESEARCF IN [SLRACE 0223<br />
TFE CCST CF MAN,CEMENT SILGY C284<br />
RCLE PLAYINC ANC RCLE CNFLICI--A CASE STLCY C356<br />
STICY CF SlhESS ECISICN C4&8<br />
STbCY CF CCNVEhTIChAL AN PRCCRAMMEE IkSTRCTIEN C524<br />
A CCMPLTER FRCCRV FCR TIME STLCY ANALYSIS C588<br />
STLCY CF NEEE SAIISFACTICNS IN MILITARY COSINESS PlERARCHIES C74<br />
EMPIRICAL SILLY OF SCFECLLIhC CECISICN BEFAVICR c68g<br />
IIC0<br />
0206<br />
C2C7<br />
C20B<br />
1119<br />
C099<br />
CI74<br />
C240<br />
C738<br />
C844<br />
C052<br />
C62<br />
Cq76<br />
0997<br />
C486<br />
C313<br />
1175<br />
C736<br />
C039<br />
C738<br />
0E52<br />
C441<br />
C418<br />
llg8<br />
C3E2<br />
C569<br />
C587<br />
CgS9<br />
C816
(continued)<br />
STUDY<br />
STUDY CF SCME FEYCbCLOGICAL, VCCAIICNAL INTEREST AAO<br />
A<br />
NBNTAL-AEELITY-VARIABLES AS FREOICTCRS CF SIICCESS<br />
A STUDY CF SELECIEC DPTh[CN MEASLRPENT 1ECPNTQUES<br />
TE ATRLINESt CASE STUDY [h MANA£EPENT IhhCVATICN 0834<br />
[NTERPERSCNAE CRIENTA(TON TC STbg¥ CF CDNSLNER BEHAVICR 0978<br />
NCRK STUDY FRCCRAMS IN CCLLEGES ANB LNIVERSITIES IC18<br />
{N IFE STUDY £F CCNSLMER TYFCLDCIES 1121<br />
STUDYING<br />
EXPERT INFORANIS EY SLRVEY NETPDDS C851<br />
SYUCYIhG<br />
STYLE<br />
STYLE• PIERARCHICAL INFLLENCEt AND SLPERVISCRY RCLE<br />
LEADERSHIP<br />
BLIGATICNS C1C1<br />
RBLAIICNSFIPS AFCNC LEADERSFIP CIMEN$1GNS AC CGCIIIVE STYLE<br />
SRbCTURE PCLICY STYLE STRATEGIES CF ERGANIZATIENAL CONIRCL<br />
RESFENSE STYLE INFLUENCE IN PUBLIC OPINICN SLRVEYSo 0E55<br />
STYLES<br />
LEADERSPIP STYLES IN PRCBLEM-SCLVING CENFERENCE-' Ego?<br />
MANAGERIAL<br />
GUIE T NEETING STYLESe GRCLPS AND METCDSo 1192<br />
SUB-PROFESSICNAL<br />
TESTINC FLAT C£NTREL MATERIALS SUB-PRCFESSICNAL C47(<br />
TRAINING<br />
SUB-PRDFESIChALS<br />
C05<br />
SUB-FRDFEBS[DNALS<br />
SUBALIBRh<br />
ASSISTANT- ACADEMIC SUBALTERN 0616<br />
ThE<br />
SUBECNSCICLS<br />
ROLE OF TFE SLBCCNSCIEUS IN EXECLTIVE DECISIDN-PAKING 0653<br />
THE<br />
SUBEMPLDYMET<br />
SUEEMFLCYFENT INBEX- NEW MEASLRE' IlK8<br />
TE<br />
SUBJBCTIVAL<br />
SUBJECTIVE<br />
OIS9<br />
SUBJECTIVE<br />
DECISICN-MAKING SUBJECTIVE ClTT<br />
THE PVALLATICh CF SUBJECTIVE INFORPATICN 0509<br />
RANKING PRCCECLRES SUBJECTIVE PRCEABIL|TY DISTRIBUTIONS [006<br />
SUBJECTS<br />
SLBJECT$ RESPONCINC TO AN INCLSTRIAL CFINICh SURVEY<br />
AN£hYNOUS<br />
SUBOREINATE<br />
USE OF SBCR£1NATE PARTICIPATION IN ECISIGN-MAKIhG 098?<br />
THE<br />
SUBORDINATES<br />
EF SLECRCINAIES IN PLRCFASINC MANAGEMENT 0521<br />
CBVELOPPENT<br />
SUBCRDINTES VIEW OF INEFFECTIVE EXECLTIVE BEHAVIDR 0908<br />
SUBSICIZATICN<br />
TCWRC EEUCATIONAL LEAVE AND CCLRSE SbBSIEIZATICN IC5<br />
PLIOIES<br />
SUCCESS<br />
YANAGERIL SUCCESS C025<br />
JUDCING<br />
IMPERATIVES FCR JCE SUCCESS 0393<br />
EXECUTIVE SUCCESS.' 031<br />
£F SCPE PSYCH£LD£ICAL, VCCATIDMAL INTEREST A<br />
STUDY<br />
AS pRECICTCRS CF SUCCESS C722<br />
NEhTAL-ABILITY-VARIABLES<br />
WeLL SUCCESS SFCIL YOUR CRGkIZAIIDN 0754<br />
THE SUCCESS SCRY F VALLE NALYSIS VALUE ENGINEERING. Iii9<br />
SUGGESTICN<br />
EE PARTICIPANTS IN AN EMPLOYEE SLGGESTIN PLAN<br />
CARACTERISTICS<br />
SUCGESTIChS<br />
SUCCESTICNS C0<br />
NRALS<br />
SUMNER<br />
JCBS FCR Y£UNG MEN C321<br />
SPMER<br />
SUPPER EPPLDYMENTo C705<br />
GOVERNMENT SLMMER INTERNS" TEE GECRCIA EXPER|ENCE° 1162<br />
SUPERSTITIChS<br />
SUPERSTITCNS [N BUSINESS ARE CREATED 033<br />
HCk<br />
0525<br />
C738<br />
06TS<br />
C03k<br />
ISUPERVISE<br />
SUPERVISE<br />
07891SUPERVISICh<br />
EFFECTIVENEES ANC SALES<br />
MARKETING<br />
72<br />
SUPERVISORS TRAINING<br />
SUPERVISIDN C018<br />
EVALLATICN RLLE-ENFCRCEMENT, SbPERVISICN C04<br />
SUPERVISICke LEACERSFIP-STYLE C076<br />
INFERPTICN RET@IEVAL PLANKING BLDCETING SLPERVISICN<br />
KWIC<br />
CIC7<br />
REhABILITATIC-PERSCNNEL<br />
SUPERVISICN PRDMCIICNS 0119<br />
SUPERVISIEN C122<br />
SUPERVISIC, SELECTICN, PRCPCTICNS C213<br />
TRAINING, SLPERISION, CLERICAL C227<br />
SUPERVISICN CChFIENCE C306<br />
ATTITUCES INCVATICN SPERVISICN C42£<br />
SUPERVISIEN, PSYCPCLCGISIS, JCB C72I<br />
UFERVISICNt FERECASTIC, ANALYSIS 0839<br />
SUPERVISICN, MCTIVATE 0898<br />
SCFECULES FLAkINC SLPERVISICN 1083<br />
UFERVISCR<br />
EVALLATIC RCLE• FUNCTICN C105<br />
SUPERVISDR<br />
CDbhSELINC SLFERVISCR cIsg<br />
SbFERVISCR 0253<br />
TRAIING, SLPERVISCR C315<br />
EVALLATE, ECLCTE, TEACP|NC, SLPERVISCR C336<br />
SUPERVISCR, FREPCTINC MCIIATICh C357<br />
SUPERVISCR• FERSChNEL MECICAL JCBe CCNTROLLEDt ANALYSIS C434<br />
SPERVISCR, CRGAhIZATION CPTIMAL, JC8 C556<br />
UPERVISCR, SATISFACTIN PSYCHCLCGICAL, ORGANIZATICNAL, JCE C55T<br />
TEE YATLRE SLFERVISOR' 1020<br />
PERFCRMANCE REPCRT STAFFIhC EVALLATICN SLPERVISCR II65<br />
SUBERISCR-<br />
SUPERVISCR- YCLR KEY EMFLCYEE 1031<br />
THE<br />
SUPERVISCRS<br />
JEE-CESCRIPIIC C009<br />
SUFERVISCRS,<br />
SUFERVISCRS, AITITLDES C034<br />
NCNCIRECTIVE-TECFNIQbE EVALLATICN SPERVISCRS C042<br />
SUFERVISCRS, RESPCNSIBILITY, PERFCRFANCE, EMPLCYEE, ABILITY COBB<br />
TRAINING PRCMOTING, SLPERVISORS CISL<br />
SUPERVISCRS CI62<br />
TRAININC, SLFERVISORS C210<br />
TRAININGe SLPERVISCRS 0356<br />
SUPERVISCRS EVALLATINC C393<br />
SELECTECe PRCCRMe PERSONNEL, JCB-EVALLATIONNALYSIS<br />
SUPERVISCRSt<br />
C437<br />
SUPERvISCRS SELECTIC PSYCFCLCGICAL CRCANIZATICN MEDICAL C88<br />
TEST, SLPERVISCRS, ACPINISTEREC, CLESTICNNAIRE 0525<br />
SUPERVISCRS ATTITLCES EVLLATICk CGUNICATIDN C640<br />
AMEND SLPERVISCRS INTECRAIICNt SATISFACIICN AN{<br />
RELATICNSFIP<br />
C644<br />
TECFhOLDCICAL-CFANCE<br />
SUPERVISCRS, SATISFACTICN, JCB ACMINISIEREC, QbESTICNAIRE C646<br />
SUPERVISCRS INFCRPAIIDN ACMINISTEREO C673<br />
SUPERISCRS, CRCANIZATICN, MAKING, EVALLAIED DECISICN,-GRDUP C717<br />
SUPERVISCRS 093?<br />
IMPREVEE INCENTIVE PLAN ECR SLPERVISCRS 1044<br />
SUPERVISRS-1RAINIC<br />
C43<br />
SUPERVISCRS-TRAINING<br />
CITI<br />
C004
SUPERVISORY<br />
SUPERV[S£RY<br />
IN EACTCR-ANALYSIS CF SLPERVISORY 8EEAV[CR INVENTCRY<br />
hALE<br />
STYLE, hIERARChICAL INFLUENCE, AND SLPERVISCRY RCLE<br />
LEAEERShIP<br />
CBLICATIENS<br />
JCO CIFFICLLIYt EMPLOYEE AIIITLCE SLPERVISCRY RATIACS<br />
hEW IC GET STARIEC Ch SbPERISCRY TRAINIhC<br />
SUFERVISCRY, PERSCNNEL,<br />
SUPERVISCRY, SATISFACTION, CRCANIZATICNAL EVALUATE<br />
SEtECTICN, RECRLITMENI, MLLTIPLE-REGRESSICN,CB,<br />
SbPERVISCRY,<br />
TRAININC<br />
SUPERVISCRY, CRCANIZATIENAL, CCNIRCL<br />
TRAININC SLPERVISCRY PRCCRAS PERSCNNEE MANFCWER ECCAIE<br />
SUPPCRTIVE<br />
The SECILIChl- THE SUFPCRTIVE MANAGER<br />
IN<br />
SUREY<br />
CF ACCEIIIG IEACFINC VIA TELEVISION<br />
SURVEY<br />
WPAT ONE SLRVEY SPEWS ABCLT CCMPLTER LSE'<br />
SELECTICN INFORMATICN EVALbAlIGN SURVEY<br />
CETECTINC RESPCEENTS WFC FAKE CC&FSE {CRVEY [hFCRMATICN<br />
PERSCNAL [TERVIEW VERSUS MAIL PANEL SURVEY<br />
APPLICATIC CF SURVEY METhCCS TC MCEEL-LIE GECISICNS<br />
CCMEINATICk EF SLRVEY METFECS<br />
IMIERVIE SURVEY<br />
INTRCDUCINC IAS INTENIICNAtLY INTO SLRVEY TECHICLES<br />
hIRInG CCSTS- SCME SLRVEY FINCINCS-'<br />
ANCYMCbS SUBJECTS RESPONCIC IC AN INCLSIRIAL CP[NICh SLRVEY<br />
SLRVEY CF CAIA CCLLECTIC SYSTEMS<br />
EVALUATIC CF TETAL SLRVEY<br />
STLCYIG EXPERT INFORMANTS EY SLRVEY METHODS<br />
EMPLCYMENT LNEMPLEYMENT STAIISIICS MAIL LRVEY<br />
{UESTIGNAIRE AFPEARANCE ANE RESPENSE RAIES I MAZL SLRVEY<br />
SLRVEY<br />
SURVEY-AMALYSIS<br />
RECRLIIMEhT, SLRVEY-ANALYSIS<br />
SELECTICN<br />
SbRVEY-TEChhICLE<br />
SLRVEY-TEChNICLE<br />
{ESTICNAIRE,<br />
SURVEYS<br />
{bESTICNhAIRE MEASUREMENI SURVEYS<br />
INTERVIEW<br />
SRVEYS<br />
USI&C TLRhCVER EATA TC IMPCRVE WAGE SLRVEYS'<br />
TAPE RECCRCING EFFECT CN ACCURACY CF RESPONSE IN SURVEYS<br />
TEE AVANCE LEITER I MAIL SLRVES<br />
CCRRECIIhG FCR RESPONSE SEIS IN OPINIGN ATTITLDE SLRVEYS<br />
RESPENSE STYLE IFLUECE IN PLeLIC EPIKICN SLRVEYS'<br />
MANACEMENI SIREYS AO CENSLLTANT MANAGEMENT<br />
SURVEYS TELEFhCNE<br />
SCURCES CF REFUSALS IN SURVEYS<br />
SVIB<br />
VALLE CF SVIB PRIMARY AN[ REJECT PAITERS<br />
PREEICTIVE<br />
ISCRIMINANT-ANALYSE OF S FCR FEMALES I CLRRICLLA<br />
TEN YEARS LATER C TE SVI@ LIFE INSURANCE SALESMAN SCALE<br />
SYMPQSIUM<br />
CEhFERENCES, SEMINAR<br />
SYMFESILM,<br />
SYMPCSILM CCNVERIICN MkETICS<br />
SYNERCISIIC<br />
ITEMS / SYERCISTIC EFFECT<br />
IEEATICNAL<br />
SYNTHETIC<br />
SYNIEEIIC METAL,S ALYSIS<br />
TOWAR<br />
C035<br />
CiCI<br />
0120<br />
C197<br />
0417<br />
C527<br />
0677<br />
C738<br />
C774<br />
I038<br />
0229<br />
C402<br />
0466<br />
0503<br />
0508<br />
0510<br />
0512<br />
C545<br />
Cb5<br />
C7C7<br />
CTE8<br />
0851<br />
IC77<br />
1172<br />
1190<br />
CO<br />
C945<br />
053<br />
C5C3<br />
C55<br />
C759<br />
CTg2<br />
0854<br />
C855<br />
C969<br />
1095<br />
1106<br />
C484<br />
C520<br />
C25T<br />
C767<br />
C176<br />
C615<br />
73<br />
SYSTEMS<br />
SYSTEM<br />
hE EEVELEFIEhT OF REhAEILIIAIICN IhFORMATICN SYSTEM CI08<br />
CN<br />
ESSENTIAL TELL IN ICTAL SYSIEM 0206<br />
TCTAL NPCRMATC SYSTEM 0249<br />
LOCIC CFARTINC TPE TCTAL SYSTEM 0266<br />
NEW IECFNICLES FCR A MANACEMENT SYSIEP C28I<br />
NCISE IN The INFERMATIN SYSTEM 0290<br />
ELECIRCNIC ACCCLNTINC SYSTEM C]48<br />
CENERAL PbRFCSE EISPLAY YSIEP C372<br />
AN EFFECTIVE INTERNAL MANAGEMENT REFCRTING SYSTEMo C40h<br />
hEW AN ACENCY STLCIES ITS CCMMbhlCATICNS SYSTEM C417<br />
SYSTEMI3EC, ECCLMENTATIOh, CECES, ANALYZES 0432<br />
ThE TEXTgO SYSTEM 0432<br />
-TALK- SYSIE ESES EXECLTIVE PAPERWERK C439<br />
The FACILITIES AFPROACF TC SYSTEM CCEVERSIN C447<br />
FOW TO EASE INTC MANAGEMENT INFCRPATICh SYSTEM 0460<br />
CESICN CF LARGE SCALE INFCRMATICN RETRIEVAL SYSTEM C465<br />
APPLYING EMPIRICAL METEQLS TE CCMPLIER-ASEC SYSTEM CESIGN C487<br />
INFLUENCE CF A CHANGE IN SYSTEM CRITERIA OFERFORMANCE 0489<br />
SYSTEM 3E0 CCINC TECFNICLES C758<br />
DOCUMENT YELP EAT PRCCESSINC SYSTEM 775<br />
RCA MCVES WEST ShIF$ INSTRLCTICNAL SYSTEM EAST 0818<br />
PATHWAY TE FRCFIT TEE MAhACEMEhT IhFCRMATION YSTEM 0833<br />
MANACEMENTS PCLE IN CEVELCPIG AN IFORMATICN SYSTEM 0836<br />
[FE VICECFILE SYSIEM 099<br />
TEE MANACERS CLIEE TE SYSTEM ANALYSIS I00<br />
The IECRMATICN SYSTEM ALOFT 1052<br />
SEVE INFIITGRS TC MANAGEMENT INFCRMATION SYSTEM 1073<br />
ThE [NEUSTRIAL-RELATI[NS SYSTEM IN THE FCSPITAL INEUSTRY I132<br />
SYSTEM OIACRAM CF The FLNCTICNS OF MANAGER 1153<br />
SYSTEM FCR BLCCET FCRECASTIN AND CPERATING PERFCRACE° 1184<br />
CCMPUTER SYSIEM FOR COhTRCLLIhC ITERVIEWER CCSTS llPO<br />
SYSTEMATIC<br />
FAIREO CCMPARISEkS IN PREFERENCE ANALYSIS 0947<br />
SYSTEMATIC<br />
SYSTEMS<br />
THCGGPTS Ck INTERNAL CCNTRCL SYSTEMS OF TEE FIRM C016<br />
SOME<br />
SYSTEMS APPRCACP TC INCUSIRIAL MARKETING COMMLKICATICNS C028<br />
SYGCESTICh SYSTEMS AhC CCST RELCTICh C041<br />
SYSTEMS AFPRCACE TC MANPCWER MANAGEMENT C055<br />
USER RIENTEE CCMPbTER SYSTEMS C084<br />
SYSTEMS AFPRCACh TC ORCAIZATICN ANO MANAGEMENT COgl<br />
AUTCMATE IhFORMATIO SYSTEMS IN PLANING CONTRCL CNMANO 0112<br />
hEW TC CRCANIZE LNFORMATICh SYSTEMS ell5<br />
ECISION TAELES TECENICLE FCR ECCLMENTING CCNTRCL SVSTEMS 0145<br />
TheORY CF LEST-EFFECTIVENESS FCR MILITARY SYSTEMS ANALYSIS 0160<br />
SYSTEMS PLANINC 0220<br />
The CCCLNTAhTS PEte IN MAN,CEMENT IFCRMATION SYSTEMS 0294<br />
ICEATICNAL ITEMS The SYSTEMS CCNCEPT C339<br />
SYSTEMS APPRCACF TC CITY PtANNING 0375<br />
EVER ICCC SYSTEMS PE EVALLAE CC8AL C384<br />
TRAININC ACCELNFINC PERSENEI FCR ECP SYSTEMS°' c3gg<br />
A VIEWPCIhT IN SYSTEMS CESIC 0411<br />
¥PR[UCT INFCRMATION CAN PA The RAY F£R CCMPLTER SYSTEMS C474<br />
MICE SPEEC MICRCEILM SYSTEMS 0539
SYSTEMS (cont,nue)<br />
TFE LIMITS CF SYSTEMS ANALYES C541<br />
THE LANCLACE CF IhFCRMATIC SYSTEMS C558<br />
THE LANGLAGE LF INFORMATION YSTEMS 0599<br />
RESEARCF CEVELCEMET OF AALYTICAL SYSIEMS TO RECLCE CESTS C624<br />
TFE WORLC EF SYSTEMS CEST<br />
TEE SYSTEMS CONCEPT In MAnAGEMEnT C662<br />
bSE EF OFF lh SYSTEMS INSTALLATIZS C686<br />
A SLRVEY CF EATA CCLLECTIC SYSTEMS C7C7<br />
SYSTEMS CCCLMEhTATIDno C776<br />
IkCLSTRIAL EhCInE£RIhC An SZCIC-TECEICAL SYSTEMS C793<br />
ON-LtNE REAL-TIME SYSTEMS F[ CLSTOMER SERVICE OPERATIONS.' 0839<br />
CAn WE IIECRAIE SYSIEMS WIIFOLI ITEGRAIING MAnAGEMEnT C891<br />
ATA ANC InFCRMAII£N MANACEMENT SYSTEMS I015<br />
WFAT IS SYSTEMS PROGRAMMING.' 1053<br />
AESOP GENERAL APFRCACF TC MAhAGFMEnT INFCRMATIC SY$1EMS 1059<br />
FLAhNING FOR REAL-TIME BLSIhESS SYSTEMS 1062<br />
VlSLAL EISPLY SYSTEMS MANAGEMENT PROBLEM SOLVING 1093<br />
HEW TO RATE YELR EMPLOYEES- SEVEn SYSTEMS MCST FIRMS LSE IG99<br />
POSITIVE LCCK A1 MNAGEMEnT InFCRMATIEn SYSTEMS.' 1133<br />
MCCELS SYSTEMS EXPERIMENTS lt56<br />
FEDERAL GRATS ENCOURAGE RECICNAL EnTERS TOTAL YSIEMS 1183<br />
SYSTEMS-<br />
TCC MLC TOE SCCn' 1122<br />
SYSTEMS-<br />
SYSTEMS-AALYSI<br />
1151<br />
SYSTEMS-ANALYSt<br />
SYSTEMS-APPRCAEE<br />
|FGRMATIEn-SYSTEM EAIA-PRCESSIG 1039<br />
SYStEMS-AEPRCACF<br />
SYSTEMS-APPROACh 1122<br />
T-GRCLP<br />
MAKInC JCBe EVALLTEe DECISICne T-GRELE C570<br />
TRAInlNG<br />
REFLECTIONS C T-GRCLP EXFERIEhCE 1167<br />
IABLES<br />
{ECISICh STRLCIbRE TABLES C039<br />
USING<br />
OECISIO TAELES C049<br />
OECISIC TABLES TECFkICUE FOR CCCLEnTING CGhTRCL SYSTEMS 0145<br />
TALEhI<br />
PERSONAL TOLCF TC RECRbITIG EnCINEERIG TALENT C095<br />
AGEING<br />
TFE SUCCESSFLL TRAINING CF MANAGEMENT TALENT C169<br />
ASSESSING MAhACERIAL TALENI C609<br />
TAPE<br />
CCMPREFESIVE LOOK AT MAGNETIC TAPE REHABILITATIC 0202<br />
A<br />
TAPE RECCRCInG EFFECT ON ACCLRACY CF RESFONSE In SLRVEYS 0759<br />
TAEE-SIOREC<br />
TAPE-SIORE EAIA-' 0567<br />
SAFEGUARDING<br />
TASK<br />
TASK IS TC CCOREINATE INFORAIIC 1193<br />
MAJCR<br />
TASKS<br />
EF BEFAIOR TAXONOMY FOR £ESCRIBINC FLMA TASKS<br />
EEVELOPMENI<br />
AN IM)REVED BASIS TO ESTIMATE CChlRCL R-+-G TASKS C740<br />
TAT<br />
CORRELATES CF EXECUTIVE PERFORMANCE C645<br />
TAT<br />
TAXChEM¥<br />
CE BEHAVIOR TAXONOMY FOR EESCRIBInC FLMAh TASKS<br />
CEVELOPMENT<br />
IEACF<br />
-hEW WAYS IC TEACF EW SKILLS- CT?O<br />
AUCIO-VISLALS<br />
TEACHER<br />
EEACSTARIeTEACHER INTEREST AnC CCMMITTMEhT 0802<br />
PROJECT<br />
TEAChinG<br />
CF ACCCLING IEACHInC VIA IELEVIBIOh 0229<br />
SLREY<br />
C634<br />
03<br />
74<br />
CPERATICkS-RESERCk IRAInInC TEACFINC EOLCATICn<br />
MOTIVATIOn, IFE IEACFINC MACFINE ANC LEARninG<br />
EVALLATE, EEUCAIE, TEACHING, SUPERVISCR<br />
EAM<br />
CF ELILCING kINNIhG TEAM COIl<br />
FbNCAMEhTALS<br />
TEAM AT TE TCF CI44<br />
PRESERVING InCVICLALISM Ch TEE R+C IEAM 1046<br />
TEAMS-<br />
UNITS, TEAMS- OR GC CRCLPS-' C546<br />
WORK<br />
TEAMWORK<br />
nE PCCERh FCRMS CF SCIENTIFIC TEAMWORK c05g<br />
TRACITIChAL<br />
DECISIOn-MAKInG, TEAM¼CRK CCMMLnICATICk C074<br />
TEAMWORK C3<br />
MAN,CEMENT FOR TEAMWORK Ih SFIFT RELATIONSHIPS. 0319<br />
TEAMWORK CCMFLTERIZATIC IhFCRVAIICh-SYSIEM C369<br />
ROLE CF VEREAL COMMUnICATIOn I tEAMWORK CgSl<br />
TEAMWORK PARIICIFATIE MANAGEMENT RESEARC 1046<br />
TECFICAL<br />
AnE TECHNICAL CCMEEtEhCE C690<br />
AEMXISIRATICN<br />
FAKE TECFnICL PAPERS PAY OFF llTl<br />
TECFnICIAn<br />
OF TEE TECEICIA lh InCbSTRIAI EkGIEERINC C470<br />
ROLE<br />
TECFnlCIAnS<br />
TBCFnICIAnS PERSEnEL C364<br />
EVALLAIICn<br />
TECFkICUE<br />
IBCFnICLE CC79<br />
GLIEELIES<br />
CECISICn TABLES tECEN[CLE FOR COCLMENIING CEnTRCL SYSTEMS C145<br />
NEW BIhCInG TECFICUE SAVES SPACE TIME ANC MOkEY 0395<br />
PERT/LEE- LIFE-CYCLE IECnlELE C59I<br />
TE CONVERCEnCE TZCHNIQUE FER PROGRAMMING RESEARCF EFFORTS CE48<br />
TFE AFPLICAIICn CF THE REPERTCRY-GRIE TEChNIQLE CE45<br />
LONG-RAnGE FCRECASIING AE PLAIC IECHICLE 1008<br />
SIMLLATIC BASIC CONCEPTS CF COMPLTER ORIENIE TECHhIQbE.'<br />
TECENICUES<br />
ANALYSIS CF JEB PERFORManCE BY SCALING TECHhILES C122<br />
THE<br />
hEW EC CEMFLIERS AFFECT ACCELTInG AnE ALCITInG IECFnICUES C276<br />
nEW IECFnICLES FOR A MANAGeMEnT YSIEM C281<br />
INTRODUCING BIAS INTEnTIOnAlLY ITC SURVEY TECHnIQLES C512<br />
FCRECASIINC IkCFnICUES C57<br />
MAACEMEnT TRInlnC IECEnICLES CSE1<br />
CF PROJECTIVE TECFIQLES TC TE ASSESSMENT CF<br />
CGNTRIBbTIEnS<br />
C720<br />
MAnCEMET-PCTEI|AL<br />
SYSlE 36 CEliaC 1ECFNILE$ C5B<br />
A STUDY CF SELECTE CPIIZn MEASLREMEI tECFNIQLES C789<br />
CIRECT InVESTMEht AC CORPORATE ACJLSTMET TECHnICLES CEEO<br />
ACAPIINC METhCES-MEASLREMEI TEChNICLES C973<br />
TECFnIQU£S FOR SSIGnMEkT CF FACILITIES TC LOCATIONS 1056<br />
ThE APLICATIEh EF OPTIMLM SEEKING TECEIGUES CF BIMLLATICn 1085<br />
TFE EMCYCLCPEEIA CF STAGING TECFIQLES 1166<br />
TECHCLCGICAL-CEnCE<br />
AMChG SLPERISERS InIECRATIZN, SATISFACtIC AE<br />
RELATIOnSFIP<br />
TECHNOLOGY<br />
TBCEnOLCCICL-ChACE C644<br />
TEChELCGY<br />
AFEAE I IFERMATIZ TECFCLCCY C172<br />
WhAT$<br />
TECHNOLOGY $E TEE IEIVIELAL C194<br />
TECFnCLECY AC MS,POWER LTILIZATIOn IN EISIR[BbTICn AGENCIES C236<br />
TECFnOLCCY IS KhECKInC AT TEE SCHCCLCLSE DCCR' C3T?<br />
APT PRZGRAM FOR ALTOMATIEN PLAnnING ANC TEChnOLOGY 0622<br />
C299<br />
C314<br />
C336<br />
1156
TECHNOLOGY (conhnued)<br />
EDbCATIEhAL 1ECEhCLDCY I FICF SCFCCLS STATLS REPORT CT53<br />
MCCERh CEMELTER TECHNOLOGY AhO MAhACERIAI PRIhCIFLES 0863<br />
TECFhOLCGY LTILIZATICN IhNCVATION 1024<br />
TECFCLCCY PCILE EIGF SFEEO LINE PRINTER lI4<br />
ITILIZATIC TECFNCLOCY TRANSFER 1182<br />
TECPhOLCCY TRANSFER 1191<br />
TECHNOLOGY-<br />
PACE CF TECFh£LOCY- ITS IMPACT CN eLSINESS OP C29<br />
TEE<br />
TECHNCLCGY-BASEC<br />
FOR TECFNCLCGY-eASEC BLSINESS C8<br />
STRATEGIES<br />
TECHNCLOCY-TRAhSFER<br />
NASA TECENELOGY-TRAkSFER C465<br />
OCLMENTS<br />
TEENAGERS<br />
FIT TEE TEEhALERS 0133<br />
WFAT<br />
TEENAGERS<br />
TELEPHONE<br />
REMETE-TEPIhAL TELEPECNE LATA-PFEE 0201<br />
ECPe<br />
SREYS TELEFFCNE 105<br />
EECT CE PRICK TELEPFDkE ACITET Ch C£PLETIE BATES L095<br />
TELEPHONE USE- KEEP TE LIKES OPEN 123<br />
TELETYPE<br />
PRCELCTS IN REV1E 0769<br />
TELETYPE<br />
TELEVISICN<br />
CF ACCLLNIIkG TEACPINC VIA TELEVISION 0229<br />
SLRVEY<br />
TENSION<br />
PAkCEPENT EF TESICN IN ORCAKIZATICN C18<br />
ThE<br />
TERMINAL<br />
EECISIO-PAKIhC TERMINAL 1093<br />
TIME-SHARING<br />
TERMINELCCY<br />
TERminOLOGY RETRIEVAL LIBRARY 1C53<br />
CCMFLTER<br />
TEST<br />
EVALTIEN TEST MNACERIL PERSONNEL INTERVIEW APTITLCE<br />
RATING<br />
PERFCRMAhCE-EVLLTIEN C082<br />
KATICNAL TYPING lEST NORMS C24<br />
TEST EVALUATES C38T<br />
TEST, CRCANIZAIICNAL MAKIkC, INFCRMATICNAL EDLCATIEN,ECISIEk 0421<br />
TRAINIG TEST PROGRAM C31<br />
TEST ETFCE C44<br />
AN EMPIRICAL TEST CF TEE ERZBER TC-FACTGR TPECRY C482<br />
TESTe SATISFACTICN JOB C482<br />
TEST SELECIEC TISFACTICk JCBt ANALYSIS C48<br />
EMPIRICAL TEST CF THE HERZBERG T&G-FACTCR THEORY C483<br />
TEST SATISFACTIEN, JEB-EVALLATIVE C498<br />
TEST MAKIC 0502<br />
TESI IhFCRMATICN C508<br />
TRAINIkC TEST FRCGRAMYEE, EATA-PRCCESSIhG AMINISIEREO C518<br />
IESl OPIIMLM CECISION-AKINC UTILITIES 0519<br />
TEST, JOE C22<br />
TRAINING, TEST, FYCFCLOCY PRCCRAM-ISTRbCTEC C524<br />
TEST SLPERISLRS AOMINISIERECw CLESTIENNAIRE C525<br />
MILLER ALCCIES IESI, A kCTE C PERMISSIVE RETESlING 0530<br />
TEST, AALYZEE RECRESSIC C530<br />
TRAINIhC, TEST CCEE C532<br />
IESI, RLLES C564<br />
TEST, PSYCFELCCICAL JES, EECISIEk C594<br />
TES MAKINC, EVLLATE 06C9<br />
TEST, ANALYSIS<br />
TEST JC CCNIRCL<br />
C321<br />
C6IO<br />
C67<br />
TESTS<br />
TESTe SELECTIE, PSYCCLCGICAL PERSCNNEL DECISIO,hALYZIG 0649<br />
TESTe SELECTIEN, ANALYSIS C650<br />
CLUSTER AALYSIS I T£SI MARKET SELECTIC C650<br />
WH[CP TEST STATISTIC -A SCRAMBLE BECK APPROACh- C664<br />
TEST SELECTIhC, PRCCRAMMEE C664<br />
TEST, JC8 ANALYZE CE67<br />
TEST CRGAhlZE FCRECASTING ANALYSIS C670<br />
TRAIN[C TEST PEACE-CCRPS C684<br />
TEST PSYCFCLCCICAL ADMIh[STEREC C718<br />
TEST PRCCRAMMERS ANALYSIS C729<br />
TEST ANALYSIS C739<br />
TEST PRECRAMS PLANNERS C778<br />
TEST SATISFACTICN, JCB CLESTIChhAIRE C785<br />
SCREEN TEST CLR CREEIT RISKS C842<br />
IESI OPTIMAL, INFCRMATIEh CChTRCL ANALYSIS 0842<br />
TEST, PSYCFCtCCISIS C854<br />
TEST AAL¥SIS 0968<br />
TEST-RETEST<br />
SELECIEC C789<br />
TEST-RETESI<br />
TESTEC<br />
PLANTS, J[B-NALYSIS, AOFIISIRAIIVE 0538<br />
TESTEE,<br />
TRAIkIkC TESTEE SELECTICN, PSYCFCLCGISIS PROCRAMS,CLNSELING<br />
TESTEE, EELCAIIEN £619<br />
TESTEC, RLLES C713<br />
TESTED SATISFACTICN JCE ANALYZEO, GUESTTCNNAIRE C726<br />
TESTEC, LLE, PCCRAINC CT34<br />
TESTIC<br />
RATIkC SCALES EMOTION C038<br />
TESTING,<br />
BASIC FALLACY IN PERSONNEL TESTING 0154<br />
TESTIC, ROLE, FLhCTICN C156<br />
TESTING, bNCER L8CR CCTRACTS AhC LAW C387<br />
TESTING, EVLLATEE C422<br />
TRAINING TESTING PLANT CCkTREL MATERIALS SUB-PRCFESSIEkAL 0470<br />
TESTINC CRCNIZTION JCE C533<br />
TESTTNC, JCE EVLLAIIGhS, AALYZEO 0590<br />
SOME CURRENT LECAL ASPECIS CF EMPlOYMEnT TESTING 0594<br />
TESTING, SATISFACTION, LLTIPLE-REGRESSICh, JOB, ANALYSES C635<br />
TESTING ATTITLLE C675<br />
TESIING PRCCRPER IhDEXINC, ECCLPEhT CChTRCL, CCEES C758<br />
STATISTICS, MEASLREMEkT, TESTING, SELECT C841<br />
TESTING PSYCECLCCICAL STATIIICS FACTCR-ANALYSIS C845<br />
TESTING, SELECTIOn, ITELLECTLAL ABILITY, LfiAOERSblE, ORIE 0666<br />
TESlING, SELECTION, RECRLITEhl, EVLLATIEN CUALIFICATIENS 0902<br />
IWC UTECRITIES FLT FSYCFCLCCICAL TESTING OK TEE CCLCF 1019<br />
GRA AREAS Ih ELACK AO WFITE TESTING I03<br />
TESTIC-<br />
CF CLLTLRAL elAS IN TESTINC- A ACTION FRCCRA 1163<br />
CChTROL<br />
TESTS<br />
SELECTICN RECRLITIKC PERSCEL JQBIhCRIT¥-CRLP<br />
TESTS<br />
CULTLRALLY-CEFRIEC COOl<br />
TESTS<br />
TESTS, RECRLIT C243<br />
TESIS AALYSIS REGRESSIC C451<br />
TESTS PRCCRAP EECISIE C476<br />
TESTS SELECTELw INFLRMATICh EVALLATICS 491<br />
0563<br />
C008
(continued)<br />
TESTS<br />
hCTE EK THE EFFECT CF PRIVACY IN TAKING TYPING TESTS<br />
A<br />
TESTS ANALYSES RECRESSION MANAGERIAL EFFECTIVEKESS<br />
ITERRATER RELIAEILITY lh SITLATICNAL TESTS<br />
TESTS, EVALLATCRS<br />
CAN CCMPLTERS WRIIE CELLECE AMISSICS IESTS<br />
TESIS, PSYCECLCCICAL, JOE<br />
TESTS, SELECT, CLESTIENhAIRE<br />
TESTS<br />
BEWARE CF TEE MLCE EMPHASIS EN IESTE<br />
LOGICAL ALLIANCE- TESTS AC INTERIEhE<br />
TEXT<br />
PRCCRM, TEXT LECTURE AS INSTRUCTIONAL MECIA<br />
BRANCHINC<br />
TEXTgC<br />
TEXT90 SYSTEM.<br />
THE<br />
THEORY<br />
TRAEITICNAL CRGAKIZATIC TEEORY CCKFLICI WITH THEORY<br />
DOES<br />
CES TRAITICNAL CRGAKIZTIC THEORY CONFLICT WITH TEECRY<br />
THEORY CF COST-EFFECTIVEnESS FOR MILITARY SYSTEMS AALYSIS<br />
THE EMERCECE CF MANAGEMENT IHEORY Z, PART ChE<br />
THECRY ANE PRACTICE CF PERFERMACE AFPRAISAL<br />
THE SES CF TEECRY I TEE SIMbLAIIC F LREAN PHENOMENA<br />
FROM BOCKKEEPIC TC ECISION TEECRY<br />
TPECRY IN THE WCPLC CF REALITY<br />
AN EMPIRICAL TEST CF THE FERBER TWO-FACTOR THEORY<br />
EMPIRICAL TEST CF 1HE HERZBERG TWO-FACTOR TFECRY<br />
SEMANTIC OIFFEREhTIAL SLPERS VOCATIONAL AJOSTMET THEORY<br />
PRECICTIG CRCANIZATICN EFFECTIVBhEES WIIH LEADERSHIP THEORY<br />
DECISION TEECRY AKE FIRANCIAL MAAGEEI.'<br />
ATTITUCE TCWARC MANACEMEhT THEORY AS FACTOR IK MAhAGERS<br />
bSIG DECISICh THEORY IN VALL ANALYSIS SIUIES<br />
THECRY-<br />
ERZEERC TFELRY- CRIIICE ANG REFLRMGLATICN<br />
THE<br />
ThERAPLTIC<br />
CRCAIZATIC CCOLCT IN THERAPLTIC MILIEAb<br />
COMVLICATIE<br />
THIRIG<br />
SCIENCE--ITS IMPACT Ch MNAGEMENT THINKING<br />
MANaGEMEnT<br />
TFIRC<br />
1HIR CEERAIICN<br />
THE<br />
TIRO GENERATION PERT/LEE<br />
THCOGETS<br />
TFCUCFTS CN ITERNAL CCTRCL SSTEMS OF THE FIR<br />
SOME<br />
TIME<br />
THE EAIIEE ACAINST TIME<br />
WIINC<br />
UFLICATCRS SAVE CCMFLTER TIME<br />
MEg BINDING IECFNIQUE SAVES SPACE TIME AND MONEY<br />
A CCMPbTER PRCGRAM FOR TIME SIOOY AALYSIS<br />
ACTIVITY SAFLINC WITH APPLICATICNS T0 lIME STANDAR ESTIMATION<br />
PARTICIPATIVE MANACEMENTe TIME FCR SECOND LCOK<br />
TE PRIORITY PRCeLEM AC CCPPLTER TIME SEARINGo<br />
A PRACTICAL EECK AT Oh-LINE TIME SFARINC.<br />
WANTE-EXECLTIVE TIME POWER<br />
FIVE WAYS TC MANAGE YOUR CFFICE lIME<br />
IIE-<br />
MORE TIME- HCh DC YCU MOTIVATE EMPLOYEES<br />
ONE<br />
TIMB-CFF<br />
PREFERENCES AMCNG TIE-EFF BENEFIIS A PAY<br />
WORKER<br />
IIME-SHARIhG<br />
SCPE PRCDLEMS POTETIALITIES AhD MPLICATIC<br />
TIME-SFARINC<br />
C522 TIME-SHARIC CCMPLTER IN ELEINEKS FLANKIhG ANC BLOCETING<br />
C638 TIME-SARINC SEMINAR IK ERII<br />
C682 TIME-SPINC EECISION-MAKINC TERMINAL<br />
TIME-STbOIES<br />
0682<br />
TIME-STUEIES<br />
C718<br />
TIMESTLOY<br />
WCRK MEASLREPET TIMESILCY<br />
C763<br />
TIVIC<br />
oe55<br />
LEE CF MODELS IN VARKETING TIMIC DECISIONS<br />
THE<br />
1026<br />
TOO<br />
TCC MAY MAKACEMENT LEVELS<br />
llOl<br />
1108 ELF PERSEEL SFCLLD IMPROVE COMLKICATICN TOO<br />
BEWARE CF TOE MLCF EMPHASIS IN TESIS<br />
SYSTEMS- TCC MLEE TZ SOCK<br />
C432 SYSIEMS- TCC MLCh TOO SOCK<br />
TEEL<br />
ESSENTIAL TCCL I A TOTAL SYSTEM<br />
C018<br />
C018 EFFECTIVE CISCIFLINE CSIIIE PREFIT TCCL<br />
CI60 PERIEIC OPERATIONS ALDIT- MAKACEMEkT 1COL<br />
0216 VALLE AKAL¥SIS KEW TOOL FOR COST CCNTBEL<br />
C274 EMPtCYEE REFERRALS, PRIME 1EEL FEB RECRLITIKG WORKERS<br />
0397 TECFhOLCCICAL FCRECASIINC MANACEMEKT TCL<br />
0464 NEW SALES MANACEPEKT TOOL REAM<br />
C476 EPERATICKS RESEARCh AE A TCCL FEB CECISICK-MAKINC<br />
C482 SOCICMETRY--A TCCL OF LEAEERSFIP AWE CLICHE IDENTIFICATION<br />
TCELS<br />
C483<br />
FOR RE EAtLATICN<br />
TELLS<br />
C498<br />
TEP-LEVEL<br />
RESOLVIkC TCF-LEVEt PAKACERIAL ISACREEMENTS<br />
0527<br />
0881 CCMFLTERS IK TCF-LEVEL ECISICK MAKIKG<br />
TOTAL<br />
0909<br />
FACTOR IK ICTAL CUALIIY CONTROL<br />
HbMAK<br />
I08g<br />
ESSENTIAL TCCL IN TOTAL SYSTEM<br />
C785 TOTAL IKFERMTIEK SYSTEM<br />
CC14<br />
LECIC CEARTIKC ThE TOTAL SYSTEM<br />
TRENE- TOTAL APPROACM TC MEASLRING PLRCHASE PERFORMANCE<br />
C051 EVALLAIIE EF IETAL SLRVEY<br />
0542<br />
FEDERAL CRAIS ECCURAGE RECINAL CENIERS TOTAL SYSTEMS<br />
TCTA-<br />
PROJECT TGIAL- ASlER PLA T CLT COSTS<br />
0806<br />
CCI6<br />
TEbCF-TONE<br />
TCLCH-TChE<br />
TRAOIITNAL<br />
CES TRADITIEAL CRGANIZATIE IHECR CONFLICT WII IFEORY<br />
C269<br />
030 TRAITIEhAL ANC MODERN FORMS OF SCIENTIFIC TEAMWORK<br />
0395 EFFECTIVENESS CF TRAITICNAt STANEAR COST VARIAGE MODEL<br />
TRAI<br />
CS88<br />
OWN CCLLECE PAY TRAI YODR DISIRIBLICRS<br />
YOLR<br />
C593<br />
0667<br />
888<br />
0957<br />
0981<br />
1012<br />
1013<br />
C786<br />
0217<br />
76<br />
THE EEE TE TRAI ANC RE-ELCATE<br />
COMNLICATE TRAIh CHANCE ATTITUCE<br />
TRAIhEO<br />
IO TAP TEE FEEL CF U TRAIEO FOREIGN STb£ENTS<br />
HOW<br />
ROLE-PLAY BLYER MLST 81 TRAIEO<br />
TRAINING<br />
PRCCRAMMERS, COMPLIERIZATICN<br />
TRAIIMC,<br />
TRAIIC, SELECTICN PERFCRMhCE EVAtUAIION<br />
ObLATIOn, LEARNIC, IRAINIG RESEARCH-LIILIZATICN<br />
SELECTIOn, RBCRLITMENT TRAIING<br />
ORGAIZAIIC ARE 7E TRAINING OF THE CCkTRELLERS STAFF<br />
TRAIINC, STAFF-OEVELOPMET<br />
TRAINING<br />
CETI<br />
C922<br />
1093<br />
1203<br />
1074<br />
811<br />
C2C5<br />
C2BO<br />
llOl<br />
1122<br />
llz2<br />
C2C6<br />
C210<br />
C351<br />
O381<br />
C435<br />
C742<br />
C750<br />
C956<br />
IC22<br />
ClC9<br />
CT49<br />
C206<br />
C249<br />
026<br />
02<br />
C788<br />
1183<br />
C668<br />
C201<br />
C018<br />
C059<br />
C826<br />
0601<br />
0979<br />
1193<br />
0816<br />
1082<br />
C003<br />
COIl<br />
C020<br />
C053<br />
CC63<br />
CCE3
TRAINING (cnhnued)<br />
TRAINING SELECTIC C064<br />
ELCATIC, TRA[IC<br />
PLBLIC-RELATICNS, MOVIESp TRAINING COgS<br />
TRAINING, ERCCRAPMINC, CAIA-PRCCESSING, EOP C104<br />
TRAINING, PRCMCTIC, SLPERISCRS C151<br />
TRAININC, ECbCATICN, MINCRITY-GRCLP C153<br />
TRAININC, ECLCTICh C155<br />
TEE SLCCESSFLL IRAININC CF MANAGEmEnT IALEkT 0169<br />
ROLE, FUNCTIOn, LEADERSHIP-STYLE, TRAINING C173<br />
TRA[NINC, ELLCATICh C175<br />
TRAINING<br />
IRAINIhC, ELCATIChAL CIBO<br />
LEAEERSFIP IRAIhlhC IN AFRICA CI81<br />
TRAINING<br />
IR[hIhC, ECLCATICh<br />
PEW T GET STARTEC Oh SUPERVISCRY RA[NIG Cig7<br />
TRAINING C204<br />
TRAINING, SLEERISCRS C210<br />
TRAIINC MANAGERS TO MAKE CECISIChS TEE IN-BASKET METhCD C21<br />
TRAINING 0219<br />
TRAININC, SLERVISIOh, CLERICAL 0227<br />
IRAIhlhC, [hhCVATIVE-OEPAVICR, ECUCATICh C231<br />
TRAINING, ECISICh-VAKINC C232<br />
TRAINING, RECRLITIhG C267<br />
TRAINING, EVLLT[G, CRIE1TIC C268<br />
EFFECTIVE TRAIkIhC PRCCRAMS FOR CLLLEGE CRAELATES 2E8<br />
CPERATIChS-RESEARCFs TRAINING, TEACHING, ECCATIEh 029<br />
TRAIhINC SLFERSER<br />
MAXIMIZING CCMFhY RRCFIIS FROM TRAINING PRCGRAM C324<br />
TRAINZNC C6<br />
TRAIIhG CChFICEhCE EFFICIENCY C360<br />
TRAINING C366<br />
TRAIIhC, ELCAIICN<br />
LEAERSFIP TRAINING, BACK TE TE CLASSRCCM C86<br />
TRAIIhC ACCCLTIhC RERSZhEL FCR EE SYSIEMS C99<br />
TRAIhINC, EECATILNAL, CATA-FRCCESSIhG C402<br />
TRAINIhC PROGRAMS C13<br />
SIMLLATIChS NC TRAINING PRCCRAFS<br />
TRAINING, CRCANIZATIChS C14<br />
TRAINIhC PRCCRA EVALbTICh C16<br />
TRAIkIkG PRCCRAMS, UCATICh ANALYSIS<br />
TRAIhIhC TESle ERCGRAM C1<br />
TRAIkINGe PRCCRAM, PERSGNNFL CRCANIZATICN ANALYSIS<br />
TRAINIhG PRCCRAM C57<br />
TRAINIhC PRCCRAM C462<br />
TRAIhINC TESTING PLANT CCkTRCL MATERIALS SUB-PRFESSIChAL C470<br />
TRAINING, CChTRCLLERS C48g<br />
TRAIhINC SATISFACTICN PERCNNEL, ECLCATION C515<br />
TRAININGe TEST, PRCGRAMMEO £ATA-PRCCESSINGt ADMIhISTERC C518<br />
CCMFLTER-ASSISIEE INSTRCIIZ Ih IhCLSIRIAL TRAINING C518<br />
IN-SERVICE TRAINING C521<br />
TRAINING, TEST, FSYCPCLCCY, PROGRAM-INSIRCTEE<br />
CI79<br />
C191<br />
77<br />
TRAINING-<br />
LEVEL CF ASFIRAIICh AS A TRAINIhC PRCCE£LRE C532<br />
TRAINING, TEST, CCCE C532<br />
TRAINING, INFCRMATIOk C545<br />
TRAIhINC, SELECTIhC, PROGRAMS, PLANNED, JCB, INFCRMATION C561<br />
MANAGEMENT TRAIhlhC ICFhICLES C561<br />
TRAIhIC, TESTEC, SELECTICk, PSYCPOLCCISIS, PROCRAMSCLkSELIG<br />
SENSITIVITY IRAINIhG, SOME CRIIICAL CUESIIONS C570<br />
TRAININC, MKIhC, JOB EVALLATE, CECISICh, T-GRELR C570<br />
TRAINIhG PRCCRAM, CChTRCLS 0601<br />
TRAIIhC C6C2<br />
SKILL-ELEMENT APFRCACP TC JCB TRAINING LNER LhCERTAINTY C6C6<br />
IRAIhlhG PRCCRAMS JOB FCRECSI bNSKILLEC WORKERS C606<br />
TRAININC PRCCRAPMED C607<br />
STEPS TEWARC PRCFESSICNALIZIICh CF TRAINING CIRECTCRS C607<br />
TRAIhINC EELCAIIChAL CE57<br />
TRAIhIhG PRCGRAP, MANPOWER, CChTRCL, ANALYSIS C663<br />
TRAIhlKC, PERSChEL, EUCATICN C676<br />
SELECIIC, RECRLIIFNI, MLLTIPLE-RECRESSIONOB, 06?7<br />
SUFERVISCRY,<br />
TRAINING<br />
TRAIhIkC TEST PEACE-CERES C684<br />
TRAIhINC, RECRLII, PRCGRAPMER, EERSChEL, HAhCICAFPEC C697<br />
TRAIhIhG, SELECT, PERSCkhEL, IhFCRMATICh ELCATIEN C698<br />
TRAINING, RECRLIIIG, PERSChEL C705<br />
TRAIIG, PRCCRAM, ECbCAT[ChAL G709<br />
TRAIINC, SELECTIAC PRCCRAM, PERSCNEL, MANPCkER,VALLATION, C?30<br />
RLLE, ERCAhIZATIChAL MAKINC, JCB, DECXSIC,CDIFICATICN<br />
TRAINING,<br />
C736<br />
hEW APFRCACP TC EMFLCYEE TRAIhIhG C746<br />
TRAIING PRCGRAPMED C746<br />
TRAIhlhG, PRCCRAM, EVALUATEE C750<br />
TRAIINC, JOE, ECLCAIE, ACMIhISTRAIIE C761<br />
TRAINING, PROGRAMMED 0770<br />
TRAIIKG S6PERVISCRY PROGRAMS PERSChhEL FANPCWER EELCATE CT74<br />
TRAIhINC SELECIEE, PRCGRAM, EVALLAIE CCNTRCL C783<br />
IMPRCVIhG IhSPECTCR PERFCRMAhCF WITP TRAINING ANC VISLAL AID 0783<br />
TRAIhINC, CCCIhC, FILING, CLERICAL 0923<br />
TRAINING, CCPMLhICATIEN C932<br />
REMOTE IhCUSIRIAL TRAIhlhC VIA CEMPLTER-ASSISTEE INSTRbCTIOh 060<br />
TRA[hINC, PRCCRAM PERSONNEL, EALLA1[NC CCTRCL cg73<br />
TRAIhlhC PREGRAMSt PANPCWER, EVALLATICh ANALYSES,CPIISTRATICh<br />
A CRIIICLE CF CCST-BENEFIT AALYSES CF TRAINING<br />
C CQMMIITEE Oh STAIIIICAL IRAIIhG<br />
CASE-METPC TRAINING<br />
TRAINING<br />
LIVERSIIY CCPERATICN lh PRCFESSIONAL TRAINING FCR<br />
STAIE<br />
THE CASE EF TEXAS<br />
PUBLIC-SERVICE---<br />
SEhSITIVIIY TRAIhlhG<br />
IS IIS AY kAY IC EVALUATE TRAINING ACTIVITY<br />
TRAINING AlES SPEEC TEE MESSAGE<br />
Ch-TPE-JCB TRAINIkC ANO ACJLSTMET IC TECHNCLCGICAL CFANCE<br />
TRAINIhG-<br />
RELATIChS LABORATCRY IRAIklkG- TPREE GLESTICNS<br />
PMAN<br />
TRAINING- hEAT YLL Ch DL<br />
C563<br />
0g84<br />
0984<br />
IC33<br />
1081<br />
1082<br />
1088<br />
1161<br />
1167<br />
1168<br />
1176<br />
1207<br />
C14<br />
]177
TRAINNEESHIP<br />
TRAINNOESH[P<br />
IN-SERVICE WCRK-STLCY C528<br />
TRaINNEESHIP<br />
TRAITS<br />
ATTITUDES IN NANAGEMENT--VI PERCEPTIONS GF THE IMPORTANCE CF<br />
dOB<br />
PERSCNALITY TRAITS S FUNCTION OF LINE VERSLS SIAFF TYPE<br />
CERTAIN<br />
C166<br />
JOE<br />
SELF-PERCEIVED PERSDNLITY TRAITS JOE ATTITLDES 0954<br />
TRANSFER<br />
IRANSFER RELATIC TC FERCNALITY CHARACTERISTICS C501<br />
LNIVERSITY<br />
bTILIZATICN TECHNCLOCY TRANSFER 1182<br />
TECFNEL[CY TRANSFER 1191<br />
TRANSLATION<br />
EY XACT<br />
TRANSLATION<br />
TRAVEL<br />
CRCLF TRAVEL BY KEY PERSONNEL C30I<br />
RSTRICTIhC<br />
WIVES- THE BIC MOTIVATORS IN INCENTIVE TRAVEL PRCGRARS 104I<br />
TRAVELLINC<br />
METVCE FOR RESELVING TRAVELLING SALESMAN PROBLEM<br />
hCN-CCMPLTER<br />
TREATMENT<br />
AIDS TC CLINICAL TREATMENT EVALLATIDN<br />
CCRFLTER<br />
CANGES IN TEE COSTS CF TREATMENT CF SELECTED ILLNESSES 1069<br />
TREND-<br />
TOTal APPROACH TC MEASURING PLRCHASE PERFORMANCE.' 0342<br />
TREND-<br />
IRENCS<br />
TRENDS IN WADE AND SALARY A£MINISTRATIEN C010<br />
OMINOUS<br />
CURRENT TRENDS RELATING IC ACADEMIC PERSENNEL POLICIES C097<br />
TRENDS IN ALITINC MANAGENENI PLANS AND RERATICNS C716<br />
JCBLEES TRENDS IN 20 LARCE METRCFCLIIAN AREAS liT?<br />
TRENDS IN MANPOWER MNAGDMET RESEARCH 1189<br />
TRUISmS-<br />
KNOWN FILING IRUISM$- NC WHY THEY ARE TRUE 1054<br />
BEST<br />
IUITICN<br />
CF TLITICN PAYMENT ND INVOLVEMENT OH BENEFII FROM A<br />
EFFECTS<br />
MANGEMENT-CEVELCPMENT PRECRAM C528<br />
TURNOVER<br />
TLRflCVER DATA TC IPFCRVE WAGE SLREYS C52<br />
UING<br />
CAREER-EVELCPMEhT PERSONNEL TURNQVER 1068<br />
EEFECT CF CHANGES IN JOB SAIISFACTICN CN EMPLOYEE TURNOVER<br />
IRE-FACTOR<br />
EMPIRICAL TESI CF THE EERZBER TW[-FACIOR THEORY C482<br />
AM<br />
EMPIRICAL TEST CF THE HERZBERG TWO-FACTOR THEORY 0483<br />
LIMIIATICNS OF ICE TR-FACTCR HYPOIHESIS OF JOB SAIISFACTIEN 0680<br />
TYPE<br />
ATITCDE$ IN MANAGEMENT--VI PERCEPTIONS CF THE IMPORTANCE OF<br />
JOB<br />
PERSONALITY TRAITS $ FUNCTION OF LINE VERTLS STAFF TYPE<br />
CERTAIN<br />
C166<br />
JOB-<br />
PERCEIVED VALUE CF JOB TYPE CCMPANY SIZE. LOCATION 0531<br />
TYPESCRIPT<br />
TVPESCRIPT 0759<br />
UESTIONNAIRE<br />
TYPESETIER<br />
1135<br />
TYPESETTER<br />
TYPING<br />
TYPING TEST NDRPS C254<br />
NTICNAL<br />
METE CN THE EFFECT F PRIACY IN TAKINC TYPING TESTS 0522<br />
MANPOWER CLERICAL TYPING AUTO-TYPING 0620<br />
TYPING RDER-FERMS CPCO<br />
CLERICAL FILING TYPINC DICTATING 1091<br />
TYPLCGIES<br />
THE STUDY CF CCNSLMER TYPCLDGIES. 1121<br />
N<br />
UNCERIAINTY<br />
THE CANGER$ OF UNCERTAINTY. 0574<br />
LESSENING<br />
A SKILL-ELEMENT APPROACH TD JOB TRAININC LNDER UNCERTAINTY 0606<br />
REFERENCS AMCNC INORMATIEN SCLRCES UNEER UNCERTAINTY IDA5<br />
UNDREMPLCYMENT<br />
CRKERS AND UNCREPLCYPENT. C982<br />
SHORT<br />
1057<br />
78<br />
URBAN<br />
UNEMPLOYED LhCEREVPLOYMENT EMPLCYVENT 1188<br />
NCERCRACLTE<br />
INSURANCE IN THE LNCERGRAELATE CLRRICLLUM C327<br />
SOCIAL<br />
LNERCRALATES<br />
CCMMITTEE RECCMMENDS CCMPUTINC FOR UNCERGRAUATES C709<br />
PRESIDENTS<br />
UNCERSTANCINC<br />
FRCJECT ALTECRITY cg80<br />
UNCERSTANCIC<br />
UCERLTILIZATIZN<br />
EVALUATION, EFFICIENTLY, CLERICAL-TASKS C098<br />
UNCERUTILIZIICN,<br />
UNEMFLCYAELES<br />
AND TEE UNEMPLCYABLES C17S<br />
UNEMPLOYMENT<br />
NEMPLCYEC<br />
LREAN HRC-CCRE LNEMFLEYEC 1113<br />
INNER-CITIES<br />
UREAN HARE-CORE LNEMPLGYE CLACK I164<br />
UNEMPLOYED LN{EREMPLDYMENT EMPLOYMENT 1188<br />
UNEMPLOYMENT<br />
LNEMFLOYPEN1 C133<br />
UhSKILLEC-WCRK,<br />
UNEMPLOYMENT AND THE LNEPPLCYABLES C175<br />
UNEMFLEYMENT C185<br />
MINERITIES, LNEMFLCYMENT, CLERICAL C233<br />
CATA-PRCCESSINC LNEMPLCYMENT C297<br />
MANFCWER LNERPLCYflENT C58<br />
LEND-TERM LhEMFLCYMENT AND FLBLIC POLICY 0894<br />
UNEMPLOYMENT IN 15 METRCFCLITAN AREAS 1040<br />
EMPLOYMENT LhEMFLCYMENT STATISIICS PAIL SLRVEY 1077<br />
NONWHITE GNEMPLCYMENT RATE 1117<br />
UEQbAL<br />
CLTTIkC SCCRES FOR EISCRIINAIIEN OF LNECLAL CROUPS 051g<br />
CPTINUM<br />
UNIFORMITY<br />
IN CCCLNIING C805<br />
LIFCRMITY<br />
UNION<br />
APATHY CF LNICN MEMBERS C093<br />
SURFACE<br />
UNITS<br />
UNITS, TEAMS- CR C CRCLPS-' C56<br />
WORK<br />
UNIVERSITIES<br />
FCLICY, UIVERSITIES C097<br />
PRCMCTICN,<br />
WORK STLCY FRCCRAMS IN CELLECES ANt INIERSITIES I018<br />
UNIVERSIIY<br />
OF LNIVERSITY SPCNSCREE EXECLTIVE CEELCPMENT PROGRAMS CCg4<br />
COST<br />
THE TWENTY-FIRST CENTIRY Ibis LNIVERSII AND COD-LEGS C427<br />
UNIVERSITY TRANSFER RELATIC TC PERSONALITY CHARACTERISIICS C5I<br />
CEMPLTERS AND LNIVERITY A£INISTRAIICN CAT?<br />
N PRESTIGE AN ICYALIY CF INIVERSITY FACULTY C958<br />
TPE ROLE CF TEE LNIVERSIIY I BLSINESS RESEARCH 1143<br />
LhIVERSITY COOPERATION IN PROFESSIONAL TRAINING FOR<br />
STATE<br />
THE CASE CF TEXAS I161<br />
PUBLIC-SERVICE---<br />
UNPRCCRAMME<br />
CECIION-MAKIC I017<br />
UNPRCGRAPMEC<br />
UNSKILLE<br />
CF METIVATION I NSKILLED kCRK GROLPS 0367<br />
MAINSPRINGS<br />
TRAINING PROGRAMS JOE FORECAST UNSKILLE WRKERS 0606<br />
UNSKILLEC-LAECR<br />
1111<br />
bNSNILLEC-LAECR<br />
UNSKILLED-WORK<br />
LNEMFLOYMEN1 013<br />
UNSKILLED-WORK,<br />
UP-TICET<br />
IN SOFTWARE. 1201<br />
UP-TIGHT<br />
UPCATEg<br />
ASSIVILAIIN FROM UPDATED DISPLAYS C523<br />
INFERMAIICN<br />
URBAN<br />
EVALLATE, LRE CC26<br />
SATISFACIICN<br />
URBAN, RLRAL 018<br />
THE USES EF THEORY IN THE SIMLLAIICN CF LRBAN PHENOMENA C397
(conhnued)<br />
URBAN<br />
C RENEWAL C39E<br />
ETREPREhELRS<br />
LRBN CTA PROCESSING 07gE<br />
POINTS IN TFE PETECCELGCY CF bReAN FCPLATICN DISTR[LTICNS I05E<br />
IER-C[TIES LREA aRO-CCRE LNEMPLCYEC 111<br />
RURAL TC URBAN IRANSZTIOh<br />
MINORITY BLACK RACIAL bRBh I15<br />
URBAN FARO-CORE LhEMFLOYEC ELACK IIE<br />
URBAN-RENEWAL<br />
USASCII<br />
kEATS II ALL ABCLT CTC(<br />
USASCI[,<br />
USE<br />
USE OF STATISIICAL SAMPL[kC BY INTERNAL AUDITORS CO3(<br />
IFE<br />
MAKING BETTER LSE CF TEE hEN-CONFORMIST C156<br />
TEE LSE CF ACCCLNTINC PRICES IN FLAhhlhG 0188<br />
EXPAhCEC USE CE IFE EXIT INTERVIEW C272i<br />
TFE LSE CF SIMLLATIOh AS FECACLCICAL C%ICE C2SS<br />
WhAT ONE SLRVEY SPEWS ABOUT CCMPLTER USE<br />
FCW TC USE RCLTIhE CCCASIC TC IILD COMMUNITY CCCCWILL CA30<br />
TEE EFFICIEhl LSE LF AN IMPERFECT FORECAST 0490<br />
USE CF SIAhCARC EIRECT COSTING C551<br />
USE CF CFM i SYSTEMS INSTALLATIONS C686<br />
TEE LSE CF MCCELS IN MARKETING TIMING DECISIONS ¢811<br />
USE CF SENSITIVITY ANALYSIS IN CAPIIAL BLDGETINC C838<br />
TEE USE CF CELLRS TO IMPROVE CPERATINC EFFICIENCY C23<br />
TE LSE CF SLBCRCIATE PARTICIPATIC IN EECISICN-MAKIhC OgBT<br />
ARFRAISIhC RETAILERS USE CF TEE PCLYCRAPF I08<br />
HOW TO RATE YCLR EMPLLYEES- SEVEN SSTEMS MOST FIRMS LSE<br />
MAKING TFE BEST USE CF R÷C PhPCER I142<br />
TEE LSE CF CRCER STATISTICS lh ESTIMATION I154<br />
EW TD USE MIXEE MEDIA lh EFIBI3S I169<br />
USER<br />
ORIENTEC COMPUTER SYSTEMS 0084<br />
USER<br />
PERFETUAL LSER SILEIES C425<br />
USIhC DECISION STRUCTURE TABLES C039<br />
USING COMPUTER TC SIMULATE A CCMPLTER 0203<br />
USING PERT lh MARKETING RESEARCF C340<br />
MRE EFFECTIVE MARKETING RESEARCE LSINC CMINISTRAIIE PROCESS<br />
PROFIT PLAhhlhC LSING FORECSI SChEdULES C548<br />
USIhC TLRhCER EATA TC IMMERSE WAGE SLREYS C552<br />
MNIMUM-CCST CEECKING US[C IMPERFECT INFORMATION CEO<br />
SALES FLANhlhC AhC CONTROL USING ABSORBING MARKCV CFAIS CE37<br />
USIhC FCLSE ORGANS TE REACF SPECIALIZE£ MARKET C701<br />
USING SLICES EFFECTIVELY C715<br />
USIhC VIDEOTAPE FOR PROMOTION CO0<br />
USINC TEE SERVICES OF PROFESSIONAL SOCIETIES<br />
USING CECSICh TFEERY IN VtLE ANALYSIS SILCIES IC89<br />
POLICY FOR bSIC RESEARCF RESULTS II82<br />
UTILITIES<br />
INFCRMATIC UTILITIES CIC3<br />
TFE<br />
TES1 DPTILM CECIION-AKIhC LTILITIES 0519<br />
UTILITY<br />
AhC TFE LTIIITY CF MULTIPLE RECRESSIC C621<br />
ITERCEBRELAIICh<br />
O5I<br />
79<br />
A UTILITY FLhCTICh OEIEO FRGM SLRVIVAL GAME<br />
VOCATION<br />
UTILIZATION<br />
LTILZATIEN AND CISSEMIhATICN CI06<br />
RESEARCF<br />
TECPhOLOCY hC MANPOWER IIIIIZATION IN £1STRBTION AGENCIES<br />
TECFhCLCCY LTILIZATICh IhCATIOh I024<br />
RESEARCF LTILIZAIICN PRESETTIOh I171<br />
LTILIZATIC TEChCLOCY TRANSFER II82<br />
UTILIZATIC-RESEARCF<br />
R-*-£ UIILIZATICN-RESEARCF C3OO<br />
EVALLATICh,<br />
VALIEATIC<br />
VALI[ATICh CF INIERVIE-TYPE CAIA<br />
TPE<br />
VALICAIICh CF MLLTIPLE-ASSESSMENI PROCEOURE COB2<br />
VALICITY<br />
OF AREAS ANC PETFCC CF RATING JOB SATISFACTION 0119<br />
VALICITY<br />
SELECTION, VALIEITY<br />
VALICITY CF TFE JOE-CONCEPT INTERVIEW Ih AN INDUSTRIAl SETTING<br />
VALLATION<br />
SELECTIhG, PRCCRAM, PERSChhEL PAhPCERVALLATION, C730<br />
TRAIh[hGt<br />
VALLE<br />
VALUE, RISK, GOALS 0279<br />
COST,<br />
VALLE AhALYSS hEW TDCL FCR CCST CCTGL C381<br />
VALLE ANALYSIS<br />
PRECICTIVE VALLE CF SVIB PRIMARY AC REJECT PATTERNS C484<br />
PERCEIVEC VALUE CF JOB TYPE CLMPAhY SIZE LOCATION C531<br />
USING ECISICh IFECRY IN VALLE ANALYSIS SIUCIES 1089<br />
TE SUCCESS STZRY CF VALLE AhALYSIS VALLE EGIhEERIC 1119<br />
TFE SLCCESS STCR LF ALLE ALYSIS VALLE EhGIEERINC 1119<br />
VALLES<br />
AhC BEFAICR Ih ECLeCtIC EVELCPMT G167<br />
VALLES<br />
RELATIONSFIF BETWEEN FAMILY EACKCRCLhDS AN WORK VALLES. C784<br />
VARIAELE<br />
ARIABLE IM OCIICNAL CFCICE C5C2<br />
SELF-ESTEEM<br />
CETERMIMATICh CF MANPOWER RECIREMEhlS I VARIABLE ACTIVITIES<br />
VARIABLES<br />
CF MCCERATR VARIABLES Q3B<br />
CEVELDPMEhT<br />
VARIABLE<br />
BLRCEh VARIABLE FOR PROFIT PLAShinG AC CChIROL CC47<br />
AALYZIC<br />
EFFECTIVENESS CF IRA£ITICNAL STAhOARC COST VARIAhCE MCEL 0826<br />
VECCR<br />
RECCRCS KEEP FACTS C FILE C827<br />
VENEER<br />
VENTURE<br />
VENTURE MAhACEMEhT lh LARGE COMPANY C?lO<br />
hEW<br />
VERBAL<br />
OF VERBAL CCMMUhICATIC IN TEAMWORKo 0951<br />
ROLE<br />
VERT<br />
CEVELCFMENI THRCLCF VERT C366<br />
PERSONNEL<br />
VICECFILE<br />
VICECFILE SYSIEM 0899<br />
TEE<br />
VIDEOTAPE<br />
VICECTAPE FOR FRCMCTICh<br />
LSIhC<br />
BLACKBOARCS VILECTAPE FORTE 1176<br />
VISUAL<br />
[h AUTOMATE[ PRCCLREMEhT- VISUAL CATA-PROCESSIG C378<br />
NEXT<br />
[MPRCVIhC INSPECTOR PERFORMANCE W[TF TRAINING AhC VISbAL AID C783<br />
VISLAL OISPLY SYSIEMS MANAGEMENT PRCBLEM SCLVIC 1093<br />
VISUALLY<br />
SOURCE CF FRCGRAMMEgS<br />
hEW<br />
VCCABLLARY<br />
CONTROL IN AUTOMATIC INDEXING C086<br />
VOCABULARY<br />
VCCAIIEh<br />
CIFER SEMANTIC CChCEFTS RELATED TC CFOICE CF VOCATION C971<br />
SELF<br />
0721<br />
C760
VOGATIONAL<br />
VOCATIONAL<br />
CF VCCATIENAL INTERESTS AT TWO LEVELS CF MARAbEPEhT C121<br />
ANALYSIS<br />
SEMANTIC CIFFERE&TIAL SLPERS VCCAIIONAL ACJbSIMENT THEORY 0498<br />
SBLF-ESTEEW VARIABLE IN VOCATIONAL CFCICE 0502<br />
VOCATIONAL INTERESTS EF CCMFLTER PRCCRAPMERS C636<br />
VOCATIONAL INTERESTS AND ACCICENT PRONENESS C719<br />
SIUOY CF SCPE PSYCHOLOGICAL, VCCATICNAL INIEREST ANC<br />
A<br />
AS PRECICTCRS EF SLCCESS C722<br />
MENIAL-ABILIIY-VAWIALES<br />
HERECITARY INFLLENCES ON VOCATIONAL PREFERENCES C961<br />
MINNESOTA VCCATICNAL INTEREST INVENTORY 0961<br />
IMPLICATIONS OF 1WO VIEWS CF VOCATILNAL GblDANCE 1205<br />
IPE RECISION IC INVE$I IN VCCATICNAL ECLCATICN AN ANALYSIS 1206<br />
VELNIARY<br />
CF VELLNTARy WELFARE AGENCIES C019<br />
MANAGEMENT<br />
V£LLMTARY BLECEI ]132<br />
WAGE<br />
TRENDS I kACE AD SALARY ADMINISTRAIIO C010<br />
OMINOUS<br />
WAGE ADMINISTRATION AND JOB RATE RANGES 0136<br />
USING TbRNGVER DATA TC IPPERVE WAGE SLREYS C52<br />
DISCRIMINATIE CCCLPATICNAL WAGE DIFFERENCES 1111<br />
LEARNING CURVE WAGE INCENTIVES 1203<br />
WAGES<br />
AND FRICES BY FQRMLLA C905<br />
WAGES<br />
RACIAL EIFFEREhCES IN JC SERCP WACE 1164<br />
WASTER<br />
BRAIN tOWER.' C08<br />
WA$IEC<br />
WASCING<br />
ARE WASTING CLR MANAGEMENT RESOURCES C436<br />
WE<br />
WATCHES<br />
SAMPLIhC- STOP WATCPES BEWARE 1074<br />
RbYTH<br />
WATER<br />
GCALS ANE CRGAN[ZATICN CF DECISIEN-MAKING FER TPE ALL,C918<br />
WELFARE<br />
WATER RESCbRCES<br />
WEIHIING<br />
CCMPCNENTS OF JCB SATISFACTICN 0643:<br />
WEICHTINC<br />
WELFARE<br />
CF VCLLNTARY WELFARE AGENCIES C09<br />
MANAGEMENT<br />
WELFAREe LREAh-RENEWAL 0215<br />
ORALS AND CRGANIZATIEN CF DECISIEN-MAKING FOR THE WELFARE ALLICPt81<br />
RESLURDES<br />
WATER<br />
WELFARE PAYMENTS AND WORK IRCBNTIVE SOME DETERMINANTS 1209<br />
WHITE<br />
AREAS IN CLACK AND WHITE TESTING 1034<br />
GRAY<br />
WIDGEIS<br />
FCR WIDCETS. 099q<br />
A&YCNE<br />
WINLCSE<br />
WIN-LSE CCMFLEX.= 087<br />
THE<br />
WINE<br />
EXECLTIVE WIRE QbIZ 1130<br />
TFE<br />
CCLPATIENAL ¥CEILITY WITPIh TPE FIRM C590<br />
CSSEMIhATINC INFORMATION WITFI CEMPAhYo' 1149<br />
WIVES-<br />
TFE BIG MOTIVATORS I INCENTIVE IRAVEL PROGRAMS I01<br />
WIVES-<br />
WCPAN<br />
PERSONNEL AhO TFE COLLEGE WCMAN. 0358<br />
GUICANCE<br />
WCPEh<br />
WMEh STAY PCPE CCFPA&Y CGCTCRS ANALYSIS. 0434<br />
WMY<br />
WORD<br />
PRCCESSES I WED EF MCLTF.<br />
SELECTIVE<br />
WORE-<br />
PRINTER WCRC- ITS WHATS FAPPENING<br />
THE<br />
WORD-CF-MELTF<br />
WORO-OF-MCLTF AOERTISINC ¼CRKS<br />
W<br />
1195<br />
1135<br />
80<br />
WORKERS<br />
W£ROS<br />
£W A FEW kERBS ACLI SICKS C68<br />
Arid<br />
WORK<br />
SELECTICR FOR REPETIIIVE WORK C008<br />
BEIIER<br />
MOW TC FINFCINI FRCBLEM AREAS I WORK DISTRIBLTI£N COO9<br />
ATTITLCE VERSLS SKILL FACTORS I WORK GREUP PRCDLCIIITY C193<br />
CPERATICNS-RESEARCF AT WCRK C222<br />
NEW COPIERS OFFER -CLOSER FIT- TE kCRK C308<br />
MAINSPRINGS CF PCTIVATIO IN LNSKILLEC kCRK GRCLFS C3E7<br />
CCNTRCLLIC LAEDR COSTS IFRCLG WERK MEASLREMENT C440<br />
WCRK MEASUREMENT PSYCFCMETRIC RESEARCh EEVELCPMENT C485<br />
WORK VS NCNWDRK AMENC CCCLPATICALL¥ STRATIFIED CRCLF C486<br />
WCRK CSCO<br />
ACKCRCUND FACTORS Ih AIRLINE MECFANICS WCRK MOTIVATIONS C517<br />
kERR UNIIS, TEAMS- OR CC CRCLPS-' C56<br />
ANOTFER LEEK AT WORK MEASLREPENT C585<br />
PDS WCRK MESLREPENT C614<br />
WORK JOB EVALLAIICN AFPRAISAL CE34<br />
MULTIPLE LINEAR REGRESSION ANALYSIS FOR WORK MEASbREPENT C661<br />
RATIONAL EASIS FOR NORMAL IN ¼ERR MEASLREMEkT C68B<br />
DETERPIkANIS CF WERK ATTITLCES AMEND NECRCES C726<br />
RELATIONSHIP BETWEEN FAMILY EACKGRELNDS AND WORK VALLES C784<br />
CETERICRATIC DF WORK STANEARDS cgQI<br />
MANAGERIAL CLIMAIE WORK GR[LPS ORGANIZATIONAl PERFORMANCE 0986<br />
IS WORK MEASLREPENT EEAC C995<br />
WORK CCNCITICNS SALARIES 1013<br />
WORK STbCY FRCCRAS I CCLLEGES ANO LNIVERSIIIES I018<br />
WORK MEASbREPEhT TIMESTLCY IC74<br />
MCRE WORK CEES TC MICROFILM lit2<br />
WORK MEASUREENIS CEST ANALYSIS IMPROVED COSTING 1129<br />
WORK MEASLREET PYTFS ANC PANACEMEhl MISCCCEPTIZS 11E5<br />
WORK CCMFLTER -AND SE CAN YGL- ii73<br />
WELFARE PAYMENTS AND WORK ICE'TIVE SCE DETERMINANTS 12C9<br />
WERK-ASSIChMEI<br />
RCLE FLNCTIN C176<br />
WORK-ASSIGnMENT,<br />
WCRK-CRCP<br />
VERSLS INDIVIELAL CIFFERECES IN ATIITLCE C538<br />
WCRK-GRCLP<br />
WDRK-MEASLREMET-PRE<br />
AFPLICATICk CF FACTORIAL EXPERIMENTAIICN TC TFE<br />
Ah<br />
kCRK-MEASLREPENT-FROCESS C739<br />
WCRK-PLA&NING<br />
EVALUATICN-PERSCEL C[17<br />
WCRK-PLANNINC,<br />
WORK-SAMPLE<br />
PSYCEMETRIC kERR-SAMPLE APPRCACFES TC PREEICTION C6B4<br />
CLINICAL<br />
WCRK-SIUEY<br />
IN-SERVICE kCRK-STLDY C52B<br />
TRAINNEESFIF<br />
WORKER<br />
ENVIRENMENTAL CFARACTERISTICS AND WORKER RESPONSE C725<br />
ALIENATION<br />
TPE ANOMIE CF TFE -PAPER FACTCRY- WORKER C743<br />
WORKER SKILLS I CLRRENT CEFEhSE EMPLOYMENT C777<br />
WORKER PREFERENCES AENC TIME-OFF 8ENEFIIS AND PAY C786<br />
WORKERS<br />
CF PENSIEN PLANS EN MBILIIY AE HIRING DLER WORKERS<br />
EFFECTS<br />
SHLLLD CLUE CELLAR WORKERS E SALARIED C39<br />
EMPLOYEE REFERRALS, PRIME TECL FOR RECRLITING WORKERS C435<br />
TRAIkINC PRECRAMS JOE FORECAST LSKILLEC WORKERS C606<br />
DC ZERO DEFECTS FRCGRAMS REALLY MOTIVATE WORKERS 0874<br />
SPORT WERKERS AD LNCEREFPLCYMENT C982<br />
C00
(conh nued)<br />
WORKERS<br />
ATAIhPET OF kCRKERS 1G78<br />
EbCATIChAL<br />
C[FFERECES In TFE CCST CF SEARCFInC FOR CLERICAL WORKERS 1110<br />
WCRKPES<br />
ISLES IN WCRKES CCPPESATICn C771<br />
ACPInISTRAIIE<br />
WCRPES-CCMPEhSATIC<br />
CASCI CRKPEnS-CEPFEhSA?ICh<br />
PEICARE<br />
WCRKPEhS-CCPFESATIC 114!<br />
WORKS<br />
WCRC-CF-PCLIF CVERTISInC WCRKS.' C420<br />
FCW<br />
PUTTING In PAnACEPEhT [EVELCPPEnT FRCCRAM TAT CRKS C467<br />
W£RKSFOPS<br />
FtAY-PRZEUCIS FASCC AILIIIES-ICCRPCRATE<br />
WORKSHOPS<br />
WORKSHOPS CCKFEREnCES 1192<br />
WRITE<br />
CCMPLTERS RITE COLLEGE AMISSICKS TESTS 718<br />
CAW<br />
WRITER<br />
OAK YCL LEARn FROM TFE MAIL CREER WRITER C713<br />
WFAI<br />
1137<br />
81<br />
WRITIC<br />
REFCRTS WRITIC C672<br />
OCCLPEhTATICn<br />
XEROX<br />
EVALUATIOn AT XEROX, [NGLE SCALE REPLACES FCbR C437<br />
JC<br />
XEROX 1014<br />
YCLC<br />
YGbnC AELLT In TE ACE CF CCFLEXITY C293<br />
TFE<br />
SUPPER JCS FOR CLNC MEn C321<br />
TCCAYS YCUhC AELLTS--A GROWING BtSlnESS PROBLEM 0337<br />
FIVE YCLNC MEn TELL FAT IT LIKE TC BE EGRC In PAnAGEPET<br />
TPE YOUkG EXECETIVES 3t AT TPE CRUCIAL POINTS QF £ECISZO) 0893<br />
YCLC 1115<br />
THOSE RESTLESS VCLnG EXECLTIVES 134<br />
YCUTP<br />
LCEY TAF- TFE ELEST FR YCLTH 0879<br />
PAKACEMET<br />
ZERE<br />
ZERG CEFECTS FRCGRAPS REALLY PCTIVATE WORKERS 0874<br />
CC<br />
ZERO<br />
C883
AAKER, DAVIO A.<br />
E<br />
AANNESTAD<br />
JAC<br />
ABRAMS*<br />
CLARK C.<br />
ABT*<br />
o<br />
ADAMS,<br />
AOELBERG,<br />
LH<br />
AFFIITO,<br />
GERALD<br />
ALDAUM,<br />
PA<br />
ALBRECHT,<br />
ALBRODK ROBERT<br />
ALLEN, IRVING L.<br />
L.<br />
ALLEN,<br />
NORMAN C<br />
ALLHISER,<br />
DEAN<br />
AMER,<br />
ANDERSON,<br />
ANRSON, T. Ho<br />
ED<br />
ANDLER,<br />
Ro B.<br />
ANOREWS<br />
AN$OFF Ho IGOR<br />
APPEL, JAMES<br />
JOHAN<br />
ARNDT,<br />
ASH,<br />
ATK£NS, ROBERT Jo<br />
AULNBACH, BETTY<br />
DONALO<br />
AUSTER<br />
ROBERT<br />
AXERO0<br />
B°+N.<br />
BABE,<br />
So<br />
BACHRACK,<br />
MELANY<br />
BAEHR,<br />
JAMES<br />
BAER,<br />
W$<br />
BAGBYt<br />
CHARLES<br />
BAHNt<br />
R. E.<br />
BAILEY<br />
PETER<br />
BAItL,<br />
AoGo<br />
BAKER,<br />
CARL G.<br />
BAKER,<br />
BAKES,<br />
A.B<br />
BANGEL.<br />
BAPJ(DULL, CHARLES<br />
Go<br />
BARATT<br />
G<br />
BARRETT,<br />
BARRETT. GERALD V.<br />
BARETT, RICHARD<br />
G° A.<br />
BASSETT,<br />
GA<br />
BASGETTt<br />
8ATTEN Jo<br />
JO°<br />
BATTEN,<br />
ALBERT<br />
BATTERSBY,<br />
RA<br />
BAUER<br />
ROGER To<br />
BAUSE<br />
BECKHARO, R[CHARO<br />
H.<br />
BEDRS[AN,<br />
J. Lo<br />
BEE$LEY<br />
BEGD-DOVt A.<br />
BEHL[,<br />
BEKE<br />
F.<br />
BEISSE<br />
BEL£HER<br />
8ELAt .<br />
BELLUSH JEHEL.<br />
BELSON [LL[AH A.<br />
8ENRt ROBERT<br />
BENGE<br />
C<br />
8ENNET<br />
BENNETT JOHN<br />
BENSONt PURNELL<br />
BESTON GEORGE J.<br />
.t<br />
BERANEK<br />
CONRAD<br />
BERNSONt<br />
BERGER J.<br />
1199<br />
0019<br />
0619<br />
0613<br />
0151<br />
0212<br />
0896<br />
0693<br />
0082<br />
0667<br />
0699<br />
0178<br />
0521<br />
0963<br />
0526<br />
0089<br />
0184<br />
0866<br />
0597<br />
0292<br />
1195<br />
0807<br />
0669<br />
0706<br />
0564<br />
0450<br />
0852<br />
0421<br />
0801<br />
1186<br />
0572<br />
0063<br />
0272<br />
0213<br />
0793<br />
0652<br />
0668<br />
0583<br />
1029<br />
0351<br />
0915<br />
0120<br />
0721<br />
1034<br />
0196<br />
0902<br />
0163<br />
0938<br />
0271<br />
0126<br />
0579<br />
0007<br />
1009<br />
0699<br />
0121<br />
0186<br />
0892<br />
0211<br />
0627<br />
0616<br />
0010<br />
0222<br />
048].<br />
1090<br />
0398<br />
0759<br />
0469<br />
0251<br />
1059<br />
0418<br />
0666<br />
0623<br />
0490<br />
0929<br />
0526<br />
BERRWITT, GEORGE J<br />
D. E*<br />
8ERLEW.<br />
DE<br />
BERLEW,<br />
HARVEY<br />
BERMAN.<br />
DAVID R.<br />
BERRY,<br />
BETKE, RICHARD Lo<br />
8EUSCHEL RICHARO<br />
BEVANS MARTIN J.<br />
R°<br />
BEYR,<br />
HALCDLM A<br />
BIRD,<br />
BISHOP* JR° NILLAR<br />
8LAI, BORIS, JR<br />
BLOCK,<br />
R.<br />
BLOOD,HILTON<br />
ROBERT<br />
BLOOM<br />
SC<br />
BLUMENTHAL,<br />
P.<br />
BOCKLEYt<br />
WILLIAM P<br />
BOGGES$*<br />
BDNJEAN*<br />
ARL<br />
BORCH,<br />
BORCK,<br />
ALVIN<br />
BORENST[NE,<br />
W. S.<br />
BOUTELL*<br />
E<br />
BOUTUELL<br />
W<br />
BOREN,<br />
D° G.<br />
BOERS<br />
SAMUEL<br />
BOWLES<br />
WARREN J.<br />
BOWLES<br />
BORLIN OSWALD D.<br />
80YO HARPER No, J<br />
BRAEB, GEORGE J<br />
BRADBURN, NORMAN M<br />
BRAOY ROBNEY H<br />
CE<br />
BRANCH<br />
E P.<br />
BRANDEIS<br />
BRANDENBURG RICHA<br />
BRATTER HERBERT<br />
J.J.<br />
BREEN,<br />
CT<br />
BREHN,<br />
BRIGGS GEORGE E.<br />
BRIGGS JOHN<br />
8RIGGSG.E.<br />
ANDREW F.<br />
BRIMMER<br />
BROADSTDN JAMES A<br />
BROMAGE MARY C.<br />
BROOKER<br />
G.E.<br />
BRQOKS<br />
PS<br />
BROUWER<br />
DOUGLAS<br />
BROWN,<br />
BROWN, DS<br />
REX<br />
BROWN,<br />
ROBERT<br />
BROWNt<br />
BROWN, WARREN B°<br />
BRUHBAUGt PHILIP<br />
BRUMMET, R° LEE<br />
R.L.<br />
8RUNMETT,<br />
G.Ao<br />
8RUNNER<br />
BRYAN, JUDITH<br />
PC.<br />
BUCHANAN<br />
NORMAN<br />
8UCHBINDER<br />
Jo<br />
BUCKLEYt<br />
JR.. ALLST<br />
BUDGELL<br />
INDEX<br />
AUTHOR<br />
RT<br />
BUESCHEL<br />
BUFFA,E.S<br />
1178<br />
BUJKOVSKY, GUSTAV<br />
1201<br />
1135<br />
BURCH, WALLACE S.<br />
1122<br />
0533<br />
BURESHI N* A*<br />
0148<br />
BURNS, AF<br />
0325<br />
0416<br />
0663<br />
8URRILL. JOHN C°<br />
BUTTIGLIERI MATTH<br />
RO<br />
8UZZELL<br />
BYLINSKY, GENE<br />
0275<br />
C° A.<br />
CACERES*<br />
CALDERWOOD, J. H.<br />
1176<br />
1133<br />
0673<br />
0991<br />
CAMPAGNA, Jo F°<br />
CAMPAGNAt JSEPH F<br />
CANPBELL, DAVID P.<br />
0569<br />
CAMPBELL, JOHN P.<br />
1003<br />
CAMPBELL, S G.<br />
0725<br />
0726<br />
CAMPFIELD, WILblAM<br />
0037<br />
0058<br />
0210 CANNON WILLIAM M<br />
0842<br />
CARLSON,<br />
CARRESE* LOUIS M.<br />
0046<br />
0872<br />
1089 CAROLL STEPHEN J<br />
CARRON T. J.<br />
0384<br />
CARRUTHERS J.Ao<br />
0996<br />
CARTER ROBERT N<br />
0267<br />
0061<br />
CASS RT<br />
0527<br />
CASEL FRANK Ho<br />
1208<br />
0385 CASSIDY, CHARLES E<br />
CASHELL WC<br />
1002<br />
WL<br />
CATLIN<br />
0511 CATANEO, Eo R.<br />
0509<br />
0510<br />
CHALEKIAN, H. A.<br />
R.J.<br />
CHAMBERS,<br />
CHANPION O°J<br />
0749<br />
0087 CHAMPION, GEORGE<br />
0202 CHANEY FREO Bo<br />
CHEANEY, ES<br />
0422<br />
CHEN, MARTIN K°<br />
0597<br />
CHICKERING, DOROTH<br />
0757<br />
1051<br />
0027 CHURCHILL, NElL C.<br />
0689 CIRTIN ARNOLD<br />
CLARK, H° A°<br />
0691<br />
CLAUTICE, GEORGE H<br />
0951<br />
CLELAND, O°I.<br />
0880<br />
DAVIO I.<br />
CLELAND<br />
1203<br />
01<br />
CLELAND<br />
CLEVENGER, THEODOR<br />
0672<br />
OOlB<br />
COBURN. HAROLD B.<br />
0617<br />
0021<br />
COCHRAN BURKE B<br />
0977<br />
COCHRAN. J° R.<br />
0908<br />
OC<br />
CODDINGTONt<br />
COHEN* Bo P-<br />
0966<br />
COHEN, JOEL B.<br />
0788<br />
WILBUR J°<br />
COHEN<br />
0393<br />
MOLLY<br />
COKIN,<br />
COLBERT B.A.<br />
1047<br />
0735<br />
COLAZZO, CHARES<br />
R.H.<br />
COLLCUTT,<br />
COLLIER, J.R.<br />
1140<br />
COLLINS. OF<br />
1109<br />
COMISKEY, EUGENE F<br />
1095<br />
CONPTON E°D<br />
0972<br />
BONN, JACK T<br />
0125<br />
CONRATH DAVID W<br />
1043<br />
CDNWAY BENJAMIN<br />
0928<br />
0849 COOK, DONALD<br />
0017<br />
0835<br />
0998<br />
0321<br />
0188<br />
0905<br />
0399<br />
0681<br />
0007<br />
0603<br />
0245<br />
0438<br />
0262<br />
0311<br />
0520<br />
1210<br />
0217<br />
0716<br />
0636<br />
0232<br />
0648<br />
0537<br />
0191<br />
0579<br />
0314<br />
C022<br />
0380<br />
0365<br />
0006<br />
0166<br />
0922<br />
0260<br />
0263<br />
0805<br />
0586<br />
0711<br />
0783<br />
0054<br />
0722<br />
0641<br />
0278<br />
0405<br />
0381<br />
0221<br />
0697<br />
0980<br />
0790<br />
0897<br />
0953<br />
0310<br />
0932<br />
0227<br />
0116<br />
0526<br />
0978<br />
0335<br />
0661<br />
0833<br />
0326<br />
0809<br />
0761<br />
0057<br />
0323<br />
1022<br />
0622<br />
0656<br />
1052<br />
0876<br />
CODK ROBERT I-<br />
COOPER, WARREN P.<br />
BR<br />
COPE[AND,<br />
ARTHUR<br />
CORAZZINI,<br />
COUGER,<br />
ARTHUR M<br />
COWLES<br />
A. R.<br />
COWNIE.<br />
DWIGHT B<br />
CRANE,<br />
CRAWFORD, C. MERLE<br />
CRAWLEY WILLIAM<br />
K.E<br />
CREAGER<br />
IRVING<br />
CRESPI.<br />
Do C<br />
CROCKER<br />
JAHES R<br />
CROTTY<br />
CULBERTSON, JOHN<br />
CUMHIN PEARSON C<br />
DR<br />
DANIEL.<br />
JH<br />
DARR,<br />
SOMERBY<br />
DAUST,<br />
DEAN C<br />
OAUWt<br />
DAVENPORT, JOHN<br />
DAVENPORT, W. P<br />
DAVENPORT= WILLIAM<br />
MBT<br />
DAVIES<br />
DAVIS<br />
ODNALD J<br />
DAY,<br />
RALPH k<br />
DAY,<br />
J C*<br />
DEAN<br />
NEAL<br />
DEAN,<br />
J<br />
DEARDEN<br />
WM A.<br />
DELANEY,<br />
AL<br />
DELBECQ*<br />
S<br />
DEMBKIJOEL<br />
V<br />
DENARDO,<br />
CPARLES C<br />
DENOVA<br />
JC<br />
DENTON<br />
BONALD R.<br />
DEUTSCH,<br />
DIAMOND. O. E<br />
DICHTER, ERNEST<br />
DIEBOLD<br />
J.<br />
DIEBOLD<br />
DIGMAN JOHN N<br />
L.A<br />
DIGNAN<br />
TF<br />
DILLON<br />
G<br />
DIT2,<br />
GERHARD H<br />
DITZt<br />
J.W<br />
DOOSON<br />
DOHRENIVENO<br />
DOLE ARTHUR A<br />
So<br />
OOLLECK.<br />
ROBERT<br />
DOLPHIN<br />
DOMIN, WILLIAM M<br />
DONNELL WILLIAM<br />
LEWIS<br />
DONDHEW<br />
THOMAS W.<br />
DOUGLAS<br />
DOWGT SOMERBY<br />
DOYLE, LAUREN 8o<br />
LBo<br />
DOYLE,<br />
Ko W<br />
DRAEGER.<br />
DRATTELL, ALAN<br />
R. C.<br />
DRO£GE<br />
RDBERT C.<br />
DROEGE.<br />
OROTNING, JOHN Eo<br />
ORUCKERv PETER Fo<br />
R.<br />
DUBIN,<br />
E. E-<br />
DUKE,<br />
CW<br />
DUKES,<br />
NS<br />
DUMAS<br />
0565<br />
1173<br />
0047<br />
1206<br />
1073<br />
1187<br />
0638<br />
0654<br />
0629<br />
0891<br />
I056<br />
0506<br />
0621<br />
0656<br />
1026<br />
0645<br />
0t44<br />
0912<br />
0827<br />
0391<br />
0936<br />
0201<br />
0612<br />
0126<br />
1038<br />
1165<br />
0968<br />
0947<br />
0868<br />
0890<br />
0115<br />
0455<br />
0907<br />
0826<br />
0625<br />
1168<br />
0033<br />
0784<br />
0924<br />
0620<br />
0005<br />
0172<br />
0723<br />
0591<br />
0081<br />
0149<br />
0763<br />
1008<br />
1106<br />
0723<br />
0454<br />
0543<br />
0516<br />
1131<br />
0853<br />
0392<br />
0647<br />
0940<br />
0425<br />
0076<br />
0259<br />
1107<br />
0540<br />
0254<br />
0678<br />
0570<br />
0549<br />
0616<br />
0364<br />
0045<br />
0106<br />
0107<br />
0108
DUNNETTE, MARVIN 0<br />
MD<br />
DUNNETTE,<br />
GEORGE H<br />
OUNTEMAN,<br />
DUSENBURY, WARREN<br />
OYKEMAN FRANK C<br />
ALLAN<br />
EASTON<br />
PAUL R<br />
EDELMAN<br />
EDITOR<br />
COMMITTE<br />
EDITORIAL<br />
EDITORS<br />
EHLERS MARVIN W<br />
EHRLEt<br />
ALFRED<br />
EISENPRFIS,<br />
EKE8ALD,FREDERICK<br />
CoO<br />
ELLIOT<br />
EoM<br />
ELLOVICH,<br />
R. W<br />
ELL6,<br />
CHARLES Fo<br />
ELTONt<br />
H H°<br />
ELNELL<br />
BEN M°<br />
ENIS,<br />
A<br />
ENTHOVEN,<br />
MOROECHAI<br />
ERAN,<br />
AL ETo<br />
E KACZRA<br />
EUGENE<br />
EUSTON ANDREW<br />
M K<br />
EVANS<br />
ROBERT B<br />
EWEN,<br />
EWING, DAVID W<br />
FAIRTHORNE, ROBERT<br />
FARAG,<br />
JOHN U<br />
FARLEY<br />
RN<br />
FARMER<br />
P° H<br />
FASTEAU<br />
WA<br />
FATDRA<br />
NARTIN<br />
FAULKNER,<br />
JE<br />
FEELY,<br />
LAWRENC<br />
FEIDELMAN,<br />
WAYNE<br />
FEILD,<br />
L FEIN,<br />
FEIN, MITCHELL<br />
M<br />
FEINBERG,<br />
MR<br />
FEINBERG,<br />
JESS<br />
FEIST,<br />
BARBARA<br />
FELD,<br />
Fo<br />
FELTMAN,<br />
W<br />
FENSKE,RUSSELL<br />
ROBERT<br />
FERBER<br />
ROBERT C<br />
FERBER<br />
FERGASON, GUY<br />
FERGUSCN, CHARLES<br />
FERDUSDN, LAWRENCE<br />
OOIES<br />
FERRELL,<br />
THOMAS H°<br />
FERRY,<br />
Fo E<br />
FIECLER,<br />
Oo<br />
FIFE,<br />
FINKEL. BERNARD<br />
FISCHER, ROBERT F<br />
PC<br />
FISHBURNt<br />
T H°<br />
FITZGERALOt<br />
PALL Oo<br />
FLAIM,<br />
E<br />
FLEISHMAN,<br />
FLEISHMAN, EDWIN A<br />
FLEMING* JOHN E°<br />
DL<br />
FIEUTER,<br />
FOGEL,<br />
FOGEN, JH<br />
0638<br />
0032<br />
0497<br />
0747<br />
0281<br />
0939<br />
0567<br />
0655<br />
0185<br />
0715<br />
0328<br />
0329<br />
0353<br />
0283<br />
0284<br />
0296<br />
0091<br />
0751<br />
0795<br />
0581<br />
1101<br />
0306<br />
0501<br />
1015<br />
0692<br />
1060<br />
0954<br />
0119<br />
0986<br />
0988<br />
0264<br />
0643<br />
0482<br />
0748<br />
0795<br />
0837<br />
106[<br />
0683<br />
0080<br />
0454<br />
0009<br />
0286<br />
0138<br />
0821<br />
0352<br />
0072<br />
0688<br />
0472<br />
0864<br />
0895<br />
0484<br />
1188<br />
0644<br />
0820<br />
1143<br />
0653<br />
0555<br />
1031<br />
0836<br />
0934<br />
0291<br />
0318<br />
0319<br />
0173<br />
0129<br />
0424<br />
0530<br />
0159<br />
0237<br />
Ii17<br />
0193<br />
0634<br />
0468<br />
0096<br />
0136<br />
0093<br />
FOLLMANN, J F°<br />
FORD NEIL No<br />
FOREMAN WAYNE J.<br />
FORRFSTER, JAY W<br />
JC$EPH J.<br />
FOX,<br />
MJ<br />
FOX,<br />
P D<br />
FOX,<br />
PC<br />
FOX,<br />
W M<br />
FOX,<br />
R G<br />
FRANCIS,<br />
FRANK, RONALD<br />
FRANKE RICHARD D<br />
FRANKLIN, F. E°<br />
S.<br />
FREEOGOOD,<br />
WILLIAM<br />
FREITAG,<br />
FRENCH JR, JR.<br />
W.L<br />
FRENCH<br />
JACN<br />
FREYMULLER<br />
to<br />
FRIED,<br />
LOLIS<br />
FRIED,<br />
F<br />
FRIEDLANOER,<br />
FRANK<br />
FRIEDLANDER<br />
FRIEDMAN, MONROE P<br />
FRIEDMANS<br />
JOHN<br />
FRIEDMANN,<br />
FROHLICH W O°<br />
W K<br />
FROST<br />
W°J<br />
FUHRO,<br />
NH<br />
GABER,<br />
PAUL<br />
GAED[S,<br />
GALBRAITH, R<br />
GALBRAITH, JAY R<br />
GANNON EDWARD<br />
GARGIULO, GRANVILL<br />
GARRITY, JOHN<br />
GAUNT,<br />
VICTOR<br />
GERDES<br />
GERSHENFELO WALTE<br />
GIBBONS CHARLES C<br />
GIBSON R. OLIVER<br />
GILBREAIH, V. RAY<br />
A. N<br />
GILLETT,<br />
H A<br />
GILMORE<br />
HoM<br />
GITELMAN,<br />
EM<br />
GLASER<br />
GEORGE<br />
GLASER<br />
GLASERBG<br />
GLEkNEY ROBERT G.<br />
JoR<br />
GLENNON<br />
WILLIAM F<br />
GLUECK,<br />
BE<br />
GOETZ<br />
LEWIS R<br />
GOLDBERGt<br />
GOLEMBIESWKI RT<br />
GOLIGHTLY, H 0<br />
R°<br />
GOODMAN<br />
PAUL B<br />
GOODSTAT,<br />
GOROON LEONARD V<br />
GRACE, GLGRIA LAUE<br />
GRAEN GEORGE B<br />
E. H.<br />
GRAHAM<br />
GERALD H<br />
GRAHAM,<br />
GRANT, C B. S.<br />
GRAN , C B.S.<br />
0248<br />
1172<br />
0792<br />
0561<br />
1155<br />
1080<br />
0067<br />
0689<br />
0160<br />
0175<br />
1049<br />
0650<br />
0451<br />
1030<br />
0432<br />
0170<br />
0712<br />
0117<br />
0618<br />
0516<br />
loll<br />
0479<br />
0083<br />
0486<br />
0952<br />
0802<br />
0780<br />
0332<br />
0845<br />
107%<br />
0054<br />
1039<br />
0611<br />
0987<br />
0362<br />
0686<br />
1113<br />
1057<br />
0935<br />
1160<br />
0315<br />
0428<br />
0383<br />
I124<br />
0183<br />
1123<br />
0590<br />
0082<br />
0831<br />
0102<br />
1127<br />
1142<br />
i167<br />
0134<br />
0529<br />
012<br />
0834<br />
1153<br />
0706<br />
0595<br />
0684<br />
0487<br />
0483<br />
0485<br />
0863<br />
0557<br />
0560<br />
0698<br />
0709<br />
1183<br />
0753<br />
1071<br />
84<br />
GRANT DONALD L°<br />
GRAVES CLARE W.<br />
GREANIAS, E C.<br />
GREELEY ANDREW<br />
GREEN PAUL E<br />
GREENBERG, JOHN<br />
GREENBERGER MARTI<br />
GREENLAW, PAUL $°<br />
GREENWOOD, JOHN M<br />
GREER, HOWARD C.<br />
GREINER, LARRY<br />
LOUIS<br />
GRIEO<br />
AJ<br />
GRIMES<br />
BRUCE<br />
GRI&N,<br />
MURRAY T.<br />
GRODE,<br />
GRUBINGERt ERIC No<br />
GRUENBERGER, FRED<br />
GRUENFELD L. W°<br />
GRUENFELO L°Wo<br />
GRUSKIN* DENIS M.<br />
HENRY<br />
GUNDERS<br />
W<br />
GUZZARDI<br />
GYLLENHAAL, HUGH A<br />
HABBE, STEPHEN<br />
ENOCH<br />
HAGA,<br />
FERALD<br />
HAGE,<br />
WO<br />
HAGSTROM<br />
MASON<br />
HAIRE,<br />
HALBERT MICHAEL H<br />
D T<br />
HALL<br />
DT<br />
HALL,<br />
J<br />
HALL<br />
WILLIAM P°<br />
HALL,<br />
HALPERIN,<br />
NORRIS<br />
HABURG<br />
HAMtIN HEBERT No<br />
HAMMERt CHARLES H<br />
HANCOCK, WALTON M<br />
HANEL HARVEY R<br />
HANLEY CFARLES<br />
JW<br />
HANON<br />
NM.<br />
HANSEN<br />
HARDER VIRGIL E.<br />
E<br />
HARDINm<br />
EINAR<br />
HARDIN<br />
ERICH<br />
HAROT<br />
TW<br />
HARRELL<br />
HARRELSON F.A.<br />
HARRIS BRITTON<br />
HARRIS P<br />
A.<br />
HART<br />
H. LEON<br />
HARTER<br />
tM<br />
HARTMAh,<br />
RI<br />
HARTMAN<br />
HASKELLt R° J JR<br />
CC<br />
HAUSER<br />
MURRAY<br />
HAUSKNECHT,<br />
R H°<br />
HAWK=<br />
JOHN E.<br />
HAY<br />
ULRIC<br />
HAYNES<br />
R.V.<br />
HEAD,<br />
E. J<br />
HELMAN<br />
RAYMOND C<br />
HELWIG<br />
0818<br />
0598<br />
1027<br />
0720<br />
0941<br />
0246<br />
0453<br />
0444<br />
0650<br />
0452<br />
0507<br />
0949<br />
0888<br />
0649<br />
0682<br />
0999<br />
0717<br />
0754<br />
0003<br />
I048<br />
0349<br />
0957<br />
0336<br />
0528<br />
0525<br />
0644<br />
I077<br />
0258<br />
0893<br />
1192<br />
0930<br />
0596<br />
0857<br />
0736<br />
0059<br />
1068<br />
1016<br />
0444<br />
0452<br />
0533<br />
0148<br />
0079<br />
0400<br />
0098<br />
0669<br />
1088<br />
0523<br />
0602<br />
1078<br />
0965<br />
0746<br />
0917<br />
0340<br />
0034<br />
0635<br />
0632<br />
0157<br />
0775<br />
0397<br />
0105<br />
0090<br />
0578<br />
I154<br />
0918<br />
0903<br />
0518<br />
0901<br />
0398<br />
0196<br />
0563<br />
1114<br />
1062<br />
0447<br />
0606<br />
G. E.<br />
HEMING<br />
BD<br />
HENDERSON<br />
HENDERSON, J. P.<br />
HENRY BRUCE B.<br />
KENNET<br />
HENRY,<br />
MR°<br />
HENRY,<br />
HERRMANN CYRIL C.<br />
HERSHE ROBERT L<br />
HERTZ DAVID 8o<br />
HERZBERG FREDERIC<br />
HE$S SIDNEY Wo<br />
HIGGINS DANIEL T<br />
HItt LAWRENCE So<br />
HILL, RICHARD H<br />
HILL,<br />
JOHN R.<br />
HILLEGASS<br />
HINKLE CHARLES L<br />
HINRICH$= JOHN R.<br />
P.<br />
HIR$CH<br />
WZ<br />
HIRSCH<br />
HISELBERGER T E<br />
ROBERT<br />
HOBERT<br />
CoC.<br />
HOOGEt<br />
LR<br />
MOFFMAN,<br />
PAUL J.<br />
HOFFMAN<br />
W.<br />
MOFFMAN<br />
WR<br />
HOLLON<br />
HOLMANt ALBERT G<br />
HOOFNAGLE, WILbIAM<br />
HOROWITZe<br />
Wo C.<br />
HOUSE,<br />
W.C<br />
HOUSE<br />
A.<br />
HOVNE.<br />
HORD BERNARD<br />
HOWELL MARGARET A<br />
HOWELL<br />
WILLIAM J<br />
HORLL<br />
HROMISH MICHAEL<br />
HS[EH, KUO-CHENG<br />
HUEDLE FRANKLIN P<br />
J° E.<br />
HUETING<br />
EVERETT C<br />
HUGHES<br />
CHARLES<br />
HULIN<br />
CHARLES L<br />
HULIN<br />
HULINCMARLES L°<br />
HUNSAKER, Ho C°<br />
D L°<br />
HUNT<br />
RICHARD A<br />
HUNT<br />
HU$E EDGAR F<br />
Do Po<br />
HYLTON<br />
H°H°<br />
HYMAN,<br />
Y.<br />
IJIRI,<br />
ROBERT Ro<br />
IRISH<br />
. H.<br />
IRWIN,<br />
H<br />
ISAACS<br />
ISE$ON<br />
JOHN H<br />
IVANCEVICH,<br />
KoH.<br />
IVESt<br />
J.<br />
JACJ(SON,<br />
T°<br />
JACKSON<br />
JANESt HARObD Do<br />
JANGER ALLEN R<br />
ELLIOT<br />
JAQUES<br />
NoH.<br />
JEAN<br />
J. J.<br />
JEHRINGt<br />
SUSAN So<br />
JENKIN$<br />
B. T.<br />
JENSEN<br />
J.<br />
JENSEN<br />
JENSEN JERRY<br />
JENSEN R°Eo<br />
0168<br />
005<br />
0226<br />
0734<br />
0975<br />
0166<br />
0375<br />
0694<br />
0309<br />
I013<br />
0811<br />
0463<br />
0740<br />
0336<br />
0618<br />
0707<br />
0765<br />
0680<br />
0228<br />
0135<br />
026<br />
0638<br />
0982<br />
0031<br />
0519<br />
I136<br />
0095<br />
0465<br />
0948<br />
07A4<br />
0255<br />
0838<br />
0233<br />
0714<br />
0488<br />
0832<br />
0571<br />
0824<br />
0519<br />
0950<br />
0500<br />
1046<br />
I196<br />
0725<br />
0482<br />
018<br />
0492<br />
0971<br />
0874<br />
0467<br />
0230<br />
0851<br />
1184<br />
0823<br />
0241<br />
0084<br />
0742<br />
0607<br />
1067<br />
0682<br />
0910<br />
0261<br />
0367<br />
1185<br />
0205<br />
I028<br />
0331<br />
0343<br />
0213<br />
0197<br />
0389<br />
1096
JEROEE THOHAS H<br />
JEWELL NS<br />
JOHNSON*<br />
HJ<br />
JOHNSON,<br />
JOHNSON, HOWARD Go<br />
R.A.<br />
JOHNSTN<br />
WILLIAM<br />
JOHNSTON,<br />
Do<br />
JONES,<br />
H<br />
JONES<br />
Lo Do<br />
JONES<br />
RAYMONO C°<br />
30NE$<br />
JOPLIN Ho<br />
GLEN<br />
JORDAN<br />
CC<br />
JOYEE,<br />
Ko$.<br />
RICHARD A<br />
KA[HAN<br />
KAIMANN R]CHARD A<br />
EHARLES<br />
KALM<br />
AB<br />
KAMNAN<br />
Do<br />
KANON=<br />
JERONE<br />
KANTER,<br />
H<br />
KAPLANw<br />
HIR$CHEL<br />
KASPER<br />
KA$SARJIANt HAROLD<br />
KATZELL MZLDRSO<br />
HJ<br />
KAUBRY,<br />
HoGo<br />
KAUFHANt<br />
TF<br />
KAVANAGHt<br />
E KAY<br />
H KAY,<br />
GEORGE Eo<br />
KECK<br />
KELAHAN VIRGINIA<br />
ARNOLD<br />
KELEER<br />
ARNOLD Eo<br />
KELLER<br />
KELLER• Io WAYNE<br />
KELtEY ETNA<br />
KELLEY THOMAS Cot<br />
KELCEY<br />
Co<br />
KELLY<br />
KEL¢Y, WILLIAM To<br />
E. L°<br />
KENPER<br />
Ao<br />
KHENAKHIM<br />
ALICE<br />
KIDOER<br />
HAURICE<br />
KILBRIOGE<br />
Jo To<br />
KIN8ALLt<br />
WILLIAM Ro<br />
K[NGt<br />
R<br />
KIN,<br />
WAYNE K<br />
K|RCHNER,<br />
KIRCHNBR<br />
B<br />
KIRK,<br />
KIRKPATR[CK OONAL<br />
K[RKPARICK FORRE<br />
NC<br />
KIRKWODD,<br />
NILLIAM<br />
KI$ELOFF<br />
N°<br />
KLEIN=<br />
STUART<br />
KLEIN<br />
BoO<br />
KLEINNAN<br />
8<br />
KLE£NNUNT2<br />
KLE[N$CHROD NoA<br />
KLEINSCH00 WALTE<br />
PAUL<br />
KLOCK<br />
AMBROSE<br />
KLOTZ,<br />
KNIGHT• GORDON F<br />
KNOWLES HENRY P°<br />
KNUDSEND°Oo<br />
RJ<br />
KOCH<br />
E=Po<br />
KOGVSEK<br />
ROBER¥ 8<br />
KONIKO<br />
oK°<br />
KOP<br />
ABRAHAM K<br />
KORMAN<br />
KORNBLUN Ro<br />
0538<br />
0130<br />
0127<br />
0576<br />
0065<br />
0410<br />
0951<br />
0964<br />
0489<br />
019L<br />
0229<br />
02[9<br />
0359<br />
0294<br />
0463<br />
0050<br />
0589<br />
0887<br />
0478<br />
036[<br />
[100<br />
0088<br />
08[0<br />
0898<br />
0026<br />
[209<br />
0789<br />
1197<br />
0141<br />
0470<br />
0039<br />
0117<br />
0062<br />
0815<br />
0701<br />
0542<br />
0878<br />
0858<br />
0373<br />
0828<br />
0369<br />
0840<br />
0253<br />
0514<br />
0177<br />
1158<br />
1164<br />
0285<br />
0925<br />
0662<br />
0131<br />
0522<br />
0154<br />
0042<br />
0554<br />
0847<br />
0139<br />
1169<br />
0623<br />
0675<br />
0752<br />
0244<br />
0761<br />
0307<br />
0829<br />
1098<br />
0355<br />
0665<br />
0803<br />
0073<br />
0614<br />
0703<br />
0588<br />
0502<br />
0208<br />
PHILIP<br />
KOTtER•<br />
R WILLIAM<br />
KOTRBA<br />
J°<br />
KOUDRYt<br />
E C.<br />
KOZIARA<br />
KRAEMER KENNETH<br />
A<br />
KREITHEN<br />
C° H<br />
KRIEBEL,<br />
T°D°C°<br />
KUCH<br />
MILES D°<br />
KUMNICK<br />
KUNCE, JOSEPH J°<br />
J° H°<br />
KUNKEL•<br />
ARTHUR H<br />
KURILOFF,<br />
Ao<br />
KUSHNER<br />
Ho<br />
KYOJIRO<br />
V<br />
LABCLLB<br />
L.E°<br />
LACHTER<br />
LAHIRI DIL[P K°<br />
LANDBERG M Co<br />
LANDGRAF NALTER E<br />
LANE ROBERT G<br />
LANGHAM• F H JR<br />
RALPH E°<br />
LAPP<br />
N° P<br />
LARDAS<br />
LAROAS NICHOLAS P<br />
LATANE HENRY Ao<br />
HANS J°<br />
LAUE<br />
E L=<br />
LAWLER<br />
LANRENCE JR° CHAR<br />
LANRENCE PAUL Ro<br />
PR°<br />
LAWRENGE<br />
BERNARO<br />
LAERWITZ<br />
LEARSON• VINCEN<br />
LEOLEY ROBERT<br />
HAK CHONG<br />
LEE<br />
L.<br />
LENKE<br />
N.<br />
LESLIE<br />
P<br />
LESLYt<br />
PHILIP<br />
LESLY<br />
ALAN H=<br />
LEVINE•<br />
LEVINE•<br />
H<br />
LEVINSON,<br />
LEVY MICHAEL Eo<br />
ROBERT<br />
LEVY,<br />
L.S<br />
LEWSt<br />
LERIS, MORGAN V<br />
LICHTENBERGt NARRE<br />
LINOELL• FRANK Ro<br />
LINDEN• FABIAN<br />
LINOSAY CARL h<br />
E<br />
LIPPINCOTT<br />
GORDON<br />
LIPP[TT<br />
LIPPMAN• STEVEN<br />
LIPBETT, LAWRENCE<br />
0<br />
LIPSTRE,<br />
PAU R<br />
LIPTON,<br />
LITTLEr JOHN O°Co<br />
LIVINGSTONE• J°<br />
LO SCIUTO, LEONARD<br />
LN<br />
LOBAN,<br />
EA<br />
LOCKEr<br />
LOCKE, EDHIN A.<br />
LOCKWOOD, HOWARD C<br />
LONG, H. S.<br />
JN.<br />
LOR6CHt<br />
R. A<br />
LOWENSTE|N<br />
Co<br />
LUNDBERG<br />
D° KEITH<br />
LUPTON•<br />
H. A.<br />
LUSTIG•<br />
CHARLES H.<br />
LYNCH,<br />
0513<br />
0997<br />
0266<br />
0589<br />
0798<br />
0086<br />
0689<br />
0265<br />
0563<br />
07[9<br />
0167<br />
1138<br />
0220<br />
0573<br />
0469<br />
0774<br />
0724<br />
0242<br />
0799<br />
0530<br />
0241<br />
0303<br />
0768<br />
[037<br />
0881<br />
0794<br />
0481<br />
0370<br />
0860<br />
0113<br />
0505<br />
1148<br />
0810<br />
0685<br />
1147<br />
0421<br />
0164<br />
0944<br />
0547<br />
1144<br />
0100<br />
0727<br />
0814<br />
0958<br />
1205<br />
0471<br />
0340<br />
0608<br />
1032<br />
0785<br />
0019<br />
1193<br />
1004<br />
0866<br />
0158<br />
0739<br />
0480<br />
[[59<br />
0945<br />
0092<br />
0119<br />
0532<br />
0388<br />
0446<br />
0960<br />
0113<br />
0432<br />
1152<br />
0330<br />
0207<br />
0274<br />
8<br />
E. P<br />
LYNCH,<br />
FREOERICK,<br />
LYNCH,<br />
MAC OOUGALL• R<br />
MACDONALD, BRIAN<br />
GD<br />
NACDONALD<br />
ML<br />
MALE,<br />
AC<br />
MACKINNEY<br />
JOHN W. JR.<br />
MACY<br />
NE<br />
PAGNIS<br />
JF<br />
MAHARt<br />
JOHN R<br />
MAHER<br />
NRF<br />
MAIBR,<br />
NRF<br />
NAIER,<br />
SHERIOAN<br />
MAITLAND,<br />
F. T<br />
MALH<br />
EDHIN<br />
ANGFIELO<br />
MANTHEY PHILIP S<br />
MAC, JAMES C To<br />
J.E<br />
MARCIA<br />
ARNOLD H<br />
MAREMONT<br />
MARGETT SUSAN<br />
ELI $.<br />
MARKS<br />
J<br />
MARKS,<br />
MARSH, ROBERT J<br />
MARTIN• E W JR<br />
MARTIN• ROBERT A<br />
MARTINOe ROCCO L<br />
RASON ANTHONY K<br />
JOHN L.<br />
MASON,<br />
P<br />
MASCN<br />
W. F.<br />
MASSY,<br />
WILLIAM<br />
MASSY,<br />
W. H<br />
MATEER<br />
A. T<br />
MATHEWSt<br />
NAURER• HERRYMON<br />
MAYe WILLIAM F<br />
HAYER, CHARLES S°<br />
HAYFIELD, EC<br />
H<br />
MAYFIELD<br />
H° B*<br />
MAYNARD,<br />
R K<br />
MAYTZ,<br />
JOHN<br />
MCCARTHY,<br />
GINTY,JOHN<br />
MC<br />
FRANKL<br />
MCCLINTOCK<br />
JA<br />
MCCLURE<br />
CD<br />
MCCCNKEY,<br />
MCCRACKEN, PAUL W<br />
MCCUSKER, OWEN F.<br />
CD<br />
MCOANIEL<br />
CHARLES<br />
MCDONALD,<br />
MCFARLAND, O E<br />
RL<br />
MCFARLAND<br />
D O.<br />
NCFARLANE<br />
J N.<br />
MCGRBW•<br />
DAVXO T<br />
MCKEE,<br />
MCKERSIE R B<br />
WJ<br />
MCLAUGHLIN,<br />
HERBERT E<br />
MCLEAN•<br />
J.M<br />
MCLEOD•<br />
JAMES V<br />
MCNAHON<br />
RN<br />
MCMURRAY,<br />
WALTER J<br />
MCNERNEY<br />
JOHN<br />
MEB¢IM<br />
J.<br />
MEBLIN,<br />
F.<br />
MEE<br />
R C<br />
MEIER,<br />
MELICK•LOWELL F<br />
A.<br />
MENDLESOHN,<br />
E J°<br />
NENKHAUS<br />
0257<br />
0363<br />
1149<br />
1127<br />
0919<br />
0114<br />
C032<br />
1104<br />
Ot40<br />
0116<br />
0675<br />
0162<br />
0031<br />
1128<br />
0236<br />
0422<br />
0548<br />
0817<br />
0494<br />
0873<br />
1116<br />
0299<br />
0082<br />
0942<br />
0339<br />
1072<br />
0558<br />
0599<br />
0615<br />
0515<br />
1170<br />
0250<br />
0451<br />
0506<br />
0920<br />
0433<br />
1058<br />
0300<br />
1190<br />
0030<br />
0001<br />
0442<br />
0758<br />
1081<br />
0733<br />
0333<br />
0041<br />
0025<br />
0427<br />
0933<br />
0269<br />
0916<br />
0317<br />
0224<br />
0070<br />
0744<br />
0494<br />
1108<br />
0225<br />
0036<br />
0378<br />
0994<br />
0938<br />
0[42<br />
0955<br />
1036<br />
0770<br />
0176<br />
1085<br />
0707<br />
0856<br />
0206<br />
MENKHAUS, EDWARD<br />
V<br />
MERCER<br />
DR MICHAE<br />
MESCON<br />
FR<br />
NESSNER<br />
CHARLES<br />
METZ,<br />
METGER• JAMES Ho<br />
METZLER• JCHN H.<br />
HH<br />
MEYER<br />
MARSHALL W<br />
MEYER,<br />
MICHAEL•<br />
C<br />
MICHOLSON<br />
MIDDLEION, C.J.<br />
MILES RAYMOND E<br />
RE<br />
MILES,<br />
ARJAY<br />
MILLER•<br />
MILtS DANIEL Q.<br />
MITLHELL, VANCE F<br />
L G.<br />
MITTEN<br />
HAROLD<br />
MITZEL<br />
MOBtEY, SYBIL C°<br />
NODERf JOSEPH J.<br />
C<br />
MOGARR<br />
MOLES,<br />
OG<br />
NOORE<br />
JAMES Mo<br />
MOORE<br />
MOORE, MICHAEL R<br />
MOOT, ROBERT C.<br />
J[<br />
MORGAN<br />
PPILIP L.<br />
MORGANe<br />
MORRISON<br />
DONALD G<br />
MORRISCN,<br />
MORRISUN EDMUND D<br />
MORBE BRADFORD F<br />
MORTON• MICHAEL<br />
MORVAY• LEONARD<br />
HOUNDALEXIS JOHN<br />
HUERS, ROBERT J.<br />
MUNICH,<br />
RG<br />
HURDICK,<br />
G<br />
MURRAY<br />
IJ<br />
MURRAY,<br />
MYERS, JOHN G<br />
ROBERT<br />
NAGLE,<br />
ERNEST D<br />
NATHAN<br />
NATHAN FREDERICK<br />
NATLE, MARGARET<br />
NEALEY SIANLEY<br />
NEUSCHEL ROBERT P<br />
NEVILLE HAIG G<br />
MS<br />
NEWNAN<br />
R I., JR<br />
NEWMAN•<br />
NEWMAN, WILLIAM H<br />
NEWPORT, M. GENE<br />
PG<br />
hEWPORT,<br />
V<br />
NIEDERHOFFER,<br />
NNINGTCN<br />
JOHN No<br />
NOETTL<br />
NOLAND, ROBERT L<br />
VERNE Ho<br />
NOLL<br />
RICHARD AL<br />
NORMAN<br />
NOVAK RALPH S<br />
0415<br />
0651<br />
0536<br />
0846<br />
0297<br />
1001<br />
0432<br />
0344<br />
0028<br />
0816<br />
0620<br />
0387<br />
0117<br />
1198<br />
0195<br />
1150<br />
0660<br />
0386<br />
0909<br />
0428<br />
1092<br />
0674<br />
0625<br />
1125<br />
0869<br />
0593<br />
1020<br />
0773<br />
0776<br />
0057<br />
0664<br />
1194<br />
0797<br />
0049<br />
0562<br />
0451<br />
0445<br />
0509<br />
0666<br />
1093<br />
0613<br />
0471<br />
0382<br />
1021<br />
0078<br />
0577<br />
0066<br />
1121<br />
0545<br />
0732<br />
0390<br />
0441<br />
1018<br />
0786<br />
0700<br />
0371<br />
0048<br />
0492<br />
0842<br />
0553<br />
0043<br />
0914<br />
0675<br />
0735<br />
0556<br />
1026<br />
I010<br />
0436
NUCKOLS, ROBERT C.<br />
CHRIS<br />
NUGENT<br />
FRANK J.<br />
NUNL[ST,<br />
NYE, WILLIAM A<br />
D<br />
NYLEN,<br />
LEARY,<br />
0<br />
NE[LL HoW<br />
0<br />
SHIELDS, J<br />
0<br />
ODIORNE, GEORGE<br />
CSo<br />
ODIORNE,<br />
W. D<br />
OKRONGLEY,<br />
HYMAN<br />
OLKEN,<br />
P. B., JR<br />
OLNEY,<br />
DM<br />
OLSON,<br />
F.<br />
OMEARA<br />
OMEARA J ROGER<br />
OPELKA F GREGORY<br />
Ao<br />
ORDEN,<br />
LEON<br />
ORLOW,<br />
OSHRY, BARRY I.<br />
OSTERHAUS, LEO B<br />
HENRY<br />
OSWALD<br />
EDWARD Fo<br />
OTGOLE<br />
FRED H<br />
OTTE,<br />
FRANK T<br />
PAINE,<br />
PALDA, KRISTIAN S<br />
NORTON<br />
PALEY,<br />
JAMES Eo<br />
PALLET?,<br />
SC<br />
PARIKH<br />
JAMES A.<br />
PARSONS,<br />
PATRICK, ROBERT L<br />
PATTEN JR., THOMAS<br />
ROBEJ.<br />
PAUL,<br />
ROBERT<br />
PAUL<br />
PAUL, ROBERT Jo<br />
P Eo<br />
PAULUS,<br />
STANLEY L°<br />
PAYNE,<br />
H. L.<br />
PAZER<br />
DANIEL<br />
PECK,<br />
H<br />
PECK,<br />
J E<br />
PEFFERS,<br />
NOLAN<br />
PEN<br />
WN<br />
PENZER,<br />
PERKIN COL I°R.<br />
JAMES<br />
PERROTT,<br />
OALLIS K.<br />
PERRY,<br />
OLIVER<br />
PERRY.<br />
PESHKIN,<br />
PESKIN DEAN B<br />
PETERSEN, CHARLES<br />
GoG.<br />
PETERSEN,<br />
RUSSELL<br />
PETERSON,<br />
DJ<br />
PETRIE.<br />
M G<br />
PFEIFFER,<br />
PHILIPPAKIS A.<br />
LEONARD<br />
PINTO,<br />
MICHAEL J.<br />
PIORE,<br />
IRA<br />
POONOS,<br />
SIEPHEN M<br />
POLLOCK.<br />
FOMERORY, RICHARD<br />
PONDY, LOUIS R.<br />
V.<br />
PONTIUS<br />
VICTOR H<br />
FOOLER,<br />
PORTER JOHN C.<br />
LW<br />
PORTER<br />
LYMAN<br />
PORTER<br />
W<br />
POWELLt<br />
BoB.<br />
PRAG,<br />
TO<br />
PRENTING<br />
THEODORE<br />
PRENTING<br />
0503<br />
1056<br />
0981<br />
0327<br />
0181<br />
0079<br />
0855<br />
0209<br />
0334<br />
0906<br />
0316<br />
1035<br />
0169<br />
C046<br />
0235<br />
0626<br />
1179<br />
0580<br />
0785<br />
1000<br />
1132<br />
0566<br />
0277<br />
1053<br />
0784<br />
0443<br />
0976<br />
0677<br />
0130<br />
0289<br />
0288<br />
1181<br />
0730<br />
0760<br />
0812<br />
1044<br />
0508<br />
0199<br />
0305<br />
0931<br />
0396<br />
0530<br />
0895<br />
1012<br />
0601<br />
0636<br />
0524<br />
0189<br />
0356<br />
0434<br />
0594<br />
0710<br />
0155<br />
0192<br />
1156<br />
0453<br />
1207<br />
0368<br />
0630<br />
0973<br />
0782<br />
0229<br />
0342<br />
0299<br />
0166<br />
0386<br />
0674<br />
0904<br />
0778<br />
OO08<br />
0624<br />
G.R<br />
PRESTON,<br />
I.L<br />
PRESTON,<br />
LE<br />
PRESTONe<br />
HD.<br />
PRIDMORE,<br />
PRIEN,<br />
ERICH P<br />
PRIENt<br />
D A<br />
PRIEST,<br />
JAMES<br />
PROCTOR.<br />
PUDNEY BETTY ANN<br />
PURCELL,<br />
JAPES BRIAN<br />
QUINN,<br />
R<br />
D A<br />
RAOIUS<br />
LOUIS J<br />
RAGO,<br />
ANTHONY P<br />
RAIA,<br />
RAMCND, CFARLES<br />
RANDALL, JR E.V.<br />
t C<br />
RANEL,<br />
DAVID L.<br />
RAPHAEL,<br />
RAWLS, JAMES R.<br />
JAMES F°<br />
RAY,<br />
R. C<br />
RAYMOND,<br />
REAGAN, H. JR.<br />
F.H<br />
REAGAN.<br />
KA<br />
REED<br />
M REIN,<br />
M J<br />
REITER<br />
REUTER VINCENT G.<br />
REYNBLDS, CARL H<br />
REYNOLDS, WILLIAM<br />
FEN<br />
RHBDES<br />
JAMES M.<br />
RICHARDS,<br />
RICHARDSON, LOUIS<br />
BARRY<br />
RICHMAN,<br />
BH<br />
RICHMAN,<br />
L RICO.<br />
JOhN<br />
RIDAY,<br />
JOHN W.<br />
RIDAY,<br />
G R<br />
RIEE.<br />
ERICH P<br />
RIEN,<br />
JOHN W<br />
RILEY,<br />
RINGEL SEYMOUR<br />
RR<br />
RITTI,<br />
SELWYN<br />
ROBBINS<br />
E.B<br />
RDBERTSe<br />
EB<br />
ROBERTS<br />
T S<br />
ROBERTS<br />
W.R.<br />
ROBINS<br />
ROBINSON,<br />
ROBINSON H W.<br />
ROBINSON, PATRICK<br />
ROCKWELL MARSHALL<br />
ROETHLISBERGER F.<br />
ROGERS ALFRED S.<br />
JAMES<br />
ROGERS<br />
LEONARD G.<br />
RORER,<br />
ROSE, HARRIETT Ao<br />
ROSENFELD, J. M.<br />
WR<br />
ROSENGREN<br />
WILLIAM<br />
ROSENGREN,<br />
ROSENZWEIG, J<br />
W. R.<br />
ROSS,<br />
RUSSELL S.<br />
ROTH,<br />
ROTHERY, BRIAN<br />
1118<br />
0841<br />
0861<br />
0104<br />
0120<br />
0493<br />
0199<br />
0535<br />
0462<br />
1157<br />
0670<br />
0413<br />
1129<br />
1075<br />
0379<br />
0990<br />
0764<br />
1007<br />
0628<br />
0524<br />
1161<br />
0871<br />
0475<br />
0769<br />
0158<br />
0967<br />
0575<br />
1119<br />
0708<br />
0658<br />
1202<br />
1094<br />
0492<br />
0718<br />
0531<br />
0695<br />
0080<br />
0150<br />
0705<br />
0456<br />
1065<br />
0721<br />
1042<br />
0523<br />
C035<br />
1105<br />
1064<br />
0152<br />
0214<br />
0808<br />
0444<br />
0452<br />
0921<br />
0650<br />
0288<br />
0171<br />
0357<br />
0876<br />
0519<br />
0501<br />
0216<br />
0014<br />
0738<br />
0993<br />
0882<br />
0343<br />
0411<br />
0448<br />
0728<br />
0657<br />
0970<br />
0887<br />
0886<br />
0476<br />
0755<br />
0559<br />
0541<br />
0819<br />
86<br />
ROTHERY, BRIAN V.<br />
F E.<br />
ROUKE,<br />
HENRY S.<br />
ROWEN,<br />
RUBENSTEIN ALBERT<br />
E<br />
RUBINGTON,<br />
Ho Oo<br />
RUHNKE<br />
RUHNKE HENRY Oo<br />
HAROLD<br />
RUSH,<br />
HAROLD M*F.<br />
RUSH,<br />
RUSHING, WILLIAM A<br />
RUSSELL, JOHN R°<br />
RUSSO, SABATING A<br />
RUITENBERG SYANLE<br />
RUTZIVK,<br />
EDWARD<br />
SACKS<br />
SD.<br />
SALEH.<br />
M. D° JR<br />
SALEN<br />
J. M<br />
SAMUELS.<br />
B. S.<br />
SANOERSe<br />
D. H<br />
SANDERS,<br />
SAUL S.<br />
SANDS,<br />
SASIENI. MAURICE W<br />
RW<br />
SAUBER<br />
ROBERT W<br />
SAUNDERS,<br />
TR<br />
SAVING,<br />
MORRIS A<br />
SAVITTe<br />
Lo M<br />
SAVDIE<br />
J<br />
SAYER,<br />
BK<br />
SCANLANt<br />
CHARLES<br />
SCHAFER<br />
SCHAFFER, ROBERT H<br />
SChARRINGLAUSEN, D<br />
WE<br />
SCHEER<br />
W|LBERT E<br />
SCHEER<br />
SCHEFF BENSON H.<br />
E.H<br />
SCHEIN<br />
J.S.<br />
SCHIFF<br />
DT<br />
SCHMIDT<br />
CW<br />
SCHMINKB.<br />
SCHMITT JAMES R.<br />
SCHNEIDEWEND, NORM<br />
SCHODERBECK PP<br />
SCHODERBEK. PETER<br />
SCHOFIELD, WILLIAN<br />
B<br />
SCHENER,<br />
G F°<br />
SChRADER,<br />
SCHUH, ALLEN J.<br />
DG<br />
SCHUL¥Z<br />
RAYMOND G<br />
SCHULTZ,<br />
SCHUSTER. JAY R.<br />
SCHWARTZ, H. A.<br />
M<br />
SCHWARTZ,<br />
JOSBPH<br />
SCHWITTER,<br />
SClTOVSKY, ANNE A.<br />
O G.<br />
SCOTT,<br />
F G<br />
SCOTT,<br />
SCOTT, RICHARD C.,<br />
W.R<br />
SCOTT,<br />
WE<br />
SCOTT,<br />
D.O.<br />
SEARS,<br />
S. E<br />
SEASHORE,<br />
DA<br />
SEASTONE,<br />
H.W.<br />
SECOR,<br />
SECREST FRED G.<br />
J.<br />
SEGALL,<br />
H<br />
SEIOMAN,ROBERT<br />
0290<br />
0617<br />
0745<br />
0654<br />
0466<br />
0099<br />
0243<br />
0929<br />
1200<br />
0676<br />
0877<br />
0546<br />
0781<br />
0822<br />
1115<br />
0604<br />
0777<br />
0477<br />
0118<br />
066I<br />
0234<br />
0238<br />
0218<br />
0301<br />
0299<br />
0023<br />
1045<br />
0027<br />
0273<br />
0204<br />
0085<br />
0040<br />
1191<br />
0859<br />
0800<br />
0137<br />
0631<br />
0431<br />
0619<br />
0750<br />
0039<br />
0097<br />
0673<br />
0287<br />
0132<br />
0806<br />
0404<br />
0157<br />
0629<br />
0498<br />
0122<br />
0771<br />
0437<br />
0446<br />
0960<br />
0518<br />
0885<br />
1069<br />
0249<br />
0252<br />
0413<br />
0737<br />
0055<br />
0796<br />
0527<br />
0918<br />
0614<br />
0464<br />
0215<br />
0804<br />
G.<br />
SELF,<br />
GLEN D.<br />
SELF,<br />
SELLMAN RICHARD A<br />
SHARLIP, ALFRED<br />
SHAW, CHRISTOPHER<br />
SJ.<br />
SHAW<br />
WILLIAM<br />
SHELTON,<br />
SHENKEL WILLIAM M<br />
OR<br />
SHERIFF,<br />
ROBERT W.<br />
SHOPOFF<br />
AV<br />
SHGRTELL=<br />
FREMONT A.,<br />
SHULL,<br />
JOEL<br />
SHUMANe<br />
JOHN R<br />
SIBBALD<br />
WERNER<br />
SICHEL<br />
SIEBURG,J<br />
A Io<br />
SIEGEL<br />
AT<br />
SIEGEL<br />
SILBERMAN, CE<br />
SILBERMAN, CHARLES<br />
J SILER<br />
RAY<br />
SILVIUS,<br />
NJ<br />
SIMLER<br />
HA<br />
SIMON<br />
SIMPKINS= JOHN J<br />
SIMPSON, MAX S.<br />
B<br />
SINCLAIR,<br />
BERTRAM<br />
SINCLAIR,<br />
SINGH, 7RIPIT NARA<br />
0<br />
SINGLETARY,<br />
DR. FRANK<br />
SKINNER,<br />
SLATER ROBERT E.<br />
RS<br />
SLGMA,<br />
H.Eo<br />
SMALLEY,<br />
DoH.<br />
SMITH,<br />
LEE H.<br />
SMITH,<br />
M. Jo<br />
SMITH,<br />
PATRICIA C<br />
SMITHy<br />
PC<br />
SMITH,<br />
PHILIP To<br />
SMITH,<br />
SMITH, ROBERT O.<br />
VE<br />
SMITH,<br />
W.<br />
SMITH<br />
W.J.<br />
SMITH,<br />
W.R.<br />
SMITH,<br />
SMITH.WILLIAM<br />
PEER O.<br />
SOELBERG,<br />
B.J.<br />
SPEROFFt<br />
J<br />
SPIEGAL<br />
SPRAGUE CHRISTOPH<br />
RE.<br />
SPRAGUE,<br />
R<br />
STAGNER,<br />
STASIm WILLIAM J.<br />
M<br />
STARLING,<br />
GEORGE A<br />
STEINER,<br />
STEINKAMP, STANLEY<br />
STEINMANNt ANNE<br />
STEPHENS, GERALD<br />
STICE, JAMES<br />
STIMMLER, PAUL T.<br />
STOBAUGH, ROBERT B<br />
STOUDERt DALE H<br />
J A.<br />
STOUT,<br />
SENTER<br />
STUART<br />
RA<br />
STULL,<br />
SEYMOUR<br />
SUOMAN<br />
L<br />
SUMMERS<br />
A.<br />
SVENSON<br />
B<br />
SVETLIK,<br />
JL.<br />
SWAB<br />
SWALM, RALPH O.<br />
EDITH<br />
SWANSON.<br />
Wo<br />
TABAC,<br />
0629<br />
0592<br />
0324<br />
0280<br />
0457<br />
0911<br />
0550<br />
0312<br />
0094<br />
0825<br />
0069<br />
0338<br />
1171<br />
0813<br />
1182<br />
0729<br />
0192<br />
0122<br />
0133<br />
0060<br />
0884<br />
0377<br />
0011<br />
0430<br />
0894<br />
0002<br />
0279<br />
0276<br />
0071<br />
0295<br />
0517<br />
0267<br />
0345<br />
0605<br />
CO77<br />
0585<br />
0854<br />
1006<br />
0216<br />
0482<br />
0119<br />
0875<br />
0649<br />
0056<br />
1079<br />
0652<br />
0862<br />
0787<br />
1017<br />
0956<br />
1059<br />
1126<br />
0103<br />
0109<br />
1086<br />
1066<br />
0766<br />
0491<br />
0358<br />
1091<br />
0417<br />
0568<br />
0822<br />
0271<br />
0181<br />
0298<br />
0161<br />
0453<br />
1059<br />
1151<br />
0120<br />
0126<br />
1070<br />
0702<br />
1180
C.<br />
TAEUBER<br />
PoHo<br />
TANNENBAUMt<br />
R. Go<br />
TARR.<br />
BoTo<br />
TAYLOR,<br />
TA¥LOR DAV|D Ro<br />
TAVLOR GEDRGE Go<br />
TAYLOR<br />
JAMES N.<br />
TAY4.0R,<br />
RG.<br />
TAYiLOR<br />
VERNON R.<br />
TAYLDR<br />
D.<br />
TEAMAN<br />
NBNNETH So<br />
TEEt,<br />
A<br />
TEtrA,<br />
RAPHAEL<br />
THELWELLt<br />
Do R°<br />
THOMAS,<br />
VA<br />
THQNPSN<br />
THGNPSDNt G. CLARK<br />
THONP$ON, H° E<br />
THGNPSgN, WILLIAM<br />
NM°<br />
THONP$N,<br />
88RKLEY<br />
THORNTGN<br />
t,.IN Wo 8.<br />
THU,<br />
W. BERNARD<br />
THULIN<br />
TINON$. EDNIN O.<br />
JR°, AB<br />
TOAN<br />
JACK<br />
TORIOL,<br />
TORGERSEN, P.E<br />
TORPEY NILLIA G<br />
RAY<br />
TOROLANI,<br />
R<br />
TOUGH,<br />
TOWNE ODUGLAS M.<br />
LA<br />
TONSENO.<br />
HM<br />
TRICE,<br />
G° R°<br />
TRINBLE<br />
o Ho<br />
TRIPP,<br />
TUCER MICHAEL F.<br />
1033<br />
0994<br />
0969<br />
1050<br />
1111<br />
0633<br />
0111<br />
0890<br />
0128<br />
1163<br />
1148<br />
0783<br />
0153<br />
0586<br />
0194<br />
0015<br />
0301<br />
0490<br />
0637<br />
0177<br />
0320<br />
0187<br />
0879<br />
0524<br />
0051<br />
0927<br />
0679<br />
0394<br />
0512<br />
0919<br />
0615<br />
0110<br />
0006<br />
0203<br />
0256<br />
0673<br />
T.M.<br />
TULL,<br />
III, AUGU<br />
TURMBULL<br />
TUTTLE) DONALD L<br />
FL.<br />
THEDE,<br />
CHARLES W°<br />
UFFORD<br />
ULLMAN JDSEPH Co<br />
D<br />
UNRALLA.<br />
SLYEt<br />
VAN<br />
VANCE, STANLEY<br />
VANDENOERG, STEVEN<br />
VAVASIS ANDRE S<br />
A<br />
VA2SONYIe<br />
RC<br />
VERGIN<br />
EMORY F.<br />
VIA,<br />
RUSSELL F.<br />
VICTOR<br />
AoH°<br />
VORHAUB<br />
ALFRED Ho<br />
VORHAU5,<br />
VROOM ICTOR H°<br />
LW<br />
WAGER<br />
CHARLES<br />
ALJ(ER<br />
WALKER JAMES<br />
NALLACE Wo°<br />
WALLS Eo FRANK JR<br />
WALSH, ROBERT Jo<br />
WALTER BENJANIN<br />
EoSo<br />
WALTER<br />
C. GLENN<br />
WALTES,<br />
M°<br />
WARNOCM,<br />
JDHN Lo<br />
WARREN,<br />
T° J.<br />
WATSON<br />
H BRUCE<br />
NEALE,<br />
0830<br />
1162<br />
0881<br />
0145<br />
[165<br />
0635<br />
1110<br />
0552<br />
0057<br />
0421<br />
0346<br />
0961<br />
0850<br />
0112<br />
0003<br />
1087<br />
0416<br />
1063<br />
0372<br />
0461<br />
0101<br />
0341<br />
1189<br />
0959<br />
0156<br />
1103<br />
0440<br />
0534<br />
0671<br />
1048<br />
0313<br />
0713<br />
0231<br />
0318<br />
87<br />
WEBSTER, FREDERICK<br />
J.<br />
WEINER<br />
JB<br />
WEINER<br />
J<br />
WEINGARTEN<br />
H. HA<br />
WEINGARTNER<br />
BA<br />
WEISBROD<br />
A<br />
WEIS<br />
E.B.<br />
WEISS,<br />
P.<br />
WEISSENBERG<br />
WD<br />
WELLS<br />
WILLIAM D<br />
WELt$<br />
SJ<br />
WELSH,<br />
SAUL<br />
WEANICK<br />
WESP, ROBERT Eo<br />
MR<br />
WE$SEL<br />
LEON<br />
NESTER)<br />
TL<br />
WHISLER,<br />
CLINTD<br />
WHITEHURST,<br />
ROBERT<br />
WH¥TE,<br />
BoK°<br />
NICKSTRUN<br />
WIDENER W° ROBERT<br />
WIEST, JEROME D.<br />
WIKSELL, MILTON J.<br />
RIRSTROM WALTER<br />
WILKERSDN, C DAVI<br />
WILKIN8,<br />
JOHN J.<br />
RILNINSDN<br />
WIL[INSON ¥° L<br />
EGI<br />
W|LLIAMS<br />
L. K.<br />
WILLIAMS,<br />
R<br />
WILtIAM$<br />
R°Ho<br />
WILLTAMS<br />
WILLIAMSON OLIVER<br />
RILIGE$ R.C<br />
0946<br />
0506<br />
0239<br />
0147<br />
0024<br />
0064<br />
0767<br />
0870<br />
0165<br />
0923<br />
0779<br />
0525<br />
0038<br />
0945<br />
0074<br />
0731<br />
0995<br />
0143<br />
0285<br />
0068<br />
0690<br />
1082<br />
0772<br />
0322<br />
0889<br />
0640<br />
0609<br />
0302<br />
1055<br />
1102<br />
0926<br />
0053<br />
0190<br />
0079<br />
0758<br />
1025<br />
0951<br />
J. W<br />
WINEGAR,<br />
T A<br />
WISE,<br />
PB<br />
WISHART<br />
JDSEPH<br />
WNUK<br />
O WOLFE<br />
WENBELL W.<br />
WOLFE,<br />
WOLLASTON J.Do<br />
Y WONG<br />
THOMAS t.<br />
WOOD,<br />
WOODFIELO, L.W<br />
DoH<br />
WOODS<br />
M. S JR<br />
WORTMAN,<br />
WRAPP H. EDWARD<br />
WRIGHT ORMAN R<br />
WILMER<br />
WRIGHT<br />
K<br />
WRIGHTC<br />
WUNDERLICH, CARTE<br />
YANKELOICH DANIE<br />
BORIS<br />
YAVITZ<br />
ABRAHAM<br />
ZALEZNIK,<br />
A<br />
ZANDER<br />
kILLARD<br />
ZANGWILLt<br />
ZS<br />
ZANNETO$<br />
B. W<br />
ZIESSOW,<br />
R.K<br />
ZIVMER•<br />
E. Ao<br />
ZUBAY,<br />
ZUCKER LEON W.<br />
ZWERSKI E. L.<br />
0366<br />
0304<br />
0123<br />
0867<br />
0013<br />
0414<br />
1023<br />
C029<br />
0639<br />
0576<br />
0762<br />
0198<br />
0791<br />
0612<br />
0551<br />
0494<br />
0848<br />
0337<br />
0293<br />
0743<br />
0843<br />
0013<br />
1005<br />
0016<br />
0200<br />
0839<br />
0223<br />
0282<br />
0865
COOl<br />
CC03<br />
H<br />
HAYFIELD,<br />
OPPORTUNITY SHOULD HIRING STANDARDS BE RELAXED$ )'<br />
EQLAL<br />
SEPT-OCT 1964<br />
PERSONNEL<br />
SELECTION, RECRUITING, PERSONNEL, JOB,<br />
TESTS,<br />
CLLTURALLY-CEPRIVEO<br />
MINORITY-GROUP,<br />
HAVE BEEN STRONG ARGUMENTS TO ELIMINATE TRAD[-'<br />
THERE<br />
EMPLOYMENT PRACTISES BECAUSE THEY HAVE BUILT IN CUL-'<br />
TIDNAL<br />
BIASES WHICH OPERATE TO THE DISADVANTAGE CF MINORITY<br />
TURAL<br />
THIS IS A SELF PERPETUATING PROBLEM SINCE THE CUL-'<br />
GROUPS<br />
DEPRIVED CANNOT GET THE JOBS THEY NEED TO RISE FROM<br />
TURALLY<br />
SECOND CLASS SIATUS<br />
A<br />
ARGUMENTS AGAINST TESIS ARE THEY ARE BASED CN<br />
THE<br />
CLASS BACKGROUND, 2 CULTURALLY DEPRIVED PEOPLE ARE<br />
MIDDLE<br />
BY THEIR IGNORANCE AND THEIR AITITUDES PSY-'<br />
HANDICAPPED<br />
TESTS ARE THE BEST PREDICTORS OF JOB SUCCESS WE<br />
CHCLOGICAL<br />
SINCE IHEY GIVE US FACTS THAT NEED TO BE CCNSIDERED<br />
HAVE<br />
OPINIONS IN EMPLOYMENT DECISIONS TWO OIFFICULTIES IN<br />
WITH<br />
TESTS ARE THEY HAVE EVOLVED OVER A HALF CENTURY<br />
ADJUSTING<br />
JOBS ARE SET IN THE FRAMEWORK OF THE PREDOMINANT GROUP<br />
AND<br />
SOCIETY EMPLOYERS CAN RE-EXAMINE JOB REQUIREMENTSt RE<br />
IN<br />
OTHER PHASES OF THE SELECTION PROCESS, AND INTENSIFY<br />
EXAMINE<br />
EFFORTS.<br />
RECRUITING<br />
HA<br />
SIMON<br />
IHE CONCEPT DF ORGANIZATIONAL GOALS<br />
ON<br />
SCIENCE QUARIERLY JUNE, 1964<br />
ADMINISTRATIVE<br />
DECISION-MAKING, ADMINISTRATION<br />
ORGANIZATION,<br />
PAPER PROPOSES A DEFINITION OF ORGANIZATIONAL GOAL<br />
THIS<br />
THE DILEMMA OF TREATING THE ORGANIZATION AS SOME-'<br />
RESOLVING<br />
MORE THAN A SYSTEM OF INIERACTING INDIVIDUALS WITH THE<br />
THING<br />
OF GOAL AS INDISPENSABLE TO ORGANIZATION THEORY THE<br />
CONCEPT<br />
OF AN ACTION IS SELDOM UNITARY, BUT CONSISTS OF WHOLE<br />
GOAL<br />
OF CONSTRAINTS THE ACTION MUST SATISFY IT IS CON-'<br />
SETS<br />
TO USE THE IERM ORGANIZATIONAL GOAL TO REFER TO<br />
VENIENT<br />
IMPOSED BY THE ORGANIZATIONAL ROLE THAT HAVE AN<br />
CONSTRAINTS<br />
RELATION WIIH THE PERSONAL MOTIVES OF THE PERSON<br />
INDIRECT<br />
THE ROLE. MORE NARRCWLY THE TERM FAY REFER TO CON-'<br />
F[LLING<br />
THAT DEFINE ROLES AT THE UPPER LEVELS OF ADMINIS-'<br />
STRAINTS<br />
TRATION<br />
ACTUAL ORGANIZATIONS THE OECISICN FAKING MECHANISM<br />
IN<br />
A LOOSELY COUPLED, PARTIALLY DECENTRALIZED STRUCTURE IN<br />
IS<br />
OIFFERENT CONSTRAINTS IMPINGE ON DECISIONS OF OFF<br />
WHICH<br />
ORGANIZATIONAL LOCATIONS THE CONCEPT OF GOAL CAN BE<br />
FERENT<br />
IN AN ENTIRELY OPERATIONAL MANNER<br />
INTRODUCED<br />
RC GRIMES AJ<br />
VERGIN<br />
MYTHS AND EDP<br />
MANAGEMENT<br />
MANAGEMENT REVIEW FALLt 1964<br />
CALIFORNIA<br />
PROGRAMMERS COMPUTERIZATION<br />
TRAINING,<br />
AUTHORS DISCUSS THE MANY MYTHS WHICH EXIST ABOUT<br />
THE<br />
AUTOMATION IN THE MINDS OF MANAGEMENT. THE MYTHS THAT<br />
OFFICE<br />
SPECIFIC YET UNIVERSAL OBJECTIVES AND RESULTS ALWAYS<br />
CERTAIN<br />
A COMPUTER INSTALLATION, THAT CEMPUTERS SHOULD MEET<br />
UNDERLY<br />
NEEDS WITHIN THE EXISTING ORGANIZATIO WITHOUT ANY<br />
IMMEDIATE<br />
IN THE ORGANIZATION OF THE FIRM, THAT COMPUTERS WILL<br />
CHANGE<br />
JOBS AND TRANSFER WORKERS, THAT PROGRAMMING IS<br />
REDUCE<br />
AND IHAI ERRORS ARE FREQUENT ARE DISCUSSED THESB<br />
LIMITED,<br />
ARE EXPOSED BY THE AUIHORS IN DETAIL BESIDES THESE<br />
MYTHS<br />
THE ARTICLE DISCUSSES DIFFERENCES OF OPINION COMMONLY<br />
MYTHS<br />
OPINIONS VARY AS TO COMPUTERS EFFECTS ON LABOR COSTS,<br />
HELD<br />
DEGREE OF IRAINING NECESSARY FOR PROGRAMMERS THE<br />
TTHE<br />
AND THE FUTURE USES OF COMPUTERS WITH THE RAPID<br />
BENEFITS<br />
IN COMPUTER TECHNOLOGY THESE MISCONCEPTIONS CAN BE<br />
INCREASE<br />
UP IN THE FUTURE MANAGEMENT MUST FORSAKE THE VIEWS<br />
CLEARED<br />
THE PAST AND ANALYZE THE EDP NEEDS AD ENVIRONMENTAL<br />
OF<br />
OF THE FIRM FOR BEST EDP RESULTS<br />
CONDITIONS<br />
WC<br />
DASWELL<br />
EFFECIIVENESS AND SALES SUPERVISION<br />
MARKETING<br />
MANAGEMENT REVIE FALL, 1964<br />
CALIFORNIA<br />
JOB-DESCRIPTION<br />
TREND TO FEWER BUT BIGGER CUSTOMERS, HENCE TO THE<br />
THE<br />
SALES FORCE, REQUIRES A NEW TYPE OF SALESMAN<br />
SELF-RELIANT<br />
MUST BE FREE TO MANEUVER, WELL INFORMED TO MAKE ON-THE<br />
HE<br />
DECISIONS, AND IN CLOSE CONTACT WITH THE HEADQUARTERS<br />
JOB<br />
STAFF<br />
SUPERVISIO IS NOT ADEQUATE FOR DEALING<br />
TRADITIONAL<br />
THIS NEW SALESMAN HE REGbIRES A NEW TYPE OF MANAGER<br />
WITH<br />
INSTEAD OF STRESSING CONTROL, CREATES OPPORTUNITY THIS<br />
WHO<br />
MANAGER SHOULD STRESS MANAGEMENT BY OBJECTIVES, JOB<br />
NEW<br />
PARTICIPATIOn, AND PERFORMANCE APPRAISALS<br />
ENLARGEMENT,<br />
CAN ACHIEVE THESE GOALS BY LEARNING FROM<br />
MANAGERS<br />
DEVELOPING BETTER MARKET MEASUREMENTS AND MORE<br />
ACADEMICIANS<br />
TERRITORY LAYOUTt AND BY REFINING IHE SALES PLANNING<br />
PRECISE<br />
CONTROL PROCESSES TO ALLOW THEIR SALESMEN TC WORK TO<br />
AND<br />
BEST OF IHEIR POTENTIAL<br />
THE<br />
J<br />
DIEBOLD<br />
THE STILL-SLEEPING GIANT<br />
AOP<br />
BUSINESS REVIEW SEPTEMBER-OCTOBER, [964<br />
HARVARD<br />
EDP COMPUTERIZATION COST-CONTROL<br />
INFORMATION-PROCESSING<br />
ARTICLE BEGINS WITH BRIEF HISTORY OF THE USE<br />
THIS<br />
AOP SYSTEMS ALTHOUGH THEIR USE IS ACCEPTED hOW, THIS<br />
OF<br />
HAMPERED BY THE FACT THAT THERE IS STILL NO PLACE FOR ADF<br />
IS<br />
OUR ORGANIZATION STRUCTURE ADP IS BEING USED FOR MACHINE<br />
IN<br />
AND COST-CONTROL BUT EXECUTIVES ARE NOT APPLYING<br />
ACCOUNTING<br />
TO MANAGEMENT FUNCTIONS THE AUTHOR CALLS FOR A BOLDER<br />
ADP<br />
INNOVATIVE APPROACH TO ADP IN IHE FUTURE WITH THE<br />
MORE<br />
OF PERFECTEO MAN-COMPUTER COMMUNICATIONS,<br />
DEVELOPMENT<br />
SYSTEMSt SELF-CORRECTING PROGRAMS AND SELF<br />
POLUMODULAR<br />
SYSTEMS, ADP WILL BE ABLE TO ENCOMPASS MORE AND<br />
ORGANIZING<br />
OF THE BUSINESS STRUCTURE MANAGEMENT MUST PREPARE<br />
MORE<br />
THIS NEW WORLD OF ADP. FIRST II MUST RECOGNIZE THAT A<br />
FOR<br />
EXISTS SECOND, A GENUINE BUSINESS-RESEARCH EFFORT<br />
PROBLEM<br />
BE MADE MANDATCRY THIRD, A PLACE FOR ADP MUST BE<br />
WILL<br />
WITHIN THE ORGANIZATION STRUCTURE SO THAT A NEW<br />
CREATED<br />
BUSINESS INFORMATION SYSTEM CAN EXIST<br />
TOTAL<br />
ABSTRACTS<br />
TRCE hM<br />
C006<br />
LIGHT ON IDENTIFYING THE ALCOHOLIC EMPLOYEE<br />
NEW<br />
PERSONNEL SEPI-CCT 1964<br />
IS A GROWING RECOGNITION OF THE H[GH COST OF AL-'<br />
THERE<br />
IN EMPLOYEES THIS ARTICLE IS ON A STUDY CONDUCTED<br />
COHDLISM<br />
A LARGE COMPANY THE IMMEDIATE SUPERVISORS OF 72 EMPLOY-'<br />
IN<br />
DIAGNOSED AS ALCOHOLICS WERE GIVEN 44 ON THE JOB SIGNS<br />
EES<br />
ALCOHOLISM AND ASKED TO SELECT THE FIRST FIVE SIGNS THE<br />
OF<br />
NOTICIhG HOW OFTE AND HOW SOON. THERE WERE 17<br />
RECALLED<br />
WHICH APPEARED MOST FREQUENTLY THESE ARE RANKEG IN A<br />
ITEMS<br />
A SECOND TABLE GIVES THE FREQUENCY OF THESE SIGNS<br />
TABLE<br />
TABLES ARE RANKED BY SUPERVISORS AND THE ALCOHOLICS<br />
BOTH<br />
EARLY INDICATIONS GO UNNOTICED BY THE BOSS PAR-'<br />
SOME<br />
IN HIGHER POSITIONS A STUDY OF MEDICAL RECORDS<br />
TICULARLY<br />
ALSO GIVE CLUES SINCE ILLNESSES OF ALCOHOLICS SEEM TO<br />
WILL<br />
CONCENTRATED I SPECIFIC AREAS<br />
BE<br />
BAUER RA BUZZELL RD<br />
0007<br />
BEHAVIORAL SCIENCE AND SIMULATIC<br />
MATING<br />
BUSINESS REVIEW<br />
HARVARD<br />
PLANNING<br />
AUTHORS ARGUE THAT DIFFERENT KINDS OF ANALYTICAL<br />
ThE<br />
AND METHODS CAN BE INTEGRATED TO PRODUCE MORE EF<br />
CONCEPIS<br />
RESULTS THAN IF USED SEPARATELY THEY PRESENT A<br />
CFECTIVE<br />
EXAMPLE OF HOW BEHAVIORAL SCIENCE CONCEPTS AND<br />
SIMPLIFIED<br />
SIMULATION CAN BE COMBINED TO ANALYZE PROBLEM IN<br />
COMPUTER<br />
STRATEGY. COMBINING QUALITATTVE WIH QUANTITA<br />
ADVERTISING<br />
INFORMATION GIVES A MORE COMPLETE PICTURE OF THE SIT-'<br />
TIVE<br />
THE SOCIAL SCIENCE TELLS WHAT TO MEASURE AND WHAT TC<br />
UATION<br />
IF WE GET CERTAIN MEASUREMENTS THE COMPUTER OEVEL-'<br />
EXPECT<br />
A MODEL OF THE REAL WORLD WITH WHICH IT WANTS TO DEAL<br />
OPS<br />
THEN FEEDS APPROPRIATE DATA INTO THIS MODEL<br />
AND<br />
THE EXAMPLE WHICH DEALS WITH A FIRMS PROB-'<br />
DISCUSSING<br />
IN MARKETING SEAT BELTS, THE AUTHORS EXAMINE SUCH<br />
LENS<br />
AS AUDIENCE AIIITUDES, EXPOSURE TO MESSAGE READERS<br />
POINTS<br />
TO SALES MATERIAL AND OTHER ASPECTS OF RESEARCHING<br />
REACTIONS<br />
PLANNING A SALES CAMPAIGN AND HOW BOTH THE SCIENCES<br />
AND<br />
COMPUTERS HELPED THEM IN THIS CHARTS ARE IN THE ARTICLE<br />
AND<br />
PRENTING TO<br />
CO08<br />
SELECTION FOR REPETITIVE WORK<br />
BETTER<br />
SEPTEMBER OCTOBER 19LJ<br />
PERSONNEL<br />
TESTS<br />
DEALING WIIH REPETITIVE JOBS THE EMPHASIS HAS BEEN<br />
IN<br />
JOB ENLARGEMENT AND ALLEVIATING BOREDOM. THE CONTENTION<br />
ON<br />
THIS ARTICLE IS IHAT SELECTION PROCEDURES SHOULD BE RE--'<br />
OF<br />
TO INSURE IHAT REPETITIVE JOBS ARE FILLED BY PEOPLE<br />
OESIGNED<br />
ADAPTED TO ThEM EMPIRICAL STUDIES NOTED I THIS<br />
BEST<br />
SUPPORT THE IDEA THAT SOME PEOPLE LIKE REPETITIVE<br />
ARTICLE<br />
PRESENT SELECTION METHODS ARE NOT DESIGNED TO FIND<br />
WORK<br />
PEOPLE PERSONALITY TRAITS TO LOOK FOR ARE BASEC ON<br />
THESE<br />
EVIDENCE BUT INCLUDE MIDDLE AGE OR DLDER INTROVER-'<br />
SCANTY<br />
PSYCHOLOGICALLY STABLE, PERSERVERING AND CALM THREE<br />
SICN<br />
DF TESTS WERE SUGGESTED AS WAYS TO IMPROVE SELECTION<br />
TYPES<br />
EMPLOYEES FOR REPETITIVE WORK GENERAL INTELLIGENCE<br />
CF<br />
MOTOR DEXTERIIY OR MECHANICAL APTITDDE<br />
PERSONALITY<br />
TESTS MAY BE THE GREATEST AID SINCE TOLERANCE<br />
PERSONALITY<br />
THESE JOBS SEEM TO BE BASICALLY A MATTER OF TEMPERMENT<br />
FOR<br />
FATORA WA<br />
CC09<br />
TO PINPOINT PROBLEM AREAS IN WORK DISTRIBUTION<br />
hOW<br />
SEPTEMBER-OCTOBER 1964<br />
PERSONNEL<br />
JOB-CESCRIPTIO<br />
SUPERVISORS,<br />
ACCOUNT OF HOW WORK DISTRIBUTION ANALYSIS WAS USFD<br />
AN<br />
IMPROVE THE OPERATING EFFICIENCY IN A UNIT OF GENERAL<br />
TO<br />
LARGE JET ENGINE DEPARTMENT A BREAKDEWN OF THE<br />
ELECTRICS<br />
OF THE DEPARTMENT IS SHOWN BY SUBJECT FUNCTION TASK<br />
WORK<br />
RANDOM SAMPLING WAS EMPLOYED TO GET DETAILEC IN-'<br />
ACIIVIIY<br />
ON TIME bTAL[ZAT[ON COMPARISONS WERE DRAWN FOR<br />
FORMATION<br />
DIFFERENT CATEGCRIES SUCH AS BUYER AND PURCHASING AGENT<br />
THE<br />
TASK AND ACIIVIIY ANALYSIS WAS BASED CN THE ACTUAL<br />
AND<br />
COMPARED WITH A SURVEY OF SUPERVISORS AS TO<br />
RESULTS<br />
THEY CONSIDERED THEIR MOST IMPORTANT DUTIES THE BE-'<br />
WHAT<br />
AND AFTER ORGANIZATION CHARTS OF THE PURCHASING DE-'<br />
FORE<br />
ARE INCLUDED AN AVERAGE WORK BAY WAS DRAWN UP FOR<br />
PARTMENT<br />
FINAL REPORT<br />
THE<br />
BELCHER DW<br />
CClO<br />
TRENDS IN WAGE AND SALARY ADMINISTRATION<br />
OMINOUS<br />
SEPTEMBER-OCTOBER 196<br />
PERSONNEL<br />
MOIIVAIION<br />
ACFIEVEMENT,<br />
ARTICLE DEALS WITH TRENDS IN WAYG AND SALARY AD<br />
THIS<br />
AND ISSUES A WARNING THAT THEY MAY BE DECREAS-'<br />
MINISTRATION<br />
THE IMPORTANCE OF THIS FUNCTION ONE SUCH TREND IS THE<br />
ING<br />
ACCEPTANCE OF THE HERZBERG THEORY CF MOTIVATION<br />
GROWING<br />
TREND OF DOWNGRADING PAY AS A MOTIVATOR IS A RESULT OF<br />
THIS<br />
BASING IT ON ACHIEVEMENT ANOTHER TREND IS THE EMPHASIS<br />
NOT<br />
TECHNIQUES RATHER THAN OBJECTIVES THE ASSUMPTIONS WAGE<br />
ON<br />
SALARY ADMINISTRATION HAVE BEEN BASED EN ARE NOT EX-'<br />
AND<br />
IT IS MORE REALISTIC TO BASE WAGE ON PREFERENCES AS<br />
PLICIT<br />
THE WEIGHT ATTACHED TO SENIORITY PERFORMANCE ETC.<br />
REGARDS<br />
ON ASSUMPTIONS. ANOTHE TREND IN THIS FIELD IS THE EM<br />
THAW<br />
CN OLD TECHNIQUES AND A LACK OF INNOVATION THESE<br />
PHASIS<br />
HAVE NOI ALL ORIGINATED WITH WAGE AND SALARY AOMIN<br />
TRENDS<br />
BUT THEIR PRACTICES REINF@RCE THEM<br />
ISFRATORS<br />
SILER JW<br />
0C11<br />
OF BLILDING A WINNING TEAM.'<br />
FUNDAMENTALS<br />
SEPTEMBER-OCTOBER 964<br />
PERSONNEL<br />
SELECTION, PERFORMANCE EVALUATION<br />
TRAINING<br />
ARTICLE DEALS WITH LESSONS FOR MANAGEMENT OF CON-'<br />
THIS<br />
BUSINESSES THAT ARE PO[NTEO OUT BY THE GREENBAY<br />
VENTIONAL<br />
COMEBACK IN THE FOOTBALL WORLD IT SHOULD BE REMEM-'<br />
PACKERS<br />
THAT THE PERSONNEL FUNCTION IS NOT DESIGNED TO MAKE<br />
BERED<br />
KEEP PEOPLE CONSISTENTLY HAPPY THE PROBLEM WAS ONE OF<br />
ANO<br />
ONLY MEN TO WORK WITH HE FIRST FUNDAMENTAL IS DR-'<br />
hAVING<br />
GANIZATION THE COACH WAS GIVE SOLE RESPONSIBILITY AND
AUTHORITY AND HE SET UP A SIMPLE STRUCTURE WITH<br />
ADEQUATE<br />
OF AUTHORITY CLEARLY CEFINED THE SECOND FUNDAMENTAL<br />
LINES<br />
PERFORMANCE EVALUATION THE THIRD FUNDAMENIAL WAS SEL-'<br />
WAS<br />
THE FOURTH FUNDAMENTAL WAS FILLING IMMEDIATE NEEDS<br />
ECIION<br />
FIFTH FUNDAMENTAL WAS TRAINING THE SECRET CF THEIR<br />
THE<br />
WAS A MULTI-PRONGED APPROACH WITH EACH FACET BEING<br />
SUCCESS<br />
WITH THOROUGHNESS<br />
IMPLEMENTED<br />
GOLEMBIESWKI RT<br />
0012<br />
AS A PROBLEM IN OVERLAYS<br />
AUTHORIIY<br />
SCIENCE QUARTERLY JUNE 1964<br />
ADMINISTRATIVE<br />
ADMINISTRATIVE<br />
ORGANIZATION-ANALYSIS,<br />
PAPER HAS A DUAL PURPOSE-- TO BUILD A CONCEPTUAL<br />
THIS<br />
TO AUTHORITATIVE RELATIONS IN ORGANIZATIONS IHAT<br />
APPROACH<br />
REASONABLE INTERPRETATION OF EXISTING RESEARCH AND<br />
PERMITS<br />
ENCOURAGE SIGNIFICANT FUTURE RESEARCH ITS FOCUS IS UPON<br />
TO<br />
CONCEPTS COMMON IN THE STUDY OF AUTHORITY WHICH ARE<br />
SEVERAL<br />
TREATED AS BEING MORE OR LESS MUTUALLY EXCLUSIVE BUT<br />
OFTEN<br />
MAY ALSO BE USEFULLY LONIDER[P AS INTERACTING OVERLAY<br />
WHICH<br />
AUTHORITATIVE RELATIONS -HbS N THS PAPER AUTHORITATIVE<br />
OF<br />
ARE CONCEIVED AS INTEGRATIVE OR AS HAVING TRADI-'<br />
RELATIONS<br />
FUNCTIONAL ANO BEHAVIORAL COMPONENT OVERLAYS IN THE<br />
TIONAL<br />
OF THE INTEGRATIVE CONCEPTUAL APPROACH ILLUS-'<br />
APPLICATION<br />
HERE THE CRUCIAL ISSUE IS THE INCREASE DF THE CON-'<br />
TTRATED<br />
OF THE SEVERAL OVERLAYS SO THAT THEY SUBSTANTIALLY<br />
TGRUENCE<br />
ONE ANOTHER THE RELEVANT LITERATURE IS SAMPLED<br />
REINFORCE<br />
TO ILLUSTRATE APPLIED TECHNIQUES AND TO SKETCH AN OR-'<br />
BOTH<br />
STRUCTURE FOR CONGRUENCE OF THE SEVERAL OVERLAYS<br />
GANIZATIOh<br />
ZANDER WOLFE D<br />
0013<br />
REWARDS +CGCRDINATION AMONG COMMITTEE<br />
ADMINISTRATIVE<br />
MEMBERS<br />
SCIENCE QUARTERLY JUNE,1964<br />
ADMINISTRATIVE<br />
ACHIEVEMENT<br />
OF COORDINATING COMMITTEES MAy DEVELOP CON-'<br />
MEMBERS<br />
AND EVEN CONFLICTING INTENTIONS--TO HELP THEIR<br />
TRASTING<br />
TO ACCOMPLISH THEIR INDIVIDUAL ASSIGNMENTS AND TO<br />
COLLEAGUES<br />
DN THE GROUP TASK<br />
WORK<br />
NUMBER OF COORDINATING COMMITTEES IN A LARGE BUSINESS<br />
A<br />
WERE GIVEN AN EXPERIMENTAL TASK DESIGNED TD SIMULATE<br />
FIRM<br />
CONCEPTUAL CHARACTERISTICS OF THEIR COMMITTEES THE EF-'<br />
THE<br />
OF THREE DIFFERENT EXPERIMENTAL CONDITIONS WERE EXAM-)<br />
FELTS<br />
EACH CONCEIVED AS LIKELY TO GENERATE ONE OR ANOTHER OF<br />
INEO<br />
THREE MOTIVES JUST DESCRIBED AND EACH REPRESENTING A<br />
THE<br />
EMPHASIS IN THE REWARD SYSTEM OF LARGE ORGAN-'<br />
FEASIBLE<br />
THE RESULTS REVEAL THAT THE POTENTIAL REWARDS FOR<br />
IZATION<br />
SUCCESS, GROUP SUCCESS, OR BOTH CREAIE QUITE<br />
INDIVIDUAL<br />
STYLES OF INTERPERSONAL RELATIONS AND VARIEC DE-'<br />
DIFFERENT<br />
OF EFFECTIVENESS IN COLLABORATION AMONG MEMBERS<br />
GREES<br />
ROSENGREN WR<br />
0014<br />
ORGANIZATION CONDUCT IN THERAPUTIC MILIEAU<br />
COMMUNICATION<br />
SCIENCE QUARTERLY JUNE 1964<br />
ADMINISTRATIVE<br />
HOSPITAL-ADMINISTRATION ATTITUDES CLIENTS<br />
DECISION-MAKING<br />
PAPER ATTEMPTS TO DESCRIBE THE HISTORICAL FORCES<br />
THIS<br />
RECENT INNOVATIONS IN HOSPITAL ADMINISTRATION TO SET<br />
SHAPING<br />
THE ORGANIZATIONAL FEATURES OF THE THERAPUTIC MILIEU<br />
FOR'H<br />
TO TRACE THE INTERPERSONAL CDNSEQUENCES OF THE OE-'<br />
AND<br />
ESTABLISHMENT WITHIN THE DEBUREAUCRATIZEO<br />
BUREAUCRATIZED<br />
IMPORTANT PROCESSES CF CHANGE SEEM TO TAKE PLACE<br />
MILIEU<br />
IMPORTANTLY AFFECT THE CONTENT AND FUNCTIONS OF CON-'<br />
WHICH<br />
CHANNELS, THE PROCESS OF DECISION MAKING WITH<br />
MUNICATION<br />
TO BOTH CLINICAL AND ACMINISTRATIVE MATTERS,<br />
RESPECT<br />
THAT STAFF HAVE TOWARD THEMSELVES AND TOWARD<br />
AIIITUDES<br />
THE STRATEGIES WHICH STAFF EMPLOY TO ARTICULATE<br />
PATIENTS,<br />
CONDUCT FOR THE CLIENTS AND THE MEANING OF THE<br />
APPROPRIATE<br />
FOR BOTH PATIENTS AND STAFF<br />
INISTITLTION<br />
THCMPSCN VA<br />
C015<br />
OBJECTIVES FOR DEVELOPMENT ADMINISTRATIDNo'<br />
ADMINISTRATIVE<br />
SCIENCE QUARTERLY JUNE, 1964<br />
ADMINISTRATIVE<br />
POLICY<br />
PLANNING,<br />
PRACTICES AND PRINCIPLES OF THE WEST<br />
ADMINISTRATIVE<br />
DERIVEO FROM PREOCCUPATION WITH CONTROL AND THEREEORE<br />
HAVE<br />
LITTLE VALUE FOR DEVELOPMENT ADMINISTRATION IN UNDER-'<br />
HAVE<br />
COUNTRIES WHERE ThE NEED IS FOR AN ADAPTIVE AD-'<br />
DEVELOPED<br />
ONE THAT CAN INCORPORATE CONSTAPT CHANGE.<br />
MINISTRATION,<br />
ADAPTIVE ADMINISTRATIVE PRINCIPLES CAN BE DERIVED<br />
HOWEVER,<br />
THE RESEARCHES AND THEORIES OF THE BEHAVIORAL SCIENCES)<br />
FROM<br />
THESE SHOULD BECOME THE ADMINISTRATIVE OBJECTIVES OF<br />
AND<br />
ADMINISIRATQRS<br />
DEVELOPMENT<br />
OF SUCH OBJECTIVES ARE THE FOLLOWING-- AN<br />
ILLUSTRATIVE<br />
ATMOSPHERE, THE DPERATIONALIZING AND SHARING OF<br />
INNOVATIVE<br />
THE COMBINING OF PLANNING AND ACTING) THE INCREASING<br />
GOALS,<br />
TOLERATION OF INTERDEPENDENCE AND THE AVOIDANCE OF<br />
OF<br />
THESE PROPOSITIONS ARE ILLUSTRATED BY THE<br />
BUREAUPATHOLOGY<br />
OF SOME CONCRETE ADMINISTRATIVE PROBLEMS, SUCH AS<br />
ANALYSIS<br />
CENTRALIZATION--DECENTRALIZATION ISSUE<br />
THE<br />
ZANNETOS ZS<br />
COX6<br />
THOUGHTS ON INTERNAL CONTROL SYSTEMS OF THE FIRM<br />
SOME<br />
ACCDUNTINC REVIEW OCTOBER, 196<br />
THE<br />
EVALUATING, MOTIVATION<br />
COMMUNICATION,<br />
ARTICLE INITIALLY EXAMINES THE IMPLICATIONS AND<br />
THIS<br />
OF TWO IMPORTANT DETERMINISTIC MODELS, THE<br />
SHORT-COMINGS<br />
THEORY OF THE FIRM AND TAYLORS MODEL CF RATIONAL-'<br />
CLASSICAL<br />
OF OPERATIONS UNDER THEIR ASSUMPTICNS, NEITHER ONE<br />
IZATION<br />
ANY INTERNAL CONTROL SYSTEMS BECAUSE THE<br />
NECESSITATES<br />
ARE UNCONSCIOUSLY INFLUENCED TO ALLOCATE THEIR<br />
INDIVIDUALS<br />
OPTIMALLY THEN AN ALTERNATIVE MODEL EMPHASIZING<br />
EFFORTS<br />
COORDINATION DF ACTIVITIES FOR THE ACCOMPLISHMENT<br />
CONSCIOLS<br />
COMMON OBJECIIVES IS PRESENTED THIS IS ONE MODEL WHERE<br />
OF<br />
NECESSITY OF CONSCIOUS COORDINATION AND CONTROL OF<br />
IHE<br />
ENTERS<br />
ACTIVITIES<br />
THESE EXAMINATIONS A CASE FOR ACCOUNTING CONTROL<br />
FROM<br />
DEVELOPED ON THE ASSUMPTION THAT IT CAN PERFORM THE TASK<br />
IS<br />
COMMUNICATING INFORMATION OF OBJECTIVES, PROVIOE A<br />
OF<br />
FOR MOTIVATING EFFICIENT BEHAVIOR ANO PROVIDE A<br />
STANDARD<br />
FOR EVALUATING PERFORMANCE<br />
MEANS<br />
BUESCHEL RT<br />
CO17<br />
EDP IS IMPROVING HE PERSONNEL FUNCTION.'<br />
HOW<br />
PERSONNEL SEPTEMBER-OCTOBER 1964<br />
9O<br />
EVALLATE) REPORTS, RECRUITMENT, DATA-PROCESSINC<br />
INFORMATION,<br />
ARTICLE BRIEFLY DISCLSSES THE USE OF ELECTRONIC<br />
THIS<br />
PROCESSING IN FOUR BROAD PERSONNEL AREAS RECORDS AND<br />
DATA<br />
WAGES AND SALARIES SKILLS INVENTORIES<br />
ADMINISTRATION<br />
IT ALSO DEALS WITH THE PLANNING AND DESIGN<br />
EMPLOYMENT<br />
TO APPLY EOP TO THE PERSONNEL FUNCTION.<br />
NECESSARY<br />
RECORDS ECP OFFERS MORE COMPLETE AND TIMELY INFOR-'<br />
IN<br />
FOR THE PREPARATION CF REPORTS ONE FILE CAN HAVE<br />
NATION<br />
USES WHICH REDUCES CLERICAL WORKLOAD APPRECIABLY<br />
MULTIPLE<br />
WAGE ADMINISTRATION EDP CAN SIMULATE FUTURE COSTS<br />
IN<br />
PRESENT COSTS WITH IHOSE OF THE INDUSTRY AND BE A<br />
COMPARE<br />
DEVICE FOR THE SALARY ADMINISTRATOR<br />
CONTROL<br />
IS USED IN SKILLS INVENTORIES TD SPEEDILY LOCATE<br />
EDP<br />
FIRMS RESOURCES OF TALENT AND MAXIMIZE ITS USE<br />
THE<br />
COMBAT THE HIGH COST OF RECRUITING TECHNICAL PER-'<br />
TD<br />
EDP ENABLES THE EMPLCYMENT OFFICE TC MAKE FAST DE-'<br />
SDNNEL<br />
EVALUATE PLACEMENTS KEEP INTERNAL CONTROL AND CUT<br />
CISIONS<br />
COSTS GOOD PLANNING IS BASIC TO EFFECTIVE USE<br />
CLERICAL<br />
BREOKER M<br />
DOI8<br />
TRADITIONAL ORGANIZATIEN THEORY CONFLICT WITH THEORY<br />
DOES<br />
SEPTEMBER OCTOBER Ig64<br />
PERSONNEL<br />
SUPERVISION<br />
AUTHOR MAINTAINS THAT WHILE ORGANIZATION THEORY IS<br />
THE<br />
FROM THEORY Y THEY ARE NOT IN OPPOSITION, RATHER<br />
DIFFERENT<br />
OPERATE IN DIFFERENT AREAS<br />
THEY<br />
PRINCIPLES OF ORGANIZATION ATTEMPT TO IDENTIFY<br />
THE<br />
GENERAL CONNECTIONS BETWEEN BUSINESS PURPOSE AND STRUC-'<br />
THE<br />
INTERACTION PAITERNS AND WORK ACTIVITIES PREDICT THE<br />
TURAL<br />
DF PARTICULAR CONNECTIONS .OEVELOP ORGANIZA-'<br />
CONSEQLENCES<br />
STRUCTURES AND WORK ACTIVITIES TO FULFILL PARTICULAR<br />
TIDNAL<br />
OBJECTIVES<br />
THESE PRINCIPLES HAVE BEEN CAREFULLY CONSIDERED<br />
AFTER<br />
PLANNED FOR THEN IHEORY Y MAY BE MOST EFFECTIVE IN<br />
AND<br />
THE EMPLOYEES<br />
MANAGING<br />
LIPPINCOTT AANNESTAD E<br />
OOIg<br />
OF VOLUNTARY WELFARE AGENCIES<br />
MANAGEMENT<br />
HARVARD BUSINESS REVIEW NOVEMBER-DECEMBER lg64<br />
ARTICLE DISCUSSES THE SEVEN MOST IMPORTANT DUES-'<br />
THE<br />
DIRECTORS AND POLICY MAKERS CAN ASK ABOUT THE OPERA-'<br />
TIONS<br />
OF A VOLUNTARY NONPROFIT ORGANIZATION FIVE OF THESE<br />
TIONS<br />
DEAL WITH MANAGEMENT STANDARDS SUCH AS AN EF<br />
QUESTIONS<br />
BOARD AND SIAFF RELATIONSHIP, WEtL-OEFIED NEEDS<br />
FECTIVE<br />
BY THE AGENCY ADAQUATE FINANCIAL SAFEGUAROS AND<br />
SERVED<br />
FOR FUNDRAISING AGENCYS RELATION TO TE WORK OF<br />
CONTROLS<br />
NATIONAL ORGANIZATION AND WHETHER THE AGENCY IS DOING A<br />
THE<br />
JOB OF WHAT IT IS SET bP TO DO THE OTHER TWO QUESTIONS<br />
GOD<br />
WIIH EXTERNAL FACTORS AND TRENDS THEY ASK HOW MANY<br />
DEAL<br />
AGENCIES ARE IRYING TC DO ALL OR PART OF THE SAME JOB,<br />
OTHER<br />
WHETHER THE AGENCY FUNCTIONS IN PROPER RELATIONSHIP TO<br />
AND<br />
AGENCIES WHEN THESE QUESTIONS ARE ANSWERED THE<br />
GOVERNMENTAL<br />
CAN, UNDER WISE MANAGEMENT) OEVOTE THEIR TIME TO<br />
AGENCIES<br />
THE NUMBER OF PEOPLE REQUIRING SOCIETIES CARE TO A<br />
REDUCING<br />
AND INCREASING THOSE WHO CAN LEAD INDEPENDENT LIVES<br />
MINIMUM<br />
A MAXIMUM APPENDIX<br />
TO<br />
GREINER) LE<br />
CO20<br />
IN ORGANIZATION DEVELOPMENT.'<br />
BREAKTHROUGH<br />
BUSINESS REVIEW NOV-DEC, 64<br />
HARVARD<br />
LEARNING, TRAINING, RESEARCH-UTILIZATION<br />
DUCATIDN,<br />
ARTICLE DESCRIBES HOW BEHAVIORAL SCIENCE CONCEPTS<br />
THIS<br />
TEAM LEARNING FORM A LINK BETWEEN INDIVIDUAL LEARNING AND<br />
OF<br />
ORGANIZATION DEVELOPMENT THIS LINK IS IMPORTANT BE-'<br />
TOTAL<br />
IT SUGGESTS SOME ANSWERS TO A LONG-STANDING PROBLEM<br />
CAUSE<br />
HOW TO TEST AND DEMONSTRATE THE LARGE-SCALE USE-'<br />
INDUSTRY<br />
OF HUMAN RELATIONS RESEARCH AND TEACHING<br />
FUINESS<br />
MANAGERIAL GRID WAS PREPARED AND THE AUTHORS DISCUSS<br />
A<br />
THIS GRID SHOULD WORK AND HOW IT ACTUALLY DID WORK IN<br />
HOW<br />
EXPERIMENT CHARTS ARE USED TO SIMPLIFY AND ORGANIZE THE<br />
AN<br />
AFTER STUDYING THE PROGRAM, THE AUTHORS CONCLUDE<br />
FINDINGS<br />
IT CAN BE SUCCESSFUL UNDER CERTAIN CONDITICNS WHICH<br />
THAT<br />
LISTED IN THE ARTICLE THUS WITH OUTSIDE ASSISTANCE,<br />
ARE<br />
NOW CAN TEACH MANAGERIAL AND TEAM EFFECTIVENESS<br />
MANAGERS<br />
ALSO APPEARS THAT THIS TYPE OF EDUCATIONAL STRATEGY CAN<br />
IT<br />
TO MAKE S[GNIEICENT CONTRIBUTIONS TO ORGANIZATIONAL<br />
HELP<br />
AS WELL<br />
EFFECTIVENESS<br />
BROUWER, PS<br />
C021<br />
POWER TO SEE OURSELVES<br />
THE<br />
BUSINESS REVIEW NOV-DEC, 64<br />
HARVARD<br />
SELF CONCEPT<br />
ATTITUDES<br />
AUTHOR DISCUSSES THE IMPORTANCE OF THE SELF-'<br />
THE<br />
IN MANAGER DEVELOPMENT IT IS IMPORTANT BECAUSE<br />
CONCEPT<br />
WE DO, SAY, OR PERCIEVE IS INFLUENCEC BY HOW WE<br />
EVERYTHING<br />
OURSELVES IF A COMPANY WATS TO CHANGE A MANAGERS GOALS<br />
SEE<br />
ATTITUDES IT IS ESSENTIAL THAT THE CHANGE BEGINS WITH A<br />
OR<br />
IN HIS SELF CONCEPT THE PROBLEMS WHICH ARISE AS A<br />
CHANGE<br />
OF CONFLICTS IN SELF-CONCEPTS ANO IN THE NATURAL<br />
RESULT<br />
TO CHANGE ARE DISCUSSED IN THE ARTICLE IT ALSO<br />
RESISTANCE<br />
THE STEPS REQUIRED TO REACH A CHANGE IN SELF--'<br />
INVESTIGATES<br />
THESE STEPS ARE A SELF-EXAMINATION WHICH WILL<br />
CONCEPT.<br />
SELF-EXPECTATIONS WHICH WHEN ANALYSED, WILL REVEAL<br />
REVEAL<br />
CHANGES IN EXPECTATIONS ARE NECESSARY THESE CHANGES<br />
WHERE<br />
IHEN BE DEVELOPED PRIMARILY THROUGH THE EXECUTIVES OWN<br />
MUST<br />
SELF-DIRECTION<br />
THE EXECUTIVE MUST FIRST SEE HIMSELF AS HE IS<br />
THUS,<br />
SECOND AS HE WOULD LIKE TC BE, AND THIRD, AS IT IS<br />
NOW,<br />
FOR HIM TO BE HE MUST THEN COORDINATE THE THREE.<br />
POSSIBLE<br />
LASS RT<br />
C022<br />
FOR PLANNING<br />
PATTERN<br />
SERVICES SEPTEMBER-OCTOBER 1964<br />
MANAGEMENT<br />
GOAL-SETTING<br />
ARTICLE SETS FORTH A SERIES OF STEPS TO BRING ALL<br />
THIS<br />
IMPORTANT ELEMENTS OF A BUSINESS TOGETHER IN A UNIFIED<br />
THE<br />
FOR PROFIT<br />
PATTERN<br />
IN GENERAL TERMS WHAT YOU WANT TO ACCOMPLISH<br />
DECIDE<br />
ASSIGN QUANTITIES TO THEM. 2. GET A CLEAR IDEA OF THE<br />
AND<br />
OF THE ORGANIZATION. DATA WILL POINT OUT AD<br />
CAPABILITIES
AND DEFICIENCIES OF THE FIRM PROECT WHAT WILL<br />
VANTAGES<br />
IN THE FLTURE IF NO EXCEPTIONAL ACTION IS TAKEN<br />
HAPPEN<br />
DEPARTMENT MANAGERS SHOULD WORK OUT SPECIFIC ATTAINABLE<br />
4<br />
FOR THEMSELVES WHICH ARE IN LINE WITH THE GENERAL DB-'<br />
GOALS<br />
OF STEP DEPARTMENT MANAGERS SHOULD DEVELOP<br />
JECTIVES<br />
MEANS TO ACCOMPLISH THE OBJECTIVES. STEPS 4 AND<br />
SPECIFIC<br />
REVIEWED AND REFINED. 6 SET UP A SYSTEM OF REPORTING<br />
ARE<br />
ANALYSING PERFORMANCE<br />
AND<br />
ARE TWO IABLES, ONE A SUMMARY OF TFE STEPS AND<br />
THERE<br />
PURPOSES OF EACH, THE OTHER A DEPARTMENTAL PLAN EXAMPLE<br />
THE<br />
RW<br />
SAUBER<br />
QUARTERLY PLAN REVIEW<br />
THE<br />
SERVICES NOVEMBER DECEMBER 1964<br />
MANAGEMENT<br />
FORECASTt PREDICTION<br />
PLAN-MAKING,<br />
AVOID THE INFLEXIBILITY OF ANNUAL PROFIT PLANS YET<br />
TO<br />
OVERBURDEN THE OPERATING DEPARTMENTS A QUARTERLY REVIEW<br />
NOT<br />
PROFITS SHOULD BE UNDERTAKEN<br />
OF<br />
SHORT CASES SHOW THE FALLACY OF ANNUAL INFLEXIBLE<br />
3<br />
AN EXHIBIT SHOWS THE PLANNING SCHEDULE CN A QUART-'<br />
PLANS<br />
BASIS REVIEW DOES NOT NECESSARILY MEAN CHANGE EXHI-'<br />
ERLY<br />
2 SHOWS THE ROLLING QUARTER CONCEPI IN WHICH A 3 MONTH<br />
BII<br />
IS ADDED TO HIS PLAN EACH QUARTER THE WORK OF<br />
FORECAST<br />
THESE PLANS BECOMES ROUTINE AND IS MORE EASILY AC-'<br />
MAKING<br />
THAN THE HUGE TASK GF ANNUAL BUDGETING IT PRO-'<br />
COMPLISHED<br />
MANAGERS WITH A CURRENT YARDSTICK TO MEASURE OPERA-'<br />
VIDES<br />
AND A BASIS FOR REVIEWING CAPITAL EXPENDITURES<br />
TIONS<br />
ARE A FEW OF THE ADVANTAGES GIVEN AND A LISTING<br />
THESE<br />
OTHERS ARE INCLUDED IN THE ARTICLE<br />
OF<br />
JB<br />
WEINERt<br />
NEW ART OF FREE-FORM MANAGEMENT<br />
THE<br />
REVIEW AND MODERN INDUSTRY DECEMBER 1964<br />
DUNS<br />
OVER-ORGANIZATICN<br />
RESPONSIBILITY<br />
LATEST TREND IN MANAGEMENT PRACTICES IS THAT OF<br />
THE<br />
FORM MANAGEMENT IT SHUNS RIGID CHAINS OF COMMAND<br />
FREE<br />
ORGANIZATION CHARTS AND EMPLOYS THE BEHAVIORAL SCIENCES<br />
AND<br />
ADAPTING HUMAN RESOURCES TO THE PRIMARY BUSINESS GOALS OF<br />
BY<br />
CORPORATION IN A RETURN TO THE EARLY DAYS OF AMERICAN<br />
THE<br />
MANAGEMENT.<br />
INC, INA AND OTHERS PRESENT THEIR ADAPTATION<br />
POLAROID<br />
FREE-FORM MANAGEMENT FROM THE CONGESTION OF OVER<br />
TO<br />
WHILE ORGANIZATION STRUCTURES AND CHARTS ARE<br />
ORGANIZATION<br />
DISREGARDED, MORE EMPHASIS IS PLACED ON INDIVIDUAL<br />
NOT<br />
AT THE MANAGERIAL LEVEL FEWER MEETINGS<br />
RESPONSIBILITY<br />
MORE REAL WORKING TIME AND A GREATER INTERCHANGE DF<br />
ALLOWING<br />
AMONG DIFFERENT DEPARTMENTS THE IDEA OF MAN HAVING<br />
IDEAS<br />
BOSS IS DISREGARDED BY SOME AS ARE OTHER CLASSICAL<br />
ONE<br />
IDEAS<br />
MANAGEMENT<br />
DD<br />
MCCCNKEY,<br />
MANAGERIAL SUCCESS<br />
JUDGING<br />
HORIZONS FALL 64<br />
BUSINESS<br />
EVALUATIGN MEASUREMENT<br />
PERFORMANCE<br />
AUTHOR REJECTS TRADITIONAL FORMS OF MEASURING THE<br />
THE<br />
OF MANAGERS IN FAVOR OF THE IMPROVED METHOD OF<br />
PERFORMANCE<br />
BY RESULTS IN WHICH REALISTIC GOALS, CONSISTENT<br />
MANAGEMENT<br />
THE COHPANYS LONG-RANGE GCALS, ARE DEFINED FOR THE<br />
WITH<br />
BY EXECUTIVES RESULTS CAN THEN BE MEASURED AGAINSI<br />
MANAGERS<br />
GOALS THE AUTHOR ALSO DISTINGUISHES BETWEEN<br />
SPECIFIC<br />
AND MULTIPLE LEVELS OF ACCOUNTABILITY AND WITH THE<br />
SINGLE<br />
OF A TWO PAGE CHART, DISCUSSES THE QUANTITATIVE AND<br />
HELP<br />
MEASURING OF MANAGEMENT POSITIONS IHUS= THE<br />
QUALITATIVE<br />
IS A PLEA FOR MANAGEMENT BY RESULTS AND MULTIPLE<br />
ARTICLE<br />
OF ACCOUNTABILITY IN ORDER TO PROVIDE TRULY EFFECTIVE<br />
LEVELS<br />
OF MANAGEMENT PERFORMANCE<br />
MEASURES<br />
M<br />
KAPLAN<br />
PLANNER, GENERAL PLANNING AND THE CITY<br />
THE<br />
ECONOMICSt AUGUST, 1964<br />
LAhC<br />
EVALUATE, URBAN<br />
SATISFACTION,<br />
PLANNERS HAVE MADE IMPORTANT CONTRIBUTICNS TO<br />
ALTHOUGH<br />
URBAN LIFE, SATISFACTION WITH PAST RESULTS IS NOT<br />
IMPROVING<br />
THE AUTHOR SUGGESTS SEVERAL DEPARTURES FROM CUR<br />
ENOUGH<br />
PLANNING PRACTICES HIS PLANS CALL FOR THE PLANNERS NOT<br />
RENT<br />
ABSIRACT A COMPLETE SET CF URBAN VALUES NOR TO EVALUATE<br />
TO<br />
THE CONSEQUENCES OF ALL ALIERNATIVES, BUT TO RESTRICT<br />
ALL<br />
ATTENTION TO FEWER ALTERNATIVE POLICIES THE AUTHOR<br />
HIS<br />
HOW HIS PLAN CALLS FOR A MUCH CLOSER RELATIONSHIP<br />
DISCUSSES<br />
PHYSICAL AND SOCIAL PLANNING WHICH THE AUTHOR<br />
BEIWEEN<br />
IS A VERY IMPORTANT RELATIONSHIP- A NUMBER OF<br />
BELIEVES<br />
WHICH CAN BE UTILIZED TO INTEGRATE SOCIAL<br />
APPROACHES<br />
PHYSICAL PLANNING ARE ALSO INVESTIGATED<br />
AND<br />
CT SAVINGt TR<br />
BREHM,<br />
DEMAND FOR GENERAL ASSISTANCE PAYMENTS<br />
THE<br />
AMERICAN ECONOMIC REVIEW DEC, 64 VOL LIV ND 6<br />
THE<br />
PUBLIC-ASSISTANCE<br />
AUTHOR BEGINS WITH A THEORETICAL DISCUSSION DF<br />
THE<br />
ON DECISIONS TO DEMAND PUBLIC ASSISTANCE, CON-'<br />
INFLUENCES<br />
GOVERNMENT ASSISTANCE PAYMENTS (GAP) A SPECIAL CASE<br />
SIDERING<br />
THE DEMAND FOR LEISURE<br />
OF<br />
FOR BOTH STATE AND FEDERAL PRCGRAMS ARE EXPLOREO<br />
DATA<br />
WELL AS AN ESTIMATING PROCEDURE<br />
AS<br />
RESULTS INDICATE THAT LEVEL OF GAP IS AN IMPORTANT<br />
THE<br />
IN EXPLAINING PERCENTAGE OF STATE POPULATION Oh GAP<br />
VARIABLE<br />
AS IS VARIANCE IN CONSUMERS WITH ZERO WAGE ALTERNA-'<br />
ROLLS<br />
TIVES<br />
THE DECISICh TO DEMAND GAP EEPENDS ON<br />
THEORETICALLY,<br />
INCOME, MINIMUM SOCIALLY-DESIRABLE INCOME, AND THE<br />
EARNED<br />
FACTOR APPLIED TO RELIEF PAY BY THE CONSUMER<br />
DISCOUNT<br />
AUTHOR DOES NOT IMPLY THAT THE GAP PROGRAM BE<br />
THE<br />
OR STOPPED, BUT INDICATES THAT GAP RECIPIENTS ARE<br />
SLOWED<br />
OIHER CONSUMERS IN REACTING TO ECONOMIC INCENTIVES<br />
LIKE<br />
FR<br />
MESSNER<br />
SYSTEMS APPROACH TO INDUSTRIAL MARKETING COMMUNICATIONS<br />
A<br />
OF MARKETING OCTOBER 1964<br />
JOURNAL<br />
EFFICIENCY<br />
MANAGEMENT OF INDUSTRIAL FIRMS ARE INCREASINGLY<br />
TOP<br />
FOR MORE INFORMATION ON THE EFFECTIVENESS OF ADVER-'<br />
ASKING<br />
TISING SO AS TO MAKE BETTER VALUE JUDGEMENTS° THIS GROWING<br />
91<br />
IS DUE TO MARKETING FUNCTION BECOMING MORE IMPO<br />
CONCERN<br />
TO INDUSTRIAL FIRMS 2 A LARGE PART OF THE MARKETING JOB<br />
TANT<br />
COMMUNICATIONS WEAKNESSES IN MARKETING COMMUNICATIONS<br />
IS<br />
PROFIT INHIBITORS A SYSTEMS APPROACH SHOULD CONSIST OF<br />
ARE<br />
LEASI THE FOLLOWING STAGES ESTABLISH THE COMPANY GOALS<br />
AT<br />
THEMARKET SITUATION AS TO WHAT IT IS THE BUYING<br />
PINPOINT<br />
PATTERN, IMPORTANT DECISIONS OF THESE INFLUENCES<br />
INFLUENCE<br />
COMPETITIVE EDGE lh PRODUCT, PACKAGE DISTRIBUTION,<br />
CREATING<br />
MERCHANDISING PROGRAM 4 DEFINE THE ROLE OF COMMUN<br />
SERVICE=<br />
SELECT COMMUNICAIION OBJECTIVES 6 ESTABLISH<br />
ICATIONS<br />
MARKS FOR MEASURING EFFECTIVENESS ? DEVELOP MESSAGE<br />
BENCH<br />
DEVELOP MEDIA AND MONEY STRATEGY 9 DEVELOP AUDI-'<br />
STRATEGY<br />
STRATEGY 10 PILOT-TEST CDMMUNICATIGNS I VIEW ENTIRE<br />
ENCE<br />
CYCLE 12 PROVE EFFICIENCY.<br />
COMMUNICATIONS<br />
WONG Y<br />
0029<br />
PATH ANALYSIS FOR hEW PRODUCT PLANNING<br />
CRITICAL<br />
OF MAKETING OCTOBER 1964<br />
JOURNAL<br />
PLANNING-TECHNIQUE<br />
PURPOSE OF THIS ARTICLE IS TO INTRODUCE THE GROUP<br />
THE<br />
TECHNIQUES CALLED CRITICAL PATH ANALYSIS CPA AND ITS<br />
OF<br />
TO NEW PRODUCT PLANNING THE PROCESS OF NEW<br />
APPLICATION<br />
PLANNING AS A FUNCTION OF MARKETING MANAGEMENT IS<br />
PRODUCT<br />
DESCRIBED THE CONCEPT OF CPA IS THAT RELATED JOBS OF<br />
FIRST<br />
PROJECT ARE LAID CU IN PATHS, ACCORDING TO THE ORDER IN<br />
A<br />
IHEY MUST BE PERFORMED THE TIME REQUIRED FOR EACH JOB<br />
WHICH<br />
DETERMINED, THEN THESE TIMES ARE SUMMED ALONG EACH PATH<br />
IS<br />
FIND THE LONGEST PATH WHICH GIVES PROJECT DURATION<br />
TO<br />
OF THE TYPES OF INFORMATION CPA PROVIDES IS GIVEN A<br />
LISIING<br />
NEW PRODUCT VENTURE IS PRESENTED TO SHOW THE<br />
HYPOTHETICAL<br />
RATIONALE AND CAPABILITIES PLANNING, SCHEDULING<br />
TECHNIQUES<br />
CONTROL ARE THE PHASES INVOLVED IN USING CPA EXTENSIONS<br />
AND<br />
CPA AND ITS VALUE IN A NEW PRODUCT VENTURE ARE ALSO DIS-'<br />
OF<br />
CUSSED<br />
MAYFIELD EC<br />
CO30<br />
INTERVIEWS AN EVALdATION OF PUBLISHED RESEARCH<br />
SELECTION<br />
PSYCHOLOGY AUTUYh, 1964<br />
PERSONNEL<br />
PLACEMENT<br />
DECISION-MAKING,<br />
THE LAST FEW YEARS, THE SELECTION INTERVIEW HAS BEEN<br />
IN<br />
TO A GREAT DEAL OF CRITICISM, MOST OF WHICH HAS<br />
SUBJECTED<br />
A GENERAL LACK OF EVIDENCE CONCERNING THE INTER-'<br />
STRESSED<br />
RELIABILITY AND VALIDITY THE AUTHOR, WHILE AGREEING<br />
VIEWS<br />
THE MOST PART WITH PRIOR CRITICISM= ATTEMPTS TO TAKE<br />
FOR<br />
FLRTHER STEPS FIRST HE EXPLAINS THE PRESENT LIMITED<br />
THREE<br />
IN TERMS OF A LACK OF COMPARABILITY BETWEEN<br />
KNOWLEOGE<br />
AND AN OVERDEPENDENCE ON RESEARCH RESULTS FROM OTHER<br />
STUDIES<br />
SECOND, NUMEROUS RESEARCH FINDINGS WHICH HAVE RE-'<br />
AREAS<br />
SUPPORT FROM PORE THAN ONE STUDY ARE SUMMARIZED AND<br />
CEIVEO<br />
THIRD, A STARTING POINT FOR BASIC RESEARCH ON THE<br />
DISCUSSED<br />
INTERVIEW WHICH MAY LEAD TO MORE PROFITABLE RE-'<br />
SELECTION<br />
IN THE FUTURE IS PRESENTED THE AUTHOR GIVES THE<br />
SEARCH<br />
OF THE OECISION MAKING PROCESS AS IT OPERATES<br />
INVESTIGATION<br />
THE INTERVIEW AS PROBABLE AND PROFITABLE SIARTING<br />
IN<br />
FIVE PAGES OF REFERENCES FOLLOW THE ARTICLE<br />
POINT<br />
MAIER, NRF HOFFMAN, LR<br />
0031<br />
OF PROBLEMS CCFRONTIhG MANAGERS<br />
TYPES<br />
PSYCHOLOGY AUTUMN, 1964<br />
PERSONNEL<br />
DECISION-MAKING<br />
EVALUATION,<br />
ARTICLE INVESTIGATES MAIERS PROPOSAL THAT MANAGE-'<br />
THIS<br />
PROBLEMS MAY BE CLASSIFIEC ACCORDING TO THE DEGREE TO<br />
PENT<br />
IHEIR SOLUTIONS REQUIRE TWO ESSENTIAL INGREDIENTS TO<br />
WHICH<br />
THEM EFFECTIVE. THESE INGREDIENTS ARE QUALITY, THE DE-'<br />
MAKE<br />
TO WHICH OBJECTIVE FACIS HAVE BEEN UTILIZED AND EVALU<br />
GREE<br />
AND ACCEPTANCE, THE DEGREE TO WHICH THE SUPPORT OF THE<br />
ATED,<br />
OF THE DECISION HAS BEEN MOBILIZED USING THESE<br />
EXECUTERS<br />
THE ALTHORS SUGGEST THREE CLASSIFICATIONS FOR<br />
INGREDIENTS<br />
PROBLEMS THE ARTICLE THEN DISCUSSES A STUDY IN<br />
MANAGEMENT<br />
MANAGERS WERE ASKED TC CLASSIFY THE PROBLEMS THEY<br />
WHICH<br />
IN THEIR JOBS INTO THE THREE SUGGESTED TYPES A<br />
PERCEIVE<br />
OF THE PROCEDURE, SUBJECTS, AND RESULTS OF THE<br />
DESCRIPTION<br />
ILLUSTRATE WITH TABLES, MAKES UP THE BULK OF THE<br />
STUDY<br />
A DISCUSSION OF THE RESULTS AND THEIR APPLICATION<br />
ARTICLE<br />
PARTICIPATIVE APPROACHES TO MANAGEMENT CONCLUDES THE<br />
TO<br />
ARTICLE<br />
MACINNEY, AC DUNNETTE,<br />
0032<br />
INDUSTRIAL PSYCHCLOGISTS JCB<br />
THE<br />
PSYCHOLOGY AUTUMN, 1964<br />
PERSONNEL<br />
JOB-DESCRIPTION<br />
ARTICLE PRESENTS THE RESULTS FROM THE SECTIONS OF<br />
THIS<br />
1961 SURVEY OF THE DIVISION 14, INDUSTRIAL<br />
UhNETTES<br />
MEMBERSHIP WHICH SOLICITED JOB DESCRIPTION<br />
PSYCHCLDGY<br />
THE RESULTS ARE SUMMARIZED IN TERMS OF FRE<br />
FORMATION<br />
WITH WHICH THE RESPONOENTS INDICATE THAT NINETEEN<br />
QUENCIES<br />
DESCRIPTIVE CATAGORIES MAKE UP AN IMPORTANT PART OF THE<br />
JOB<br />
A FACTOR ANALYSIS OF THE INTERCORRELATIONS AMONG THESE<br />
JOBS<br />
REVEALS FIVE FACTORS<br />
CATAGORIES<br />
GENERAL FACTOR, PSYCHOLOGICAL WORK IN INDUSTRY<br />
A<br />
PERSONNEL ADMINISTRATION<br />
2<br />
TEST RESEARCH<br />
3<br />
WORKING WITH PEOPLE<br />
4<br />
FACTOR LABELED VARIGUSLY ORGANIZATIONAL ANALYSIS<br />
A<br />
MORALE MEASUREMENT OR ADVISING MANAGEMENT<br />
OR<br />
CHARTS AND TABLES AID THE AUTHORS IN PRESENT<br />
NLPEROUS<br />
CLEAR PICTURE OF THE SAMPLE, THE RESULTS, AND A BRIEF<br />
INGA<br />
OF THE IMPLICATIONS OF THE STUDY<br />
DISCUSSION<br />
DEhTON JC<br />
CC33<br />
VALIDATION OF INTERVIEW-TYPE DATA<br />
THE<br />
PSYCHOLOGY AUTUMN,<br />
PERSONNEL<br />
RECRUITMENT, SURVEY-ANALYSIS<br />
SELECTION,<br />
ARTICLE DISCUSSES A STUDY WHICH HAD THE PURPOSE OF<br />
IHIS<br />
A DIFFERENT METHOD FOR ACCUIRING INTERVIEW<br />
INVESTIGATING<br />
AND TO ANALYZE THE VALIDITY OF THE RESPONSE<br />
INFORMATION<br />
THIS PROBLEM WAS DISCUSSED USING LARGE SALES OR-"<br />
CONTENT<br />
FOR ILLUSTRATION PURPOSES<br />
GANIZAIION<br />
AUTHOR DISCUSSES THE BACKGROUND RESEARCH FOR THE<br />
THE<br />
ALONG WITH THE METHODS ANO PROCEDURES USED IN HIS<br />
STUDY,<br />
THE RESULTS ARE GIVE AND FOLLOWED WITH A DISCUSSION<br />
STUDY
STATES THAT PREDICTION OF SUCCESS IN SELLING IS POS-'<br />
WHICH<br />
WITH WRITIEN INTERVIEWS. THUS IMPROVEMENT OF SALES<br />
SIDLE<br />
IS THEREBY POSSIBLE<br />
PERSONNEL<br />
LIST OF FOUR FACTORS OF RATING DATA WHICH INCLUDES<br />
A<br />
JOB PERFORMANCE, LEAOERSHIP BEHAVIOR, PROPER JOB<br />
INTELLIGENT<br />
AND RELATIONS WITH OTHERSt IS PRESENTED DEFINED<br />
ATTITUDEt<br />
DESCRIBED TWO TABLES ARE USED TO PRESENT FREQUENCY AND<br />
AND<br />
FIGURES<br />
VALIDIIY<br />
HARDIN E<br />
034<br />
OF PARTICIPANTS IN AN EMPLOYEE SUGGESTION<br />
CHARACTERISTICS<br />
PLAN<br />
PSYCHOLOGY AUTUMn I964<br />
PERSONNEL<br />
ATTITUDES<br />
SUPERVISORS,<br />
ARTICLE IS CONCERNED WITH THE PERSONAL-BACKGROUND,<br />
THE<br />
AND SIIUATIONAL FACTORS ASSOCIATED WITH OFF-'<br />
ATTITUDINAL<br />
PARTICIPATION OF WHITE COLLAR EMPLOYEES IN A NEW<br />
FERENTIAL<br />
PLAN OF A MEDIUM SIZEO CASUALTY INSURANCE COMPANY<br />
SUCGESTION<br />
THE UNITED STATES AFTER A BRIEF DISCUSSION CF PREVIOUS<br />
IN<br />
ALONG THE SAME LINES, THE AUTHOR GOES INTO THE PRO-'<br />
STUDIES<br />
OF HIS OWN SIUDIES HE THEN GIVES HIS FINDINGS USINC<br />
CECURES<br />
AND NUMEROUS FORMULAS TO PRESENT MUCH OF HIS IN<br />
TABLES<br />
FORMATION.<br />
RESULTS OF IHE STUOY FOUND NO SUPPORT FOR COMMON<br />
THE<br />
THAT SUGGESIORS ARE PRONE TO GRIPE ANO TO BE HURT BY<br />
NOTIONS<br />
OF SUGGESTIONS OR, BY CONTRAST TO BE COMPANY MEN<br />
REJECTION<br />
DID, HOWEVER, PROVIDE SOME SUPPORT FOR THE ASSERTIONS<br />
THEY<br />
MUCH MANAGEMENT LITERATURE THAT THE SUPERVISORS CAN<br />
OF<br />
AFFECT THE SUCCESS CF A SUGGESTION PLAN<br />
GREATLY<br />
RITTI RR<br />
0C35<br />
IN FACTOR-ANALYSIS OF A SUPERVISORY BEHAVIOR INVENTORY<br />
HALO<br />
PSYCHOLOGY AUTUMn, 1964<br />
PERSONNEL<br />
EVALUATION<br />
RATING<br />
ARTICLE DESCRIBED A FACTOR ANALYSIS OF SUPERVISORY<br />
THIS<br />
RATINGS USING A PROCEDURE OF STANDARDIZING BOTH BY<br />
BEHAVIOR<br />
AND BY SUBJECT, IN ORDER TO ELIMINATE A COMPONENT<br />
VARIABLE<br />
CORRELATION DUE IO DIFFERENCES IN SUBJECTIVE MEANS AND<br />
OF<br />
DEVIATION THIS PROCEDURE RESULTS IN A LARGE RE-'<br />
STANDARD<br />
IN THE RELATIVE SIZE OF THE FIRST PRINCIPLE COMPON-'<br />
DUCTION<br />
A SYSTEMATIC REDUCTION IN THE CORRELATIONS BETWEEN<br />
ENT,<br />
VECTORS OF IHE OBLIQUE FACTOR SOLUTION, AND IN A<br />
PRIMARY<br />
CLEARLY DEFINED SIMPLE STRUCTURE RESULTING FROM THE<br />
MORE<br />
ROTATIONS<br />
OBLIQUE<br />
AN INTRODUCTION CF VARIOUS RESEARCH PROJECTS,<br />
AFTER<br />
AND RESULTS, THE AUTHOR FILLS THE BULK OF THE<br />
METHODS,<br />
WITH COMPARISON OF THE RESULTS AND FACTORS TABLES<br />
ARTICLE<br />
USED TO SUMMARIZE THE INFORMATION<br />
ARE<br />
MCLAUGHLIN, WJ<br />
C036<br />
USE OF STATISTICAL SAMPLING BY INTERNAL AUDITORS<br />
THE<br />
INTERNAL AUDITOR FALL, 1964<br />
THE<br />
ACCOUNTING<br />
CERTAINTY IN AUDIT TESTS IS THE ULTIMATE GOAL<br />
ABSOLUTE<br />
IT IS NOT OFTEN PRACTICAL POSSIBLE SOLUTIONS<br />
UNFORTUNATELY,<br />
EVER-PRESENT RISK AND UNCERTAINTY ARE JUDGEMENT AND<br />
FOR<br />
SAMPLING, THE LATTER BEING FAR MORE RELIABLE IT<br />
STATISTICAL<br />
NOT WIDELY ACCEPTED, THOUGH IT OFFERS THE INTERNAL<br />
IS<br />
BETTER INFORMATION IN MORE ECONOMICAL UNITS IT DOES<br />
AUDITOR<br />
REPLACE THE AUOITOR OR HIS GOOD JUDGEMENT, BUT MAKES HIM<br />
NOT<br />
MORE VALUABLE TO HIS FIRM<br />
EVEN<br />
APPLICATION OF STATISTICAL SAMPLING IS PRESENTED FOR<br />
AN<br />
DATA PROCESSING, IN A COMBINATION OF TWO NEW<br />
MANAGERIAL<br />
FOR BUSINESS<br />
TOOLS<br />
RELUCTANCE OF AUDITORS TO EMPLOY THIS METHOD IS<br />
THE<br />
AND FOUND TO HAVE LITTLE BASIS BEYOND MISUNDER-'<br />
DISCUSSED<br />
EDUCATION, EXPERIMENTATION AND USEFUL APPLICA<br />
STANDING<br />
ARE SUGGESTED AS MEANS OF DISCLVING THIS AVERSION SO<br />
TIONS<br />
STATISTICAL SAMPLING WILL CEASE TO BE A PROBLEM AND<br />
THAT<br />
ITS RIGHTFUL PLACE AS VALUABLE SOLUTION<br />
TAKE<br />
BLLMENTHAL SC<br />
0037<br />
THE CHAIN OF COMMAND<br />
BREAKING<br />
AUTOMATION DECEMBER, 1964<br />
BUSINESS<br />
COMMUNICATION<br />
ARTICLE DESCRIBES THE RECENT TREND FROM TRADITIONAL<br />
THE<br />
APPLICATIONS INTO MORE ADVANCED BUSINESS SYSTEMS IN<br />
COMPUTER<br />
OF ITS DEVELOPING IMPACT ON LARGE BUSINESS ORGANIZA-'<br />
TERMS<br />
MANAGEMENT MUST LEARn THE MANAGEMENT OF COMPUTERS AS<br />
TICNS<br />
AS MEN AND ORGANIZATIONS SO THAT THE MEN AND COMPUTERS<br />
WELL<br />
COMPLEMENT EACH CTHER AND WORK EFFICIENTLY<br />
CAN<br />
WELLS WD<br />
0038<br />
SON OF EQ, AND TE REACTION PROFILE<br />
EQ<br />
OF MARKETING OCTOBER 1964<br />
JOURNAL<br />
RATING, SCALES EMCTION<br />
TESTING,<br />
AUTHOR CONDUCTED A SERIES OF EXPERIMENTS ON AD<br />
THE<br />
RATING SCALES SCALE TO MEASURE EMOTIONAL AP<br />
VERTISEENT<br />
WAS DEVELOPED THIS IS THE EMOTIONAL CUOTIENT WHICH IS<br />
PEAL<br />
IN A TABLE. THIS SCALE TELLS HOW MUCH THE RESPONDANT<br />
SHOWN<br />
ATTRACTED TO AN AO THE EX DEVELOPED SCALE, ALSO IN A<br />
IS<br />
SAYS SOMETHING ABOUT THE EANINGFULLNESS OF ThE ADS<br />
TABLE<br />
OTHER TABLES INCLUDE SUBSCALES REVEALED BY SCALO<br />
MESSAGE<br />
ANALYSIS, SCALE CLUSTERS, 26 SEMANTIC SCALES, REACTION<br />
GRAM<br />
SCALES THE AUTHOR DESCRIBES THE LOGIC BEHINO THE<br />
PROFILE<br />
OF THESE SCALES ANOTHER DIMENSION TAT CAN<br />
DEVELOPMENT<br />
BE PREDICTED IS WHETHER THE AD HAS VITALITY AND<br />
POSSIBLY<br />
HE INDICATES THAT RESULTS FROM RATING SCALES HAVE A<br />
LIFE.<br />
RELATIONSHIP TO THE RESULTS OBTAINED FROM AIDEO RE-'<br />
USEFUL<br />
CALL TESTING<br />
SCFMIDT DT KAVANAGH, TF<br />
0039<br />
OECISION STRUCTURE TABLES<br />
USING<br />
VOL lO NO FEBRUARY 1964<br />
DATAMATION,<br />
EFFICIENCY, ECONOMY<br />
DECISION-MAKING,<br />
TABLES PROVIDE A SIMPLE METHOD OF RECORDING<br />
STRUCTURE<br />
DECISIVELY AND UNAMBIGUOUSLY, ELIMINATING MANY CODING<br />
LOGIC<br />
PROGRAMFING EFFORTS. THEY ARE BEST APPLIED WHEN MANY<br />
AND<br />
INTERACTING DECISIONS ARE INVOLVED IN PROBLEM SO-'<br />
DETAILED<br />
AND SHIFT THE EMPHASIS FROM FLGW OF ACTIVITIES, AS<br />
LUTIONS<br />
FLOW CHARTING, TO DECISION LOGIC<br />
IN<br />
THE AUTHORS PROPOSE 6 GROUND RULES FOR WRITING DECISION<br />
92<br />
TABLES DEFINE SPECIFIC BCUNCARIES OBJECTIVES<br />
STRUCTURE<br />
LIMITS 2 ENUMERATE INDIVIDUAL ELEMENTARY DECISIONS<br />
AND<br />
NECESSARY OUTCOMES 4 DEVELOP VALUE STATES FOR EACH<br />
DEFINE<br />
OUTCOME 5. DEVELCP DECISION PARAMETERS AFFECTING<br />
ALLOWABLE<br />
DECISION B DEVELOP DECISION PARAMETER TESTS AN<br />
EACH<br />
THESE RULES ARE ILLUSTRAIED BY AN EXAMPLE FROM THE<br />
VALUES<br />
X-RAY DEPT ONE RUN THROUGH THESE STEPS DOES NOT MEAN<br />
GE<br />
OF THE JOB IF AT ALL POSSILLE, A FOCUS SHOULD BE<br />
COMPLETION<br />
ON THE GENERAL BECAUSE OF RELATED PRCBLEMS, ANO EN-'<br />
KEPT<br />
BECAUSE OF EFFICIENCY AND ECONOMY IN THE SOLUTION<br />
GINEERING<br />
SCANLAN, BK<br />
0040<br />
OF PENSION PLANS ON MOBILITY AND HIRING OLDER<br />
EFFECTS<br />
WORKERS<br />
JOURNAL JANUARY 965<br />
PERSONNEL<br />
PLACEMENT LABOR<br />
AGED<br />
WHAT EXTENT ARE PENSION PLANS ACTUALLY RESPONSIBLE<br />
TO<br />
REDUCING LABOR MOBILITY AND HINDERING THE FIRING OF<br />
FOR<br />
WORKERS. HAVE SUCH EFFECTS BEEN OVER-RATED. THERE IS<br />
OLDER<br />
EVIDENCE TO SUPPORT THE CLAIM THAT PENSION PLANS ARE<br />
LITTLE<br />
RESTRICTIVE IN TERMS OF REOUCING LABOR MOBILITY OR<br />
UNDULY<br />
THE HIRING OF OLDER WORKERS RATHER, IT WOUL SEEM<br />
HINDERING<br />
PENSION PLANS HAVE BECOME THE SCAPEGOAT FOR OTHER MORE<br />
THAT<br />
FACTORS ALSO ON THE SURFACE THEY OFFER AN EASY<br />
SIGNIFICANT<br />
OF PROBLEMS WHOSE SOLUTION IS MORE COMPLICATED<br />
EXPLANATION<br />
THE FACTS OF THE SITUATION AS PRESENTEG BECOME MORE<br />
AS<br />
RECOGNIZED, IT IS INCREASINGLY LIKELY THAT OTHER<br />
WIDELY<br />
FOR LACK OF MOBILITY AND THE IENDECY TO<br />
EXPLANATIONS<br />
REFRAIN FROM HIRING WORKERS OVER FORTY YEARS OF AGE WILL<br />
TO<br />
BE SOUGHT<br />
MCCLURE, JA<br />
DO41<br />
SYSTEMS AND COST REDUCTION<br />
SYGGESIION<br />
JOURNAL JANUARY, 1965<br />
PERSONNEL<br />
SUGGESTIONS<br />
MORALS,<br />
AND OPPONENTS OF SUGGESTION SYSTEMS OFFER<br />
PROPONENTS<br />
THEY CONSIDER CONCLUSIVE EVIDENCE IN SUPPORT OF THEIR<br />
WHAT<br />
THIS AUTHOR PRESENTS A GOOD CASE FOR HIS CONTENTION<br />
VIEWS<br />
LARGE ORGANIZATIONS CAN DERIVE MONETARY SAVINGS AND<br />
THAT<br />
GOODWILL FROM CAREFULLY PLANNEO MANAGEMENT<br />
EMPLOYEE<br />
AND WELL ADMINISTERED SUGGESTION AWARDS PROGRAMS<br />
SUPPORTED<br />
KIRK, B<br />
C042<br />
PARTICIPATION IN PERFORMANCE INTERVIEWS<br />
APPRAISEE<br />
JOURNAL JANUARY I965<br />
PERSONNEL<br />
EVALUATION, SUPERVISORS<br />
NONCIRECTIVE-TECHNIQUE,<br />
OF A SURVEY OF 294 ARA MANAGERS TO DETERMINE<br />
RESULTS<br />
AND TO WHAT EXTENT THEY HAD PARTICIPATED IN FORMAL<br />
WHETHER<br />
WITH THEIR SUPERVISORS INDICATE THE VALUE OF HIGF<br />
INTERVIEWS<br />
ON THE PART OF THE APPRAISEES AS AGAINSI LOW<br />
PARTICIPATION<br />
PARTICIPATION<br />
RESULTS SHOW THE VALUE CF HAVING APPRAISSEES<br />
THE<br />
IN THEIR PERFORMANCE APPRAISAL INTERVIEWS THIS<br />
PARTICIPATE<br />
INDICATES THAT APPRAISERS SHOULD ENCOURAGE EMPLOYEES<br />
FINDING<br />
EXPRESS THEMSELVES DURING THE APPRAISAL INTERVIEW<br />
TO<br />
CAN ENCOURAGE EMPLOYEES TO PARTICIPATE BY USING<br />
APPRAISING<br />
NONDIRECTIVE TECHNIQUES AS REFLECTED FEELING AND<br />
SUCH<br />
IDEAS FROM APPRAISEES THRU EXPLORATORY QUESTIONS<br />
ELICITING<br />
NEWPORT, MG<br />
C0<br />
LOOK AT MIDDLE MANAGEMENT DEVELOPMENT<br />
A<br />
JOURNAL JANUARY, I965<br />
PERSONNEL<br />
SUPERVISORS-TRAINING<br />
WITH US AND WITH INCREASING URGENCY, IS THE PRO-'<br />
EVER<br />
OF PROGRAMS FOR THE DEVELOPMENT OF MATERIAL FOR MIDDLE<br />
BLEM<br />
POSITIONS COMPETENT EXECUTIVES ARE SIILL IN<br />
MANAGEMENT<br />
SUPPLY<br />
SHORT<br />
FIRMS INCLUDED IN THE STUDY HAD PROGRAMS WHICH<br />
MANY<br />
SOME PROVISIONS FOR THE DEVELOPMENT OF INDIVIDUALS<br />
CONTAINED<br />
THE MIDDLE MANAGEMENT AREA. THESE WERE DESIGNEO TO EXTEND<br />
IN<br />
THINKING BEYONO THE CONFINES OF ONE FUNCTIONAL AREA<br />
THEIR<br />
DEVELOPING MANAGERIAL KNOWLEDGE ANO SKILLS SOME OVER<br />
BY<br />
WAS FOUND TO EXIST BETWEEN TYPES OF OUTSIDE MANAGE-'<br />
LAPPING<br />
DEVELOPMENT PROGRAMS THE OBJECTIVE OF DEVELOPMENT<br />
PENT<br />
IS TO PROVIDE ALL MIDDLE MANAGERS WITH A BREADTH<br />
ACTIVITIES<br />
MANAGERIAL VISION AND KNCWLEDGEo ENABLING TEEM TO PERFORM<br />
OF<br />
DUTIES MORE EFFECTIVELY, WHILE PROVIDING A POOL OF<br />
PRESENT<br />
PRGMOTABLE TALENT FOR THE FUTURE.<br />
SCFWARTZ M<br />
004<br />
RECIPROCITIES MULTIPLIER--AN EMPIRICAL EVALUATION<br />
THE<br />
SCIENCE QUARIERLY DECEMBER, 1964<br />
ADMINISTRATIVE<br />
RULE-ENFORCEMENTe SUPERVISION<br />
EVALUATION<br />
PRESENT RESEARCH TESTS THE CONCEPT OF STYLE OF RULE<br />
THE<br />
AS A FUNCTION OF THE RECIPROCITIES MULTIPLIER<br />
ENFORCEMENT<br />
BY ALVIN W GOULDNER THE ANALOGY IS DRAWN BETWEEN<br />
ADVANCED<br />
RECIPROCITIES MULTIPLIER AND PARTIAL REINFORCEMENT THE<br />
THE<br />
OF ENFORCEMENT OF BUREAUCRATIC RULES IS CONSIDERED TO<br />
LACK<br />
A REWARD FACTOR FOR CONFORMING BEHAVIOR BY SUBORDINATES<br />
BE<br />
SHOULD ACT TO ELICIT RECIPROCITY FROM SUBORDINATES. FOUR<br />
AND<br />
CONDITIONS WERE ESTABLISHED IN A LABORATORY<br />
EXPERIMENTAL<br />
RULE ENFORCEMENT PARTIAL ENFDRCEMENT<br />
EXPERIMENT--CONSTANT<br />
ENFORCEMENTt AND LAISSEZ-FAIRE GROUP EFFECTIVENESS WAS<br />
NO<br />
TO BE HIGHEST UNDER CONSTANT AND PARTIAL ENFORCEMENT.<br />
FOUND<br />
IS INTERPRETED AS A GREATER PROPENSITY TO RECIPROCATE<br />
THIS<br />
ACTIONS UNDER PARTIAL ENFORCEMENT AND, IN GENERAL<br />
SUPERIOR<br />
IO SUPPORT GOLLDNERS HYPOTHESIS<br />
SEEMS<br />
DUKES CW<br />
CC45<br />
MEASUREMENT OF A PROFESSIONAL RECRUITING EFFORT<br />
EFFECTIVE<br />
JOURNAL JANUARY, 1965<br />
PERSONNEL<br />
EVALUATION<br />
FEW YEARS AGO IT WOULD HAVE BEEN PHYSICALLY IMPOS-'<br />
A<br />
TO GATHER, RECORD ANO ANALYZE THE MASS DF DATA WHICH<br />
SIBLE<br />
SEEMS NECESSARY IF MANAGEMENT IS TO PROCURE THE BEST<br />
TODAY<br />
ENGINEERING SCIENTIFIC AND AOMINISTRATIVE PERSONNEL THE<br />
IN<br />
DATA PROCESSING SYSIEM DESCRIBED HERE FCR THE RECRUITING OF
PERSONNEL HANDLES A TREMENDOUS VCLUME OF IN-'<br />
PRCFESSIONAL<br />
AT A GREAT SAVING<br />
FORMATION<br />
ON APPLICANTS CARD INCLUDES DEGREE, SOURCE<br />
INFORMATION<br />
REFERRAL, INTERVIEWER, ACCEPTANCE OR REFUSAL OF OFFER,<br />
OF<br />
AND OEPARIMENT HIRING THIS ALSO ALLOWS A SUMMARY OF<br />
SALARY<br />
EFFECTIVENESS OF THE INTERVIEWERS AND OF AOVERTISEMENTS<br />
THE<br />
BONJEAN, CM DLSON, DM<br />
CC46<br />
LEADERSHIP--DIRECTIONS OF RESEARCH<br />
COMMUNITY<br />
SCIENCE QUARTERLY DECEMBER, 1964<br />
AOMINISIRATIVE<br />
DECISION-MAKING<br />
STUDY OF COMMUNITY POWER LEAOERSHIP DECISION MAKING<br />
THE<br />
BEEN RELATIVELY INTENSE DURING THE PAST DECADE INVEST-'<br />
HAS<br />
USUALLY CONDUCTED BY PCLITICAL SCIENTISTS OR<br />
IGATIONS,<br />
VARY IN METHOD AND CONTENT AND APPEAR AT FIRST<br />
SOCIOLOGISTS,<br />
TO LACK CCNTINUITY, COMPARABILITY, AND DIRECTION<br />
IMPRESSION<br />
REVIEW OF THE LITERATURE SEEKS TD NOTE EMERGING TRENDS<br />
THIS<br />
REGARD TO METHCP, IDENTIFICATION OF SALIENT LEADERSHIP<br />
WITH<br />
AD OTHER PHFNOMENA OF HEURISTIC VALUE IS A<br />
STRUCTURES<br />
AND CRITICISM OF EACH OF THE MAIN METHODS<br />
DESCRIPTION<br />
REPUTATIONAL, AND DECISIONAL-- A CONSTRUCTIVE<br />
POSITIONAL,<br />
SUMMARIZING THOSE FEATURES OF LEADERSHIP STRUCTURES<br />
TYPOLOGY<br />
HAVE ATTRACTED THE MOST ATTENTION IN PREVIOUS RESEARCh<br />
HHICH<br />
A OESCRIPTION OF THE TYPES OF PHENOMENA OF CONCERN IN<br />
AND<br />
ANALYSIS<br />
COMPARATIVE<br />
COPELAND, BR<br />
BOA?<br />
BURDEN VARIANCE FCR PROFIT PLANNING AND CONTROL<br />
ANALYZING<br />
SERVICES JAN FEB 1965<br />
MANAGEMENT<br />
EFFICIENCY<br />
BUDGET-PLANNING,<br />
THERE SHOULO BE ONE BEST ANALYSIS OF BUROEN<br />
LOGICALLY,<br />
FOR ANY GIVEN SET CF FACTS YET COST ACCOUNTING<br />
VARIANCE<br />
OFFER A VARIETY OF METHODS OF ANALYSIS THIS AUTHOR<br />
TEXTS<br />
EACh OF THESE METHODS AND ATTEMPTS, THROUGH A STUDY<br />
ANALYZES<br />
THEIR WEAKNESSES, TO DEVELOP A MORE VALID TECHNIQUE. HE<br />
OF<br />
AT A FOUR-PART ANALYSIS COVERING BUDGET, VOLUME,<br />
ARRIVES<br />
ANO VOLUME--EFFICIENCY VARIANCE, WITH ALLOWANCE<br />
EFFICIENCY,<br />
CALENDAR VARIATIONS<br />
FOR<br />
NEWMAN, MS<br />
0048<br />
ESSENCE OF BLOGETARY COTRCL<br />
THE<br />
MANAGEMENT SERVICES JAN FEB 1965<br />
MERE EXISTENCE OF BUDGET DOES NCT GUARANTEE ANY<br />
THE<br />
INTERNAL CONTROL THAW A COMPANY WOULD HAVE WITHOUT<br />
BEITER<br />
ESSENTIALLY, BUDGETARY CONTROL IS A SYSTEM FOR<br />
IT<br />
THE BUSINESS AND ITS PROBLEMS AI REGULAR,<br />
APPRAISING<br />
INTERVALS THE AUTHOR CITES TWO TESTS FOR A<br />
PREDETERMINED<br />
BUOGET, SENSITIVITY AND REACTION TIME, AND TWO<br />
GOOD<br />
FOR ATTAINING IT MANAGEMENT SUPPORT AND AN<br />
ESSENTIALS<br />
INFORMATION STRUCTURE<br />
ADEQUATE<br />
MORGAN, JI<br />
CC49<br />
TABLES<br />
DECISION<br />
SERVICES JAN FEB 1965<br />
MANAGEMENT<br />
DECISION-MAKING<br />
DEC[SICN TABLE, A CONCISE METHOD CF DISPLAYING<br />
THE<br />
FOR OR RESLLTS OF ALTERNATIVE ACTIONS, IS BEING WIDELY<br />
RULES<br />
IN PROGRAMING CCMPUTER CONTROL SYSTEMS ITS<br />
USED<br />
HOWEVER, ARE BY NO MEANS LIMITED TO ELECTRONIC<br />
APPLICATIONS,<br />
PROCESSING AS THIS ARTICLE POINTS OUT, THE DECISION<br />
DATA<br />
OFFERS A SIMPLE, PRECISE WAY OF EXPRESSING ALMOST ANY<br />
IABLE<br />
DR PROCEDURE FOR USE OF ANALYSISTS PROGRAMERS, AND<br />
SYSTEM<br />
PERSONNEL<br />
OPERATING<br />
JOYCE, CC<br />
COBO<br />
EVOLUTION AND REVOLUTION o'<br />
COP<br />
WATERHOUSE REVIEW WINTER, 1964<br />
PRICE<br />
COMPUTERIZATION<br />
MIGHT VIEW THIS PAST EVOLUTION IN COP AND THE CEV-'<br />
WE<br />
FORSEEN IN THE FLTURE AS A CONTINUING PROGRAM TO<br />
OELOPMENTS<br />
THE TWO MAJOR PROBLEMS ASSOCIATED WITH COMPUTERS,<br />
OVERCOME<br />
PROGRAMMING AND SCHEDULING IN ACCOMPLISHING THIS,<br />
NAMELY<br />
HAS BEEN TAKEN OF THE COMPUTERS INTERNAL<br />
ADVANTAGE<br />
POWERS BY PROGRAMMING THE COMPUTER TO ASSIST IN<br />
PROCESSING<br />
MANY OF ITS OWN SCHEDULING AND CONTROLLING<br />
PERFORMING<br />
THIS EXTENSION OF COMPUTER PROCESSING<br />
FUECTIONS<br />
THROLGH SOFTWARE DEVELOPMENTS MAKES IT POSSIBLE<br />
CAPABILITIES<br />
TAKE ADVANTAGE OF MORE POWERFUL HARDWARE FEATURES WHICH<br />
TO<br />
TURN MAKE POSSIBLE STILL FURTHER ADVANCES IN SOFTWARE<br />
IN<br />
DEVELOPMENTS TGETHER MADE POSSIBLE WHAT HAS BEEN<br />
THESE<br />
THE EDP REVOLUTICN<br />
CALLED<br />
lOAN JR AB<br />
CO51<br />
SCIENCE--ITS IMPACT ON MANAGEMENT THINKING<br />
MANAGEMENT<br />
WATERHOUSE REVIEW WINTER,<br />
PRICE<br />
STAFF-ADVICE<br />
DECISICN-MAKING,<br />
SCIENCE AND ITS PRACTITIONERS HAVE GIVEN<br />
MANAGEMENT<br />
INDICATION THAT THEY HAVE SOMETHING VALUABLE TO OFFER<br />
EVERY<br />
THE PRACTICE OF TOP MANAGEMENT WE HAVE SEEN HOW THEY CAN<br />
TO<br />
HOW MANAGEMENT THINKS ABOUT ITS PROBLEMS, HOW<br />
INFLUENCE<br />
OBTAINS AND USES STAFF ADVICE ON SPECIFIC ISSUES<br />
MANAGEMENT<br />
WHICH IT MUST DEAL EVEN HOW IT CAN CONTROL OR INFLUE-'<br />
WITH<br />
THE WAY IN WHICH MANAGEMENT DELEGATES PORTIONS OF ITS<br />
ENCE<br />
MAKING ROLE<br />
DECISID<br />
IS EVIDENT THAT AS EXPERIENCE WITH THE IDEAS, METH-'<br />
IT<br />
AND TECHNIQUES OF THE MANAGEMENT SCIEKDES INCREASES,<br />
DDOLOGY<br />
SCIENCE WILL CLAIM A BIGGER, FULLER ROLE IN THE<br />
MANAGEMENT<br />
OF MANAGEMENT IT SEEMS EQUALLY EVIDENT THAT IT<br />
PRACTICE<br />
BE ACCORDED THAT RCLE AS THEIR ACCCMPLISHMENTS ARE MORE<br />
WILL<br />
TC USE<br />
THEM<br />
HENDERSON, BD<br />
C052<br />
PLANNING<br />
STRATEGY<br />
HORIZONS WINTER, 1964<br />
BUSINESS<br />
ACHIEVEMENT<br />
PERFORMANCE,<br />
MANY CCMPANIES LABCR TD MAKE SMALL DIFFERENCES<br />
TCO<br />
PRODUCE SMALL DIFFERENCES IN PROFITABILITY<br />
PERFORMANCE<br />
FORTUNES REALLY DEPEND UPCN FEW BASIC DECISIONS,<br />
CORPORATE<br />
DECISIONS THAT MUST BE METHODICAL, ANALYTICAL, AND<br />
STRATEGY<br />
THE AUTHCR HAS SEVERAL SUGGESTIONS FOR THE ART<br />
OELIBERATE<br />
STRATEGY FORMULATION HE DISCUSSES THE CHANGING USINESS<br />
OF<br />
AND HOW THIS ENVIRONMENT NECESSITATES STRATEGY<br />
ENVIRONMENT<br />
AFTER DEFINING STRATEGY AS OUR GOALS IN TERMS OF<br />
PLANNING<br />
CHARACTER AND DIRECTION IN IHE PERIOD FIVE TO TEN<br />
CORPORATE<br />
AHEAD AND ThE METHODS USED IN ACHIEVEING THESE GOALS,<br />
YEARS<br />
AUTHOR GIVES A LIST OF THE MAJOR OBJECTIVES OF STRATEGY<br />
THE<br />
THIS LIST INCLUDES APPRAISING CORPORATE RE-'<br />
FORMULATION<br />
AND CONSTRLCTING, TRANSLATING, AND GAINING ACCEPT-'<br />
GOALS,<br />
OF THE GOALS AND SIRATEGY A COMSENSUS AMONG TOP MAN-'<br />
ANCE<br />
AS TO WHAT TD DO AND HOW TO DO IT IS ALSO NECESSARY.<br />
AGEMENT<br />
WILLIAMS, EGI<br />
0053<br />
SYSTEMS APPROACH TC MANPOWER MANAGEMENT.<br />
A<br />
HORIZONS WINTER, 1964<br />
BUSINESS<br />
RECRUITMENT, TRAINING<br />
SELECTICN,<br />
CONVENTIONAL SPECIALIZATION OF PERSONNEL EXECUTIVES<br />
ThE<br />
NO LONGER APPROPRIATE A BEITER APPROACH IS ONE THAT<br />
IS<br />
MANPOWER MANAGEMENT AS A TOTAL SYSTEM INTERACTING WITh<br />
VIEWS<br />
SYSTEMS OF WORK A TOTAL MANPOWER SYSTEM HAS AT LEAST<br />
OTHER<br />
SEPARATE SUBSYSTEMS--EMPLCYMENI, DEVEIDPMENT UNILI-'<br />
FIVE<br />
COMPENSATION, AND MAINTENANCE, ALL OF WHICH ARE<br />
ZATION,<br />
AND INTEGRATED<br />
INTERRELATED<br />
GABER, NH CHEANEY, ES<br />
C054<br />
SOME GUESSWORK OUT OF R D INVESTMENTS<br />
TAKING<br />
HORIZONS WINTER, 1964<br />
BUSINESS<br />
RESEARCH PLANNING<br />
EVALUATE,<br />
DECISION TD INVEST IN RESEARCH AND DEVELOPMENT<br />
ANY<br />
CONSIDER ITS RELATIONSHIP TO CORPORATE STRATEGY.<br />
SHOULD<br />
ALONE IS INSUFFICIENT FOR PLANNING SUCH A PROGRAM.<br />
INIUITION<br />
ARIICLE TELLS HOW TO USE TOOLS TO EVALUATE AND AD-'<br />
THIS<br />
A TECHNICAL INVESTMENT PROPOSITION THE PROCESSES<br />
MINISTER<br />
ESTABLISH OBJECTIVES, GENERATE PROPOSALS, YIELD DE-'<br />
THAT<br />
PLANS AND ESTIMATES ANC APPRAISE RISKS<br />
TAILED<br />
ARTICLE SHOWS HOW TO INTEGRATE THESE TOOLS INTO A<br />
THE<br />
ANALYSIS FRAMEWORK AND ILLUSIRATES THIS TECHNIQUE<br />
MEANINGFUL<br />
A PRACTICAL EXAMPLE A SERIES OF CHARTS AND TABLES ARE<br />
WITH<br />
IN THIS EXAMPLE<br />
USEO<br />
SCOTT, WE<br />
C055<br />
ACTUARIAL-CLINICAL CONTROVERSY IN MANAGERIAL SELECTION<br />
THE<br />
HORIZONS WINTER, 1964<br />
BUSINESS<br />
PERFORMANCE RECRUITMENT<br />
SELECTION<br />
SELECTION OF MANAGERIAL TALENT IS A PROBLEM OF<br />
THE<br />
CONCERN LITTLE IS KNOWN HOWEVER, ABOUT PER<br />
CONSIDERABLE<br />
AND ITS BEHAVIORAL CORRELATES. IT HAS BEEN SUG<br />
FORMANCE<br />
THAT MANAGEMENT USE THE CLINICAL APPROACFEEACTUARIAL<br />
GESTED<br />
EVEN IF POSSIBLE TO DEVELOP, WOULD NEVER BE AS EF-'<br />
METHODS,<br />
EVIDENCE, HOWEVER, INDICATES PROGRESS IN THE<br />
FECTIVE<br />
OF ACTUARIAL METHODS<br />
DEVELOPMENT<br />
AUTHOR DISCUSSES THE ACTUARIAL-CLINICAL DEBATE AND<br />
THE<br />
METHODS INVOLVED IN THE TWO APPROACHES. HE THEN GIVES<br />
THE<br />
ARGUMENT FOR THE CLINICAL APPROACH, CITING EVIDENCE FOR<br />
THE<br />
THIS METHOD THE ACTUARIAL PROGRESS IS GIVEN AND<br />
JUDGING<br />
THE ACTUARIAL PREDICTION METHODS WILL NOT BE<br />
ALIHOUGF<br />
OVERNIGHI FIRMS SHOULD BEGIN NOW TO THINK IN<br />
DEVELOPED<br />
F THIS PROCESS AND BEGIN TO INVESTIGATE AND STUDY<br />
TERMS<br />
METHODS AND TO TRY TC GAIN A BETTER UNDERSTANDING<br />
SELECTION<br />
MANAGERIAL PERFORMANCE<br />
OF<br />
SMITH vE<br />
0056<br />
IN THE MACHINE FOR SUPPER<br />
WHAT<br />
TOPICS WINTER 1964<br />
BUSINESS<br />
FOOD<br />
POVERTY,<br />
AUTHOR DISCUSSES TE POSSIBILITIES OF USING<br />
THE<br />
ANALYSIS DF HUMAN CLEFS IN ANSWER TO PROBLEMS OF<br />
COMPUTER<br />
FOOD ADMINISTRATION ALTHOUGH PERSONAL DIFFER-'<br />
LARGE-SCALE<br />
IN TASTE CAN NOT PRESENTLY BE PROVIOEO FOR PRECISELY<br />
ENCES<br />
COMPUTER CAN SHOW US POSSIBILITIES FOR ECONOMIZING EVEN<br />
THE<br />
PALATABILITY CCNSIDERATIONS ARE VERY IMPORTANT<br />
WHEN<br />
DIETS CAN BE OBTAINED FROM WHICH THE DIETITION<br />
LEAST-COST<br />
SOCIAl WORKERS, AND ECONOMISTS CAN ADVISE AND<br />
NUTRITIONIST,<br />
THOSE WHO COME TO THEM WITH PROBLEMS OF NUTRITION,<br />
AID<br />
FOOD COSTS, OR SIMILAR MATTERS<br />
POVERTY,<br />
EFFICIENCY, AND APPLICATION OF THE PLAN ARE<br />
COSTS,<br />
ALONG WITH SOME RATHER INTERESTING MENUS<br />
DISCUSSED<br />
COLLINS, OF MOORE, DG UNWALLA, D<br />
005?<br />
ENTERPRISING MAN AND THE BUSINESS EXECUTIVE<br />
THE<br />
TOPICS WINTER, 1964<br />
BUSINESS<br />
RECRUITMENT<br />
SELFC/ICN,<br />
MEN STRIKE OUT ON THEIR OWN OTHERS JOIN THE<br />
SOME<br />
OF ESTABLISHED ORGANIZATIONS THIS STUDY REVEALS<br />
HIERARCHY<br />
ESSENTIAL DIFFERENCES BETWEEN THEM AFTER GIVING THE<br />
CERTAIN<br />
AND METHODS USED IN IHE SIUDY, A STATISTICAL PROFILE<br />
SAMPLE<br />
SOME OF THE DIFFERENCES BETWEEN THESE TYPES OF MEN<br />
CITES<br />
TABLES ARE USED TO PRESENT THIS INFORMATION<br />
NUMEROUS<br />
OF ACTION PATTERNS ARE MADE TO EXPLAIN OTHER<br />
COMPARISONS<br />
DIFFERENCES<br />
SIGNIFICANT<br />
AUTHOR CONCLUDES THAT THE ESSENTIAL DIFFERENCE BE-'<br />
THE<br />
ThE ENTREPRENELR AND THE BUSINESS HIERARCH LIES IN<br />
TWEEN<br />
OF THEIR MODE OF APPROACH IO THE WORLB AROUND THEM. THE<br />
AREA<br />
FACTOR ABOLT THE ENTREPRENEURS IS THAT THEY FOUND AN<br />
UNIQUE<br />
FOR THEIR CREATIVITY BY MAKING OUT OF AN UNDIFFER-'<br />
OUTLET<br />
MASS OF CIRCUMSTANCE A CREATION UNIQUELY THEIR OWN,<br />
ENTIATED<br />
BLSINESS FIRM<br />
A<br />
BLEMENIHAL, SC<br />
DOBB<br />
THE CHAIN OF COMMAND<br />
BREAKING<br />
AUTOMATION DECEMBER,<br />
BUSINESS<br />
COMPUTERIZATION<br />
ARTICLE DESCRIBES THE TREND OF THE CHANGING AND<br />
THIS<br />
ROLE OF COMPUTERS IN LARGE COMMERCIAL ENTERPRISES<br />
EXPANDING<br />
PERCEPTABLE CHANGE IN ORGANIZATIONAL STRUCTURE IS AC<br />
A<br />
THE EVOLLTION PRCM TRADITIONAL COMPUTER<br />
COMPANYING<br />
INTO MORE ADVANCED BUSINESS SYSTEMS.<br />
APPLICATIONS<br />
THE PAST COMPUTERS PERFORMED MUNDANE FUNCTIONS SUCH<br />
IN<br />
PAYROLL, INVENTORY RECORDING, AND ACCOUNTS PAYABLE AND<br />
AS<br />
BUT NOW THERE IS AN INCREASING USE OF COMPUTER<br />
RECEIVABLE,<br />
IN COMMUNICATIONS MANUFACTURING CONTRDL SCHEDULING<br />
SYSTEMS<br />
RETAILING THESE NEW USES HAVE IMPLICATIONS TO CORPOR-'<br />
AND<br />
AS THEY GROW IN SIZE, PRODUCT LINES, EMPLOYEES AND<br />
ATICNS<br />
INVESTMENT SIGNIFICANT AMONG THE IMPLICATIONS ARE<br />
CAPITAL<br />
INADEQUACIES OF ACCUSTOMED MANAGEMENT METHODS THE DE-'<br />
THE
OF THE ROLE OF MIDDLE PANAGEMENT, AND THE NEED FOR MEN<br />
CLINE<br />
KNOWLEDGE AND UNDERSTANDING OF COMPUTERS SYSTEMS TO<br />
WITH<br />
EXECUTIVE POSITIONS<br />
NEW<br />
HAGSTROM, WO<br />
0059<br />
ANO MODERN FORMS OF SCIENTIFIC TEAMWORK<br />
TRADITIONAL<br />
SCIENCE QUARTERLY DECEMBER, I96<br />
ADMINISTRATIVE<br />
SUB-PROFESSIONALS<br />
FORMS OF SCIENTIFIC TEAMWORK CONSIST OF<br />
TRADITIONAL<br />
COLLABORATING PROFESSIONAL PEERS AND OF TEACHERS AND<br />
FREELY<br />
STUDENTS ECDNOMIC AND TECHNOLOGICAL CHANGES IN RE-'<br />
THEIR<br />
HAVE STIMULATED THE DEVELOPMENT OF NEW FORMS OF<br />
SEARCH<br />
INVOLVING GREATER DEPENDENCE OF SCIENTISTS ON<br />
TEAMWORK<br />
AUTHORITIES, GREATER CENTRALIZATION OF AUTHORITY IN<br />
EXTERNAL<br />
ORGANIZATIONS, AND A COMPLEX DIVISION OF LABOR<br />
RESEARCH<br />
PROFESSIONAL TECHNICIANS AND PROFESSIONALS FROM<br />
INVOLVING<br />
DISCIPLINES. THE DISTINCTIVE PROBLEM OF MODERN FORMS<br />
VARIOUS<br />
TEAMWORK CONCERNS THE SELECTION OF RESEARCH GOALS. A<br />
OF<br />
MODERN FORMS OF TEAMWORK HAVE TENCED TO DISPLACE<br />
ALTHOUGH<br />
FORMS IN SOME FIELDS, IT SEEMS UNLIKELY THAT<br />
TRADITIONAL<br />
FORMS WILL BE ABANDONED FOR MOST BASIC SCIENTI-'<br />
TRADITIONAL<br />
RESEARCH.<br />
FIC<br />
SILBERMAN CE<br />
C060<br />
REAL NEWS ABOUT AUTOMATION<br />
THE<br />
JANUARY I965<br />
FORTUNE<br />
INFORMAIION<br />
INNOVATION,<br />
FIRST ARTICLE IN A MAJOR FORTUNE SERIES EXPLORES<br />
THIS<br />
ACTUAL EFFECTS OF AUTOMATION, LOOKING CLOSELY AT A<br />
THE<br />
OF DIRE REPORTS ABOUT AUTOMATIONS DISPLACEMENT OF<br />
NUMBER<br />
AND FINDS THEM BASED MORE ON MYTH THAN ON FACT. THE<br />
LABOR<br />
IS NOT WHETHER INNOVATION CAUSES DISPLACEMENT OF<br />
QUESTIQN<br />
IT ALWAYS HAS. THE REAL QUESTION IS WHETHER TECH<br />
LABOR<br />
DISPLACEMENT IS OCCURING AT A SUBSTANTIALLY FASTER<br />
NOLDGICAL<br />
THAN IN THE PAST--AT A RATE SO FAST, IN FACT, AS TO<br />
RATE<br />
A CRISIS OF MASS UNEMPLOYMENT THE ANSWER, WHICH IS<br />
THREATEN<br />
GREATLY IN THIS ARTICLE, IS NO.<br />
ELABORATED<br />
ARE USED TO PRESENT INFORMATION IN THIS<br />
GRAPHS<br />
ELABORATION.<br />
BOWENt W<br />
0061<br />
IHEY DIDNI HAVE TO BURN IT DOWN AFTER ALL<br />
CHICAGO<br />
JANUARY, 1965<br />
FORTUNE<br />
URBAN-RENEWAL<br />
IS THE STORY OF THE REBIRTH OF CHICAGO CHICAGOS<br />
THIS<br />
RENEWAL BEGUN TWO YEARS BEFORE THE FEDERAL PROGRAM,<br />
URBAN<br />
REHOUSED A LARGE PORTION OF THE CITY SLUM DWELLERS.<br />
HAS<br />
ARE REBUILDING THE CERTER QF THE CITY WITH A<br />
BUSINESSMEN<br />
LEVEL OF ARCHITECTURAL TASTE. THE RAILROADS ARE PRO<br />
HIGH<br />
SUPERIOR CUNMUTER SERVICE. AND THE CITY ADMINISTRA-'<br />
rIDING<br />
IS GIVING FIRE AND POLICE PROTECTION, SANITARY SERVICES<br />
TIDN<br />
PUBLIC TRANSPORTATION, PARKING, AND TRAFFIC CON-'<br />
LIGHTING<br />
THAT ARE WORTHY OF EMULATION BY OTHER BIG CITIES<br />
TROL<br />
HAS ALSO BEEN LUCKY IN LEADERSHIP FOR MACHINE<br />
CHICAGO<br />
RICHARD DALEY HAS TURNED OUT TO BE A SURPRIS-'<br />
POLITICIAN,<br />
GOOD MAYOR. AN ARCHITECTURAL LEADER, CHICAGOS FINE<br />
INGLY<br />
BUILDINGS WILL HELP IT KEEP THIS POSITION A PORTFOLIO<br />
NEW<br />
DRAWINGS SHOWS EXAMPLES OF THE ARCHITECTURE<br />
OF<br />
KAY, H<br />
0062<br />
THE R. AND O, MDNSTER.'<br />
HARNESSING<br />
JANUARY 1965<br />
FORTUNE<br />
R-+-D<br />
MEN IN THE MAJOR RESEARCH AND DEVELOPMENT COMPANIES<br />
TOP<br />
COMPLAINING THAT MUCH OF THE MONEY SPENT ON RESEARCH AND<br />
ARE<br />
IS BEING WASTED THE AUTHOR DISCUSSES THIS<br />
DEVELOPMENT<br />
AND FINUo THAT A KEY PROBLEM IS FINDING EFFECTIVE<br />
PROBLEM<br />
THE RESEARCH DIRECTOR SHOULD HIMSELF BE A CAPABLE<br />
MANAGERS<br />
BUT HE MUST ALSO BE A GOOD BUSINESS EXECUTIVE,<br />
SCIENTIST,<br />
MINDEO ENOUGH TO CURTAIL RESEARCH THAT WDNT PAY OFF.<br />
TOUGH<br />
MUST ALSO COORDINATE THE WORK OF A LOT OF TEMPERMENTAL<br />
HE<br />
IBM S RESEARCH DIRECTOR HAS SAID THAT IT IS<br />
INDIVIDUALS.<br />
CONDUCTING AN ORCHESTRA FULL OF COMPOSERS. IF THE RE-'<br />
LIKE<br />
IS TO PAY OFF, IT HAS TO BE COORDINATED WITH OTHER<br />
SEARCH<br />
ACTIV|TIESt NOTABLY MARKETING FAILURE TO CONSULT<br />
COMPANY<br />
SALES STAFF CAN RESULT IN DISASTROUS RESULTS AS IT DID<br />
THE<br />
MONSANTO.<br />
FOR<br />
BAGBY, WS<br />
0063<br />
AND THE TRAINING QF THE CONTROLLERS STAFF<br />
ORGANIZATION<br />
EXECUTIVE FEBRUARY 1965<br />
FINANCIAL<br />
STAFF-DEVELOPMENT<br />
TRAINING<br />
CORPORATIONS CONTRIBUTIONS ARE WASTED UNLESS THE<br />
A<br />
ADOPTS A STRONG RESPONSIBILITY TO PLAN AND DIRECT<br />
CONTROLLER<br />
OWN DEVELOPMENT PROGRAM. THE AUTHOR MAKES USE OF A<br />
HIS<br />
CONTROLLERS DEPARTMENT TO ILLUSTRATE HIS PROGRAM<br />
SPECIMAN<br />
THE TRAINING AND DEVELOPMENT OF THE STAFF TWO CHARTS<br />
FOR<br />
PRESENTED IN THIS ILLUSTRATION TO SHOW THE STRUCTURE OF<br />
ARE<br />
CONTROLLERS DEPARTMENT AND THE LEVELS IN DEVELOPING THE<br />
THE<br />
STAFF.<br />
WEINER, JB<br />
¢066<br />
AHEAD IN MANAGEMENT.<br />
WHAT<br />
REVIEW AND MODERN INDUSTRY JANUARY, 1965<br />
DUNS<br />
SELECTION<br />
TRAINING<br />
ARTICLE PREVIEWS COMING CHANGES IN EMPHASIS AND<br />
THIS<br />
THAT INDUSTRY CAN EXPECT IN THE NEXT FEW YEARS MORE<br />
MARKETS<br />
THE AREAS MENTIONED TO HATCH CLOSELY ARE--THE<br />
SPECIFICALLY<br />
THE ROLE OF BUSINESS ABRDADt THE NEED FOR PEOPLE<br />
COMPUTER,<br />
ALL LEVELSw THE DANGER OF OVER-PRODUCTION AND THE PLACE<br />
ON<br />
THE CORPORATION ITSELF.<br />
OF<br />
FOR YEARS HAS CLAIMED IT NEEDED MORE PEOPLE<br />
MANAGEMENT<br />
LIBERAL ARTS TRAINING BUT HAS HIRED SPECIALISTS NOW<br />
WITH<br />
IS REACHING A POINT WHERE A REACTION IS<br />
SPECIALIZATION<br />
IN. A SHORTAGE OF TOP EXECUTIVES MAY OCCUR IN IHE<br />
SETTING<br />
DECADE AS MANAGEMENT MEN OF THE FUTURE MUST MAINTAIN<br />
NEXT<br />
CONTINUAL CONTACT WITH THE NONBUSINESS THOUGHT STREAM<br />
CLOSER<br />
THE DAY THE GREATEST DANGER OF ALL IN THE FUTURE IS THAT<br />
OF<br />
A FUTURE CORPORATIBN IS LIKELY TO FIND ITSELF CONFUSED<br />
MANY<br />
THE INDISCERNIBLE CHANGES IN THE DESIRES OF THE MARKET<br />
BY<br />
IT WILL BE DIFFICULT TO MAINTAIN GROWTH WITHOUT<br />
PLACE.<br />
BECOMING OVER-EXTENDED.<br />
94<br />
JOHNSON, HJ<br />
0065<br />
AND THE TIRED BUSINESSMAN.<br />
PERFORMANCE<br />
REVIEW AND MODERN INDUSTRY JANUARY, L965<br />
DUNS<br />
FATIGUE<br />
PERFORMANCE<br />
TOP AUTHORIIY LOOKS AT SOME OF ThE CAUSES AND EFFECTS<br />
A<br />
FATIGUE AND RELATES HIS FINDINGS TO THE BUSINESS MAN.<br />
OF<br />
OF IHE CHIEF FACTORS THAT COULD ACCOUNT FOR FATIGUE ARE<br />
SOME<br />
CONDITIONS, INADEQUATE SLEEP, POOR FOOD HABITS<br />
ENVIRONMENTAL<br />
DISTURBANCE AND PHYSICAL ILLNESS<br />
EMOTIONAL<br />
WHO ARE BORED WITH THEIR WORK ARE LIKELY TO<br />
EXECUTIVES<br />
FROM CHRONIC FATIGUE. READJUSTMENTS, FEAR OF FAILURE,<br />
SUFFER<br />
UNSEITLED BUSINESS PROBLEMS ARE APT TO PLAGUE THE<br />
AND<br />
ALSO<br />
EXECUTIVE<br />
SUGGESTIONS FOR SOLVING THE PROBLEM ARE GIVEN--<br />
SOME<br />
A BREATHER, EXERCISE, LOOKING ENERGETIC, USING YOUR<br />
TAKING<br />
OF HUMOR AND CHANGING YOUR DAILY ROUTINE STIMULANTS<br />
SENSE<br />
AS COFFEE, CANDY, LIQUOR, CIGAREITES AND PEP PILLS<br />
SUCH<br />
TRANSITORY OR EVEN ILLUSORY EFFECTS.<br />
OFFER<br />
MURRAY, TJ<br />
C066<br />
MUDOLE IN MARKETING RESEARCH<br />
THE<br />
REVIEW AND MODERN INDUSTRY JANUARY, 1965<br />
DUNS<br />
METHODOLOGY<br />
MANY COMPANIES HAVE DISCOVERED TO THEIR COST, THE<br />
AS<br />
OF SOME MARKETING RESEARCHERS LEAVE MUCH TO BE<br />
METHODS<br />
RESPONSIBILITY FOR SHORTCOMINGS lh MARKETING<br />
DESIRED<br />
IS SPREAD ACROSS THE FIELD FROM LARGE ESTABLISHED<br />
RESEARCH<br />
TO ONE OR TWO MAN OPERATIONS HOWEVER, MUCH OF THE<br />
COMPANIES<br />
CAN BE LAID SQUARELY AT THE DOOR DF THEIR CLIENTS<br />
BLAME<br />
CORPORATIONS ARE NOT PREPARED TO PAY ADEQUATELY FOR<br />
MOST<br />
THEREFORE, lh MOST CASES THE BUYER GETS EXACTLY<br />
RESEARCH<br />
HE DESERVES<br />
WHAT<br />
SHARES THE BLAME BY ESTABLISHING RIGIDLY<br />
MANAGEMENT<br />
DEADLINES ON LARGE PROJECTS, BY FAILING TO TAKE AN<br />
SHORT<br />
STAND ON IHE FINOINGS OERIVED FROM RESEARCH AND<br />
OBJECTIVE<br />
LEAPING TO CONCLUSIONS ON INSUFFICIENT RESEARCH VARIOUS<br />
FOR<br />
ARE OFFERED TO SAFEGUARD A COMPANY AGAINST<br />
SUGGESTIONS<br />
RESEARCHERS<br />
INADEQUATE<br />
FOX, MJ<br />
COAT<br />
ANNUAL REPORT--AN OBJECTIVE APPRAISAL.'<br />
THE<br />
EXECUTIVE, 3 38-6T, JANUARY, 1965<br />
FINANCIAL<br />
ANNLAL REPORTS HAVE BECOME INCREASINGLY MORE<br />
ALTHOUGH<br />
OVER THE LAST SEVERAL YEARS, THE AUTHOR WONDERS<br />
ATTRACTIVE<br />
THEY HAVE BECOME MORE EFFECTIVE<br />
IF<br />
PURPOSE OF AN ANNUAL REPORT IS TO GIVE MANAGEMENT<br />
THE<br />
OPPORTUNITY TO FURNISH THE OWNERS OF THE BUSINESS A<br />
AN<br />
RECORD OF WHAT IT IS DOING ON THEIR BEHALF.<br />
COMPREHENSIVE<br />
ACHIEVE THIS, YOU MUST FIRST DECIDE WHAT YOU WANT TO TELL<br />
TO<br />
READERS A SUITABLE OBJECTIVE OR THEME MUST THEN BE<br />
YOUR<br />
WHICH WILL BE ELABORATED IN THE REPORT<br />
DETERMINED<br />
NUMBER OF CHARTS AND ANALYSIS SHEETS ARE INCLUDED IN<br />
A<br />
ARTICLE TO AID IN THE EVALUATION OF ANNUAL REPORTS.<br />
THE<br />
AUTHOR CONCLUDES THAT UNLESS WE TAKE TFE LEADERSHIF<br />
THE<br />
RAISING THE STANDARDS OF ANNUAL REPORTING, ThE REGULATORY<br />
IN<br />
WILL TAKE THAT LEADERSHIP<br />
AGENCIES<br />
WHISLER, TL<br />
0068<br />
MANAGER AND IHE COMPUTER<br />
THE<br />
OF ACCObNTANCY i19.. 27-32 JANUARY 1965<br />
JOLRNAL<br />
ROLE-PROFESSIONAL<br />
OPERATIONS-RESEARCH,<br />
ADVENT OF THE COMPUTER HAS THREATENED THE BUSINESS<br />
THE<br />
WITH OBSOLESCENCE THE AUTHOR SUGGESTS THAT, IN<br />
EXECUTIVE<br />
ABSENCE OF FARSIGNTED PLANNING THE PROFESSIONAL AC<br />
THE<br />
IS SIMILARILY THREATENED<br />
CDUNTANT<br />
COMPUTERS, OPERATIONS RESEARCH AND ORGANI-'<br />
ELECTRONIC<br />
THEORY HAVE ALL RESULTED IN NEW TECHNOLOGIES AND<br />
ZAIIDNAL<br />
WAYS OF DOING THINGS IN MANAGEMENT PREDICTIONS FOR THE<br />
NEW<br />
POINT TO EVEk MDRE CHANGES, DISPLACEMENTS, AND<br />
FUTURE<br />
REPLACEMENTS THE POST-IMPACT OF THESE CHANGES HAS<br />
POSSIBLY<br />
REORGANIZE OR RESIST, THERE IS NO ROOM IN THE MIDDLE--'<br />
BEEN<br />
BESIDES THE TECHNOLOGICAL CHANGES, SOCIAL FAC<br />
OF-THE-ROAD<br />
ARE ALSO AT WORK SHAPING THE EXECUTIVE ROLE THE BELIEF<br />
TORS<br />
THE IMPORTANCE OF EDUCATION, THE MOBILITY AND RESTLESS-'<br />
IN<br />
OF OUR CITIZENS, AND THE BELIEF IN THE VALUE OF RE<br />
MESS<br />
AND SCIENCE ARE THE ACTIVE SOCIAL FACTORS<br />
SEARCH<br />
MUST CONSTANTLY BE AWARE OF CHANGE, AND UPDATE OUR<br />
WE<br />
TO AVOID OBSOLESCENCE IN THE FUTURE<br />
KNOWLEDGE<br />
SHCRTELL, AV<br />
BG69<br />
PROGRAMMING<br />
ON-LINE<br />
29-30, JANUARY, 1965<br />
DATAMATIONII<br />
COMPUTER-PROGRAMMING<br />
PROGRAMMERS,<br />
VENERABLE COMPUTER, WHIRLWIND It TEAMS UP WITH NEW<br />
A<br />
AND NEWER TECHNIQUES TO PROVIDE A REMEDY FOR AN<br />
EQUIPMENT<br />
HEADACHE, PROGRAMMING THE AUTHOR DISCUSSES THE EQUIP<br />
OLD<br />
CONFIGURATION AND PROGRAMMING PROCEDURE OF THIS<br />
MENT<br />
HE ALSO CITES SOME OF THE FEAIURES WFICH MIGHT<br />
COMPUTER<br />
INCLUDED IN FUIURE IMPROVEMENTS THESE FEATURES MAY WELL<br />
BE<br />
SELECTION OF INSTRUCTION REPER<br />
BE<br />
AVAILABLE COMPUTERS, INCORPORATION OF MACRO<br />
COMMERCIALLY<br />
FOR THE SELECTED COMPUTERS DR IMPLEMENTATION<br />
INSTRUCTIONS<br />
PROBLEM-ORIENTED LANGUAGES SUCH AS FORTRAN, JOVIAL, AND<br />
OF<br />
THUS, THE ON-LINE, REAL-TIME PROGRAMMING SYSTEH<br />
COBOL<br />
AS IF IT WILL CONTINUE TC YEILD IMPROVEMENTS IN<br />
LOOKS<br />
PRODUCTIVITY<br />
PRDGRAMMER<br />
MCFARLAND, RL<br />
DTO<br />
POWER GRAB<br />
ELECTRONIC<br />
AUTOMATION FEBRUARY, 1965<br />
BUSINESS<br />
COMPUTERIZATION<br />
OATA-PROCESSING,<br />
OF THE DATA PROCESSING ACTIVITIES CAN MEAN<br />
CONTROL<br />
OF THE FIRM AND THAT A COMPANY COULD BE STOLEN<br />
CONTROL<br />
TOP MANAGEMENT KNOWIkG ABOUT IT SUCH A STEAL COULD<br />
WITHOUT<br />
ACHIEVED THROUGH CLEVER USE OF THE CCMPANYS CENTRALIZED<br />
BE<br />
THE INPUT INFORMATION NEEDED FOR EFFECTIVE PRE-'<br />
COMPUTER<br />
ABOUT THE COMPANYS SHORT TERM FUTURE OPERATIONS<br />
DICTIONS<br />
BE BURIED AMONG OTHER TRADITIONAL INPUT INFORMATION<br />
COULD<br />
COULD BE EASILY OVERLOOKED BY TOP MANAGEMENT IT SHOULD<br />
AND<br />
BE CLEAR TOO, IHAT MANY MORE OVERT POWER STRUGGLES WILL
IN THE YEARS IMMEOIATELY AHEAD, AND THEY WILL CENTER<br />
OCCUR<br />
THE CONTROL AND USE CF COMPUTER FACILITIES<br />
ARCUND<br />
SINCLAIR, B<br />
CCTI<br />
DEAL FOR DIESEL DRAWINGS<br />
DAPPER<br />
AUTOMATION FEBRUARY, 1965<br />
BUSINESS<br />
INFORMATION-RETRIEVAL<br />
MICROFILM<br />
YEARS AGO, AN INVESTIGATION WAS STARTED BY<br />
THREE<br />
LIMITED, NOW PART OF MASSEY-FERGUSON, TC SEE WHAT<br />
PERKINS<br />
BE DONE TO INCREASE EFFICIENCY IN PRODUCING COPIES CF<br />
COULD<br />
AS THEY WERE REQUIRED AND TO REDUCE THE HIGH COST<br />
ORAWINGS<br />
PRINTS IT WAS ALSO NECESSARY TO TACKLE THE SERIOUS<br />
OF<br />
OF DOCUMENT ACCDMODATION AS THE GROWING LIBRARY WAS<br />
PROBLEM<br />
TAKING UP MORE THAN ITS FAIR SHARE CF SPACE<br />
ALREADY<br />
PROFITABLY LTILIZE THEIR LARGE CUANTITIES OF<br />
TD<br />
REQLIRED DOCUMENIS, THE DESIGN OEPARTMENT HAS<br />
FREQUENTLY<br />
A HIGHLY STREAMLINED MICROFILM STORAGE AND<br />
DEVELOPED<br />
SYSTEM<br />
RETRIEVAL<br />
FEIN, L<br />
CO?2<br />
MR PRESIDENT<br />
DEAR<br />
11 39-41, JANUARY= 1965<br />
DATAMATIONt<br />
COMPUTERIZATION<br />
AUIOMATION<br />
COMPUTER SPECIALIST EXAMINES SOME OF THE ASSUMPTIONS<br />
A<br />
IWO VIEW OF THE EFFECTS OF AUTOMATION, AND<br />
UNDERLYING<br />
THE NEED FOR MORE INFORMATION BEFORE EITHER IS<br />
SUGGESTS<br />
INTO ACTION. ONE VIEW IS THAT AUTOMATION IS BUT<br />
TRANSLATED<br />
FORM OF ADVANCING TECHNOLOGY AND HILL, AS IN THE<br />
ANOTHER<br />
BRING WITH IT A NET GAIN IN REQUIREMENTS OF HUMAN<br />
PAST,<br />
TO FULFILL AN EVER INCREASING DEMAND THE OTHER IS<br />
LABOR<br />
FLTURE DEMANDS WILL BE MET BY EMPLOYING LESS HUMAN<br />
THAT<br />
AND AN EVER INCREASING NUMBER OF COMPUTERS AND<br />
LABOR<br />
WE MUST HAVE AN ESTIMATE OF DEMAND FOR THE FUTURE,<br />
MACHINES<br />
STATEMENT OF THE SIZE, COMPOSITION, AND PRODUCTIVITY OF<br />
A<br />
LABOR FORCE, AND A PREDICTION BASED ON THESE TWO STATE<br />
THE<br />
IHAT GIVES THE NUMBER CF PERSONS IN THE LABOR FORCE<br />
MENTS<br />
THE FRACTION OF THE FUTURE MACHINE CAPACITY, THAT WILL<br />
AND<br />
UTILIZED TO MEET IHE ESTIMATED FUTURE DEMAND WIIH THIS<br />
BE<br />
WE CAN BEGIN TC TRANSLATE OUR VIEWS INTO<br />
INFORMATIDN<br />
ACTION<br />
KOCH, RJ<br />
CC73<br />
TO AVOID A SCAPEGOAT COMPUTER<br />
MANAGE<br />
OF DATA MANAGEMENT. 3 12-15, JANUARY 1965<br />
JOURNAL<br />
COMPUTERIZATION<br />
MOTIVATING,<br />
INTEGRATED COMPUTER SYSTEM COULD BE OIVIDED INTO TWO<br />
AN<br />
ASPECTS, AND ADMINISTRATIVE TECHNIQUES<br />
CATAGORIES**TECHNICAL<br />
CONCEPTS. MOST DATA PROCESSING EXECLTIVES ARE FAMILIAR<br />
AND<br />
THE TECHNICAL ASPECTS HOWEVER, EFFECTIVE USE OF THE<br />
WIIH<br />
ASPECTS IS GREATLY DEPENDENT ON THE ADMINISTRATIVE<br />
TECHNICAL<br />
AND CONCEPTS EMPLOYED WITHOUT THE COMPETENT USE<br />
TECHNIQUES<br />
THE ADMINISTRATIVE TECHNIQUES, A MEDIOCRE SYSTEM AND A<br />
OF<br />
COMPUIER WILL RESULT<br />
SCAPEGOAT<br />
AUTHOR DESCRIBES THE RECOMMENDED CONCEPTS AND AP-'<br />
IHE<br />
FOR ATIAINING A SUCCESSFUL COMPUTER INSTALLATION<br />
PRCACHES<br />
THE BASIC MANAGING FUNCTIONS CF PLANNING, ORGANIZING,<br />
UNDER<br />
AND CONTROLLING<br />
MOTIVATING,<br />
WELSH, SJ<br />
0074<br />
AND ADVERTISING SETTING OBJECTIVES THAT GET<br />
MARKETING<br />
RESULTS<br />
REVIEW DL 54 ND 4-12 JANUARYt 1965<br />
MANAGEMENT<br />
TEAMWORK, COMMUNICATION<br />
DECISION-MAKING,<br />
NECESSITY CF MARKETING OBJECTIVES IS ND LONGER<br />
THE<br />
BUT THE DETAIL PURPOSE AND ORIGINATION MAY BE.<br />
QUESTIONED,<br />
OBJECTIVES ARE MORE COMPLEX, AND MORE USEFUL THAN THE<br />
MEANS<br />
VAGUE RESULTS OBJECTIVES, SINCE THEY DEFINE MORE<br />
BROAD,<br />
THE INTENDED GOALS OF THE COMPANY AND HOW TO AT<br />
PRECISELY<br />
THEM THE COMBINATION CF MEANS AND RESULTS OBJECTIVES<br />
TAIN<br />
MANAGEMENT GENERALLY AND GIVE A CLEAR-CUT FRAMEWORK<br />
GUIDE<br />
DETERMINING SPECIFIC ACTIONS<br />
FOR<br />
AUTHOR ILLUSTRATES THIS LAST POINT WITH AN EXAMPLE<br />
THE<br />
COORDINATING COMPANY MARKETING, AND ADVERTISING OBJECT<br />
DF<br />
EMPHASIZING THAT GOALS SHOULD BE COMMUNICATED AND<br />
IVES<br />
AND PROVIDE A SOLID BASE FOR GOOD PLANNING ANO<br />
UNDERSTOOD<br />
TEAMWORK<br />
CRITERIA ARE ESTABLISHED--OBJECTIVES SHOULD BE<br />
FIVE<br />
LONG-TERM YET DYNAMICt ACCOMPANIED BY PLANS<br />
COMMUNICATED<br />
PROGRAMS SPECIFIC AND MEASURABLE, AND TAILOR-MADE<br />
AND<br />
DOYLE, LB<br />
DDT6<br />
WAYS TO INHIBIT CREATIVE RESEARCH<br />
SEVEN<br />
II 52-60 FEBRUARY 1965.<br />
DATAMATION<br />
LEADERSHIP-STYLE<br />
SUPERVISION<br />
AUTHOR DISCUSSES SEVEN FORMS DF PRESSURE APPLIED<br />
THE<br />
RESEARCHERS IN THE INTEREST OF ENCOURAGING GCOD WORK<br />
TO<br />
WHICH HAVE THE EFFECT OF FENCING IN CREATIVE POS<br />
BUT<br />
SIBILITIES<br />
TO THESE PRESSURES AS FORMS OF IMPERIALISMe<br />
REFERRING<br />
DOYLE DISCUSSES IHE FOLLOWING SEVEN IMPERIALISMS--<br />
MR<br />
MATHEMATICAL, PROFRAMMINGI HARDWARE,<br />
METHODOLOGICAL,<br />
PLANNING, AND ORGANIZATIONAL<br />
PUBLICATIONS,<br />
SLCMAI RS<br />
DE77<br />
BREAK-EVEN ANALYSIS<br />
QUANTIIATIVE<br />
PROCESSING MAGAZINE 8 .20-231 JANUARY, 1965.<br />
DATA<br />
CAST= ACCOUNTING, BUDGETING<br />
FORECASIING,<br />
AUTHOR OFFERS A QUANTITATIVE MODEL, ADAPTABLE TO<br />
THE<br />
ANALYSIS, TO THE MANAGEMENT OF FIRMS WHICH<br />
SENSITIVITY<br />
ACHIEVED THE PRELIMINARY STAGE OF STANDARD COST<br />
HAVE<br />
VARIANCE ANALYSIS AND REPORTING= AND FLEXIBLE<br />
ACCOUNTING,<br />
THIS APPROACH CAN BE USED BY LESS ACCOMPLISHED<br />
BUOGETING<br />
TO OBTAIN RATHER BROAD APPROXIMATIONS OF JUDGMENTAL<br />
FIRMS<br />
DECISIONS<br />
ANALYSIS IS DISCUSSED IN TERMS OF SALES<br />
BREAK-EVEN<br />
MATERIAL LABDR MANUFACTURING OVERHEAD,<br />
FORECASTINGI<br />
MARGIN GENERAL AND ADMINISTRATIVE COSTS, AND THE<br />
GROSS<br />
MARGIN.<br />
NET<br />
MURDICK, RG<br />
BOTB<br />
LONG-RANGE PLANNING MATRIX<br />
THE<br />
CALIFORNIA MANAGEMENT REVIEWI T. 35-42, WINTER, 965<br />
OF THE DIFFICULTY DF CONDUCTING LONG-RANGE PLAN<br />
PART<br />
MAY STEM FROM THE LACK OF A SUITABLE MATRIX TO TIE<br />
NING<br />
THE TREE DIMENSIONS OF A CORPORATE PLAN--<br />
TOGETHER<br />
PLANNING, PROOUCI PLANNINGI AND ELEMENTS-OF--'<br />
FUNCTIONAL<br />
PLANNING THE AUTHOR OISCUSSES HOW THESE THREE BASIC<br />
COST<br />
MUST BE INTEGRATED FOR HIGH-LEVEL CORPORATE PLAN<br />
ELEMENTS<br />
NING<br />
EXAMPLES ARE GIVEN IN THE ARTICLE OF SUCCESSFUL<br />
MANY<br />
AT LONG-RANGE PLANNING.BY SUCH COMPANIES AS GE<br />
ATTEMPTS<br />
TI AND THOMAS INDUSTRIES NUMEROUS TABLES ARE ALSO<br />
ATT<br />
TO ILLUSTRATE HOW THE THREE BASIC DIMENSIONS MAY BE<br />
GIVEN<br />
WITH DESIRED RESULTS A HYPOTHETICAL CASE TAKES<br />
INTEGRATED<br />
ON A STEP-BY-STEP PLANNING PROCESS WHICH CLOSELY<br />
US<br />
THAT OF AN ACTUAL LARGE ENGINEERING AND RESEARCH<br />
PARALLELS<br />
ORGANIZATION<br />
HALLI J D LEARYI V WILLIAMS, M<br />
CO79<br />
DECISION-MAKING GRID<br />
THE<br />
MANAGEMENT REVIEW 7 .43-54 WINTERy 1965<br />
CALIFORNIA<br />
TECHNIQUE<br />
GUIDELINES<br />
PARADOX OF 0ECISION MAKING IS THAT, DESPITE IHE<br />
THE<br />
THAT GROUPS GENERALLY TEND TO PROOUCE MORE ADEQUATE<br />
FACT<br />
THAN INDIVIDUALS WORKING ALONE, MOST EXECUTIVES<br />
DECISIONS<br />
AT A LOSS REGARDING THE EFFECTIVE EMPLOYMENT OF GROUPS<br />
ARE<br />
REACHING DECISIONS THIS IS BECAUSE EXECUTIVES INVOLVED<br />
IN<br />
GROUP DECISION MAKING HAVE TWO BASIC CONCERNS THE CON<br />
IN<br />
FOR DECISION ADEQUACY AND THE CONCERN FOR COMMITMENT<br />
CERN<br />
OTHERS TO THE DECISION<br />
OF<br />
AUTHORS USE A CONCEPTUAL MODEL CALLED THE DE<br />
THE<br />
GRID TO ANALYZE INDIVIDUAL STYLES OF DE<br />
CISION-MAKING<br />
BEHAVIOR IN A GROUP CONTEXT FROM THIS STUDY<br />
CISION-MAKING<br />
EYE-TO-EYE DECISICN MAKING STYLE IS FOUND TO BE THE MOST<br />
AN<br />
OF IHE VARIOUS STYLES DISCUSSED.<br />
EFFECTIVE<br />
FARMER, RN RICHMAN BM<br />
0080<br />
MODEL FOR RESEARCH IN COMPARATIVE MANAGEMENT<br />
A<br />
MANAGEMENT REVIEH 71 $5-68 WINTER, 1964<br />
CALIFORNIA<br />
EFFICIENT ATTITUDINAL<br />
EVALUATING,<br />
STUDIES OF MANAGEMENT HAVE SHOWN BUT LITTLE CON-'<br />
MOST<br />
FOR THE EXTERNAL ENVIRCNMENT IN WHICH THE FIRM MUST<br />
CERN<br />
THE AUTHORS PROPOSE A NEW CONCEPTUAL APPROACH<br />
OPERATE.<br />
SHOULD PROVE USEFUL IN THE ANALYSIS OF COMPARATIVE<br />
WHICH<br />
PROBLEMS. BY EVALUATING IHE EXTERNAL CONSTRAINTS<br />
MANACEMENT<br />
MANAGEMENT THE AUTHORS PROVIDE VALUABLE INSIGHT<br />
AFFECTING<br />
THE REASONS WHY VARIOUS COUNTRIES HAVE VARYING DEGREES<br />
INTO<br />
EFFICIENT INTERNAL MANAGEMENT IN PRODUCTIVE ENTERPRISES<br />
OF<br />
FACTORS WHICH ARE DISCUSSED ARE BASIC LITERACY<br />
EXTERNAL<br />
THE COUNTRY AIIITUDINAL VALUES USE OF SCIENTIFIC<br />
OF<br />
RATIONAL RISK TAKINGe POLITICAL AND LEGAL CON<br />
METHODSe<br />
AND ECONOMIC CONSTRAINTS USING THESE EXTERNAL<br />
STRAINTS<br />
THE AUTHORS CONSTRUCT A COMPARATIVE MANAGEMENT<br />
CONSTRAINTSl<br />
MATRIX<br />
DILLON, TF<br />
DO81<br />
SPINS OUT SAVINGS FOR SMALL OEPARTMENT.'<br />
EDP<br />
VOL 58-2 7Z-79eJANUARY 28e 1965.<br />
PURCHASING<br />
DATA-PROCESSING<br />
DATA PROCESSING HAS HELPED A SMALL<br />
ELECTRONIC<br />
DEPARTMENT CUT INVENTORIES FORIY-THREE PER CENT,<br />
PURCHASING<br />
CLERICAL COSTS, AND GET VITAL INFORMATION FOR BUYERS<br />
REDUCE<br />
OTHER DEPARTMENTS<br />
AND<br />
SYSTEM HAS NOT ONLY CUT INVENTORYI BUT IT ALSO<br />
THIS<br />
ALL PURCHASES AUTOMATICALLY, PAYS INVOICES WITHOUT<br />
WRITES<br />
A DISCOUNT CALCULATES ECONOMIC ORDER QUANTITIES ANC<br />
MISSING<br />
ORDER POINTS. IT ALSO SPINS OFF A GREAT DEAL OF<br />
CONTROLS<br />
INFORMATION FOR OTHER DEPARTMENTS IHAN PURCHASING<br />
USEFUL<br />
ALBRECHT PA GLASER, EM MARKSe J<br />
0082<br />
OF A MULTIPLE-ASSESSMENT PROCEDURE<br />
VALIDATION<br />
OF APPLIED PSYCHOLOGY VOL 48-6..351-360 DEC<br />
JOURNAL<br />
EVALUATION TEST MANAGERIAL PERSONNE INTERVIEW<br />
RATING<br />
PERFORMANCE-EVALUATION<br />
APTITUDE<br />
MULTIPLE-ASSESSMENT PROCEDURE--PERSONAL F[STORY FDRM<br />
A<br />
INTERVIEW, 2 OBJECTIVE INTELLECTUAL APTITUDE TESTS<br />
INTENSIVE<br />
SENTENCE-COMPLETION TEST, AND A HUMAN RELATIONS PROBLEMS<br />
A<br />
USED TO PREDICT THE PERFORMANCE DF 31 INDUSTRIAL<br />
TEST--WAS<br />
ALL HAVING A SIMILAR JOB ASSIGNMENT. PREOICTIDNS<br />
MANAGERS<br />
MADE ON THE BASIS OF A GLOBAL, NONACTUARIAt ANALYSIS OF<br />
WERE<br />
OBJECTIVE AND SUBJECTIVE DATA 4 SETS OF CRITERION<br />
THESE<br />
WERE OBTAINED ON VARIABLES--3 DIFFERENT SETS OF<br />
JUDGEMENTS<br />
AND SET OF RATINGS A MULTITRAIT-MULIIMETHOO MA<br />
RANKINGS<br />
WAS USED IN THE ANALYSIS OF THE INTERCORRELATIONS. 9<br />
TRIX<br />
THE 12 VALIOITY COEFFICIENTS INVOLVING RANKING-TYPE<br />
OF<br />
WERE SIASIICALLY SIGNIFICANT. OF THE 4 COEFFICIENTS<br />
CRITERIA<br />
RATING-TYPE CRITERIAt NONE WERE SIGNIFICANT.<br />
INVOLVING<br />
FRIEDLANDER, F<br />
D083<br />
CHARACTERISTICS AS SATISFIERS AND DISSATIFIERS<br />
JOB<br />
OF APPLIED PSYCHOLDGY VOL 48-6..388-392 DEC, 64.<br />
JOURNAL<br />
JOB-ANALYSES MOTIVATION<br />
SATISFACTION,<br />
IS OFTEN ASSUMED THAT JOB SATISFACTION AND DISSAT<br />
IT<br />
ARE DPPOSIIES, AND THAT DN IS THE MERE NEGATION<br />
ISFACTION<br />
THE OTHER. THIS ASSUMPTION CF CONVERTIBLE BIPOLARITY IS<br />
OF<br />
BY AOMINISIRATION CF 2 QUESTIONNAIRES TO 80 SS IN<br />
EXAMINED<br />
THE IMPORTANCE TO SATISFACTION AND IHE IMPORTANCE TO<br />
WHICH<br />
OF VARIOUS JOB CHARACTERISTICS ARE COMPARED.<br />
DISSATISFACTION<br />
ANO VARIANCE ANALYSES BOTH INDICATE THAT SAT<br />
CORRELATIONAL<br />
AND DISSATISFACTION ARE, FOR THE MOST PART, UN<br />
ISFACTION<br />
AND NOT COMPLEMENTARY FUNCTIONS= RATHER THAN NEGA<br />
RELATED<br />
RELATED POLES OF A SINGLE BIPOLAR CONTINUUM RESULTS<br />
TIVELY<br />
STUDIES AND THEORIES UTILIZIIG A SINGLE SATISFACTION<br />
OF<br />
CONTINUUM ARE THEN QUESTIONABLE. SUMMARY<br />
DISSATISFACTION<br />
OF RANKS OF SAIISFIERS AND DISSATISFIERS ARE DISCUSSED<br />
DATA<br />
REGARD TO CURRENT JOB MOIIVAIIDN THEORY.<br />
IN<br />
ISAACS, H<br />
COB4<br />
ORIENTED COMPUTER SYSTEMS<br />
USER<br />
PROCESSING MAGAZINE, T IA-IB, FEBRUARY 1965.<br />
DATA<br />
PUBLIC ADMINISTRATION<br />
INFORMATION-RETRIEVAL<br />
OF DIGITAL CCMPUTER SYSTEMS FALL INTO<br />
APPLICATIONS<br />
BASIC CATAGDRIES THE AUTHOR DISCUSSES THE THREE<br />
THREE<br />
WHICH ARE OFF LINE PRODUCTION PROCESSING= REIRIEVING
ON A SPECIAL REQUEST BASISt AND REAL TIME<br />
INFORMATION<br />
DN LINE SYSTEMS<br />
OR<br />
MAIN CHARACTERISTICS AND DEVELOPMENT CONSIDERATIONS<br />
THE<br />
DISCUSSED ALONG WITH RECENT DEVELOPMENTS IN TECHNOLOGY<br />
ARE<br />
RECENT DEVELOPMENTS PRESENTED ARE DATA COMMUNICATIONS=<br />
THE<br />
PROGRAMMING SYSTEMS ADVANCEMENTS IN IN<br />
USER-ORIENTED<br />
RETRIEVAL TECHNIQUES, AND TIME SHARING<br />
FORMATION<br />
SPECIFIC TIME-SHARING EXPERIMENT BEING CONDUCTED<br />
A<br />
THE SYSTEM DEVELOPMENT CORPORATION IS DESCRIBED WHICH<br />
AT<br />
THE TECHNICAL ADVANCES IN TIME-SHARING<br />
ILLUSTRATES<br />
AUTHOR ALSO DISCUSSES THE IMPLICATIONS OF DATA<br />
THE<br />
FOR PUBLIC ADMINISTRATION<br />
PROCESSING<br />
SAYER J<br />
0085<br />
PRESENT INFORMATION SERVICES SERVE THE ENGINEER.<br />
DO<br />
PROCESSING MAGAZINE 7 °24-25, FEBRUARYt I965<br />
DATA<br />
INFORMATION-RETRIEVAL<br />
ENGINEER IS AN INFORMATION BROCESSORw AND HE IS<br />
THE<br />
FACED WITH THE PROBLEM OF EFFECTIVELY AND EF<br />
CONSTANTLY<br />
ACQUIRING AND USING DATA AND INFORMATION.<br />
FICIENTLY<br />
AUTHOR CLAINS THAT WE ARE PRESENTLY UNABLE TO<br />
THE<br />
THE HELP THAT THE ENGINEER NEEDS THE PRIMARY REASON<br />
SUPPLY<br />
THE INEFFECTIVENESS OF OUR INFORMATION SERVICES IS THAT<br />
FOR<br />
SPECIFIC INFORMATION NEEDS OF ENGINEERS, SPECIALLY FROM<br />
THE<br />
OVERALL SYSTEMS VIENPOINT ARE NEITHER WELL KNOWN NOR<br />
AN<br />
UNDERSTOOD.<br />
NELL<br />
THE UNDERLYING REASON NHY ENGINEERS NEEDS<br />
PROBABLY<br />
BEING SO POORLY SERVED IS THAT TOO NANY PEOPLE IN<br />
ARE<br />
INDUSTRY, EDUCATIONw AND IN THE TECHNICAL<br />
GOVERNMENT<br />
FAIL TO RECOGNIZE THE PROBLEM OR ARE NOT<br />
SOCIETIES,<br />
IN DOING MUCH TO SOLVE IT.<br />
INTERESTED<br />
SOME PROGRESS IS BEING NADEI IT IS NOT ENOUGH.<br />
WHILE<br />
THROUGH THE INTENSIVE AND EXTENSIVE COOPERATIVE EFFORTS<br />
ONLY<br />
THOSE INVOLVED CAN ANY SIGNIFICANT [MPREVEMENT DE MADE<br />
OF<br />
KREITHENt A<br />
0086<br />
CONTROL IN AUTOMATIC INDEXING.<br />
VOCABULARY<br />
PROCESSING MAGAZINE 7..60-6[ FEBRUARY [965<br />
DATA<br />
INFORMATION-RETRIEVAL<br />
[NDEXING<br />
ARE TWO BASIC APPROACHES TQ AUTOMATIC INDEXING--<br />
THERE<br />
BY ASSIGNMENT AND INDEXING BY EXTRACTION. THE<br />
INDEXING<br />
DISCUSSES THESE TWO WAYS OF INDEXING AND THE TWO<br />
AUTHOR<br />
OF VOCABULARY DEVELOPMENT RESULTING FROM ThEM<br />
WAYS<br />
EDITING PROCEDURES ARE ALSO PRESENTED.<br />
VARIOUS<br />
GOAL TO STRIVE FOR IS GRAPHIC ARTS QUALITY WHICH<br />
THE<br />
COPY GOOD ENOUGH TO MEET NORMAL PUBLISHING STANDARDS.<br />
IS<br />
REQUIREMENTS FOR REACHING THIS GOAL ARE DISCUSSED.<br />
FOUR<br />
ARE WIDE DR EASILY MODIFIED CHARACTER SELECTIONw<br />
THEY<br />
CHARACTER DEFIN[TIONw COLUMN JUSTIFICATION WITH<br />
SHARP<br />
HYPHENATION, AND PROPORTIONAL CHARACTER SPACING<br />
PROPER<br />
BRANCH, CE<br />
0087<br />
VIEM OF CORPORATE PLANNING TODAY<br />
A<br />
MANAGEMENT REVIEW 7..89-94t HINTER, I964<br />
CALIFORNIA<br />
DECISION-MAKING<br />
PLANNING HAS EXPANDED AS AN ORGANIZED STAFF<br />
CORPORATE<br />
IN BUSINESS BUT LITTLE IS KNOWN CONCERNING EITHER<br />
ACTIVITY<br />
OPERATING CHARACTERISTICS OR ITS PRACTITIONERS AS A<br />
ITS<br />
RESULTS OF A RECENT SAMPLE SURVEY PRESENTED<br />
GROUP.<br />
ARTICLE REPRESENT THE BEST INFORMATION NOW AVAILABLE<br />
THIS<br />
NUMBER AND TYPES OF ORGANIZATIONS WHICH USE<br />
THE<br />
PLANNING THE EXECUTIVES INVOLVED AND THEIR<br />
CORPORATE<br />
BACKGROUND ARE THE TOPICS COVERED IN THE<br />
EDUCATIONAL<br />
SURVEY.<br />
AUTHOR SUMMARIZES THAT A SIGNIFICANT NUMBER OF<br />
THE<br />
COMPANIES HAVE ESTABLISHEO STAFF UNITS FOR PLAN<br />
AMERICAN<br />
THESE UNITS ARE SMALL AND WITH MODERATE BUDGETS EN<br />
NING.<br />
IN BOTH OVER-ALL AND FUNCTIONAL PLANNING THE PLANNING<br />
GAGE<br />
USUALLY HAVE AN EXTENSIVE FORMAL EDUCATION IN<br />
EXECUTIVES<br />
FIELDS<br />
VARIOUS<br />
STATEMENTS ARE ILLUSTRATED BY SOME OF THE SEVEN<br />
THESE<br />
FOUND IN THE ARTICLE<br />
TABLES<br />
KAMMAN AB<br />
0088<br />
FD THE INDIVIDUAL<br />
AGE<br />
JOURNAL, VOL 64-2 65-67 FEBRUARY 196§.<br />
PERSONNEL<br />
RESPONSIBILITY PERFORMANCE, EMPLOYEEe ABILITY<br />
SUPERVISORSw<br />
KAMMAN IN GENERAL TERMS PLACES THE BURDEN OF THE<br />
MR<br />
OF THE COUNTRY ON MANAGEMENT HISTORY, HE SAYS, HAS<br />
FUTURE<br />
THAT DECADENCE BEGINS WITH THE DECLINE OF THE<br />
SHDNN<br />
FOLLOMED BY COLLAPSE OF THE NATION SO THAT<br />
INDIVIDUAL,<br />
NOW HAS A DOUBLE FUNCTION. IT MUST PROFITABLY<br />
MANAGEMENT<br />
THE COMPANY AND RAISE THE INDIVIDUAL OUT OF<br />
OPERATE<br />
SUPERVISORS MUST HELP EACH EMPLOYEE TO<br />
COMPLACENCY<br />
THE CONSEQUENCES OF CONFORMITY. THE PROBLEM OF<br />
COMPREHEND<br />
RESPONSIBILITY HAS A SPECIFIC FOCAL POINT IN<br />
INDIVIDUAL<br />
EVERY WAGE EARNER HAS THE<br />
INDUSTRY--COMPETENCE.<br />
TD SEE THAT HIS WORK MEASURES UP TO HIS<br />
RESPONSIBILITY<br />
ABILITY IN A SOCIETY OF FREE MEN, COMPETENCE IS<br />
INDIVIDUAL<br />
ELEMENTARY DUTY. IT IS UP TO MANAGEMENT TO INSIST THAT<br />
AN<br />
MEN ATTA[N THEIR HIGHEST STANDARDS OF PERFORMANCE.<br />
FREE<br />
ANOLER! ED<br />
0089<br />
PROMOTIONAL LADDER.<br />
THE<br />
JOURNAL VOL 44-2° 68-7I, EEBRUARYt 1965<br />
PERSONNEL<br />
EVALUATION<br />
PERSONS REACH A POINT BEYOND WHICH THEY BECOME<br />
MANY<br />
AND LACK THE PERSPECTIVE TO DO THE JOB IT IS<br />
INEFFECTIVE<br />
FOR THE WELL-BEING OF THE INDIVIDUAL AND THE<br />
NECESSARY<br />
TO ASSURE THAT PERSONS ARE NOT PROMOTED BEYOND THE<br />
COMPANY<br />
AT WHICH THEY CAN PERFORM EFFECTIVELY<br />
POINT<br />
HIGHER THE POSITION THE FEWER PEOPLE WHO CAN<br />
THE<br />
DO THE JOB. THE NAN WHO APPLIES LOWER LEVEL<br />
COMPETENTLY<br />
TO A HIGHER LEVEL JOB W[LL NEGLECT THE TRUE<br />
THINKING<br />
OF HIS POSITION.<br />
FUNCTION<br />
HARRIS1P<br />
0090<br />
IN COMPULSORY ARBITRATION.<br />
ATTITUDES<br />
JOURNAL VDL 64- 7-TSt FEBRUARY, 1965<br />
PERSONNEL<br />
INCENTIVE ATTITUDES PERSONNEL<br />
ROLE<br />
QUESTION OF THE DESIRABILITY OF GOVERNMENT<br />
THE<br />
IN LABOR-MANAGEMENT DISPUTES IS REVIEWED HERE<br />
INTERVENTION<br />
96<br />
IN THE WAKE OF THE CASE OF COMPULSORY ARBITRATION<br />
FOLLOWING<br />
THE HISTORICAL RAILROAD DISPUTE<br />
IN<br />
AUTHORS POINT OF VIEW IS THAT THE GOVERNMENT IS<br />
THE<br />
TOO FAR AFIELD IN THEIR ROLE IN SOCIETY BY SUPPORTING<br />
GOING<br />
ARBITRATION THE INFERENCE IS GIVEN THAT ITS<br />
COMPULSORY<br />
ARE NOT FULLY AWARE OF THE RESTRICTION OF FREEDOH<br />
PROPONENTS<br />
FOR THOSE AFFECTED<br />
INVOLVED<br />
BARGAINING IS NOT AN END IN ITSELF FOR ONE<br />
COMPULSORY<br />
IT WILL TEND TO INHIBIT THE INCENTIVE TO BARGAIN IN<br />
REASON<br />
FOR ANOTHER! IS THE TENDENCY FOR BOTH SIDES TO<br />
EARNEST<br />
A LARGE LIST OF DEMANDS AND FURTHER THE NATURE OF<br />
SUBMIT<br />
SETTLEMENT NAY BE UNAPPEALING TO BOTH SIDES OTHER<br />
THE<br />
ARE ALSO POINTED UP AND THE RAILROAD DISPUTE<br />
DISADVANTAGES<br />
USED AS AN EXAMPLED<br />
IS<br />
EHRLE, RA<br />
cog[<br />
SYSTEMS APPROACH TO ORGANIZATION AND MANAGEMEkT<br />
A<br />
JOURNAL VDL 4-2 76-77t FEBRUARY lg65<br />
PERSONNEL<br />
DECISION-MAKING<br />
DECISION-MAKING TIME IS ESSENTIAL TODAY IF<br />
REOUCING<br />
IS TO KEEP AHEAD OF THE RAPID ORGANIZATIONAL<br />
MANAGEMENT<br />
CAUSED BY THE USE OF CCMPUTERS. MANAGEMENT MUST<br />
CHANGES<br />
TO MORE SOPHISTOCATED APPROACHES TO DECISION MAKING<br />
RESORT<br />
SUCH AS MATHEMATICAL PROGRAMMING AND THE<br />
PROCESSES,<br />
USE OF COMPUTERS<br />
EXTENSIVE<br />
ESTABLISHHENT OF INTEGRATED ORGANIZATIONAL<br />
THE<br />
REQUIRES PANAGENENT TD PAY MORE ATTENTION TO<br />
STRUCTURES<br />
AND PRDCESSe WNILE HAVING LESS REACTION TIME IN<br />
STRUCTURE<br />
TO MAKE DECISIONS. THE PROGRAMMING OF MIDCLE<br />
WHICH<br />
TASKS WILL RESULT IN A REORGANIZATION OF MIDDLE<br />
MANAGEMENT<br />
LEVELS CONSEQUETLY THE NUMBER OF INTERMEDIATE<br />
MANAGEMENT<br />
LEVELS WILL SHRINK AND SO WILL THEIR RELATIVE<br />
MANAGEMENT<br />
INFLUENCE.<br />
LOBAN, LN<br />
DOg2<br />
RESPONSIBILITIES OF THE PERSONNEL INTERVIEWER.<br />
SOCIAL<br />
JOURNAL VOL 64-3 124-I27 MARCHt Ig65.<br />
PERSONNEL<br />
PLACEMENT MINORITIES<br />
HANDICAPPED<br />
PERSONNEL MAN RUNS INTO DIFFICULTY FACING THE<br />
THE<br />
PRESSURES TO PROVIDE JOBS FOR MEMBERS OF GROUPS WITH<br />
SOCIAL<br />
SOCIAL NEEDS SUCH AS MINORITY RACES AND RELIGIONS, T<br />
UNMET<br />
OR MENTALLY HANDICAPPED THE OLDER WORKER AND<br />
PHYSICALLY<br />
WHILE AT THE SAME TIME HE MUST MAINTAIN INDUSTRY<br />
OTHERS.<br />
NEED TO HIRE PEOPLE Dk THEIR MERITS. THIS SITUATION<br />
VITAL<br />
FOR A DEGREE OF SOCIAL UNDERSTANDING ACQUIRABLE ONLY<br />
CALLS<br />
PERSONAL INVOLVEMENT.<br />
BY<br />
THE EXTENT THAT THE PERSONNEL MAN SELECTS APPLICANTS<br />
TO<br />
THEIR MERITS RATHER THAN ARBITRARILY REJECTING THEIR<br />
ON<br />
HE PROTECTS HIS ABILITY TO CHCOSE AGAINST THE DEMANDS<br />
CLASS,<br />
A SOCIETY PUSHING FOR UNPET NEEDS AND AT ThE SAME TIME<br />
OF<br />
A BETTER PROFESSIONAL SERVICE FOR HIS ORGANIZATICN<br />
PROVIDES<br />
FOGEN JH<br />
B93<br />
APATHY OF UNION MEMBERS<br />
SURFACE<br />
JOURNAL VDL 66-3. [47-151 MARCH, [965<br />
PERSONNEL<br />
SATISFACTION<br />
IS THE PURPOSE OF THIS ARTICLE TO SUGGEST THAT THIS<br />
IT<br />
DISINTEREST OF UNION MEMBERS MAY, IN REALITY BE<br />
APPARENT<br />
CONSERVATIVEw STABLE ELEMENTS THAT FORM THE BASE OF A<br />
THE<br />
BUSINESSLIKE UNION IT IS ADMITTED THAT A GREAT DEAL<br />
STRDNG<br />
MEMBER APATHY DOES EXIST<br />
OF<br />
APATHY COULD BE CAUSED BY THE FEELING THAT THE<br />
SURFACE<br />
IS PLANT-ORIENTED RATHER THAN MEETING ORIENTED, BY THE<br />
UNION<br />
OF REASONABLY GOOD LABOR RELATIONS BY CBNTENTMENT<br />
EXISTANCE<br />
CURRENT ECONOMIC CONDITIONS AND BY SATISFACTION WITH<br />
WITH<br />
BUSINESS TYPE OF UNIONISM<br />
THE<br />
DANGERS OF NO APATHY WOULD BE A DECREASE IN<br />
THE<br />
TYPE UNIONISM GREATER INVOLVEMENT IN POLITICS AND<br />
BUSINESS<br />
INTEREST IN MANAGEMENT ACTIVITIES.9<br />
INCREASING<br />
SHERIFF DR<br />
0094<br />
OF UNIVERSITY SPONSORED EXECUTIVE OEVELOPMENT PROGRAMS<br />
COST<br />
JOURNAL VDL 44-3. I64-[66 MARCHe 1965<br />
PERSONNEL<br />
TRAINING<br />
EDUCATION<br />
COST OF UNIVERSITY-SPONSORED EXECUTIVE DEVELOPMENT<br />
THE<br />
IS USUALLY A SECONDARY CONSIDERATICN BUT COMPANIES<br />
PROGRAMS<br />
KNOW BEFORE SENDING THEIR MANAGERS TO SUCH COURSES,<br />
SflGULD<br />
WHAT THE TOTAL COST WILL BE.<br />
EXACTLY<br />
ARE THREE TABLES GIVING A BREAKDOWN CN<br />
THERE<br />
TABLE PROVIDES COST PER WEEK ANALYSIS BASED<br />
INFORMATION<br />
WHETHER ROOM AND BOARD IS INCLUDED OR EXCLUDED. TABLE<br />
ON<br />
A COST VERSUS MAXIMUM NUMBER OF REGISTRANTS AND TABLE<br />
GIVES<br />
SHOWS COST VERSUS LENGTH OF INDIVIDUAL SESSIOh ANALYSIS<br />
3<br />
INOICATE THAT ROOM AND BOARD CONSTITUTES FIFTY<br />
FINDINGS<br />
OF FEE, SCHOOLS O0 NOT VIEW THESE PROGRAMS AS<br />
PERCENT<br />
TO RAISE REVENUE AND THAT THE SMALLER THE MAXIMUM<br />
ATTEMPTS<br />
OF REGISTRANTS, THE HIGHER THE PER WEEK PROGRAM COST.<br />
NUMBER<br />
HOLLON WR<br />
OGg5<br />
A PERSONAL TOUCH TO RECRUITING ENGINEERING TALENT.<br />
ADOING<br />
JOURNAL VDL 64-3 .[42-143, MARCH, 1965.<br />
PERSONNEL<br />
MOVIES, TRAINING<br />
PUBLIC-RELATIONS<br />
ORDER TO IMPRESS COLLEGE STUDENTS UNOER<br />
IN<br />
FOR EMPLOYMENT WITH THE GLAMOUR AND CAREER<br />
CONSIDERATION<br />
OF ENGINEERING POSITIONS WITH THE COMPANY A LARGE<br />
POTENTIAL<br />
SERVICE FIRM DEVISED A COLORFUL, PROFESSIONALLY<br />
OIL-WELL<br />
MOTION PICTURE SHOWING THE WORK BEING DONE IN THE<br />
PRODUCED<br />
THE FILM WAS A SUCCESS AND PROVED VALUABLE FOR OTHER<br />
FIELD<br />
BESIDES RECRUITMENT.<br />
USES<br />
OF THE OTHER USES ARE AS A TOOL FOR SALESMEN<br />
SOME<br />
NEW BUSINESS, INDOCTRINATION AND TRAINING OF<br />
SOLICITING<br />
AND CREATING A FAVORABLE IMPRESSION ON BUSINESS<br />
EMPLOYEES<br />
CIVIC GROUPS IN THE AREA. WITH THE FILMe THE COMPANY IS<br />
AND<br />
IN OPERATION AND THE PROSPECT GETS A VISUAL<br />
SHOWN<br />
OF ITS SIZE AND CPERATIONS THAT COULC BE OBTAINEC<br />
IMPRESSION<br />
NO OTHER WAY.<br />
IN<br />
FLEUTER DL<br />
0096<br />
AN OUTMODED EMPLOYMENT RESTRICTION.'<br />
AGE<br />
JOURNAL 44-3. I31-136t MARCH 1965.<br />
PERSONNEL<br />
RECRUITMENT<br />
PLACEMENT,<br />
PLIGHT OF THE OVER-FORTY JOB APPLICANT CRIES LOUDLY<br />
THE
CORRECTION GENERAL EMPLOYMENT PRACTICE FDR A NUMBER OF<br />
FOR<br />
REJECTS THE MAN OVER FORTY EVEN THOUGH HE MAY NOT HAVE<br />
YEARS<br />
THE HALF-WAY IN NUMBER OF WORKING YEARS BEFORE<br />
REACHED<br />
SOME REASONS FOR THIS PRACTICE EVOLVED OUT OF<br />
RETIREMENT<br />
HIRING PRACTICES AnD BECAUSE OF HABIT hAVE NOT BEEN<br />
PREVIOUS<br />
FOR EXAMPLE, PHYSICAL EFFORT, FOR MOST JOBS IS NE<br />
ABANDONED<br />
A STUMBLING BLOCK, COST OF FRINGE BENEFITS UPON<br />
LONGER<br />
SHOULD NOT PROHIBIT HIRING, AND TENURE OF A<br />
EXAMINATION<br />
EMPLOYEE HAS SHOWn TO BE OF SHORT DURATION.<br />
YOUNG<br />
ADVANTAGES TO HIRING THIS AGE GROUP ARE EXPERIENCE,<br />
THE<br />
RESPONSIBILIIY, INCREASED SOCIAL INTELLIGENCE, AND<br />
GREATER<br />
TRAINING TIME AND EXPENSE THE AUTHOR SUGGESTS IT<br />
REDUCED<br />
TIME THAT MANAGEMENT RE-EXAMINED THEIR HIRING POLICIES.<br />
IS<br />
CW<br />
SChMINKE,<br />
TRENDS RELATING TO ACADEMIC PERSONNEL POLICIES<br />
CURRENT<br />
JOURNAL VCL 11-3. L35-139, MARCH, I965<br />
PERSONNEL<br />
POLICY, UNIVERSITIES<br />
PROMOTION,<br />
PRIMARY PURPOSE OF THIS STUDY WAS TO INVESTIAGE<br />
THE<br />
RANGE OF EXISTING POLICIES AND PRACTICES IN THE<br />
THE<br />
AREAS OF ACADEMIC PERSONNEL ADMINISTRATION--<br />
OLLOWING<br />
APPOINTMENT, USE OF ACADEMIC TITLES, STATUS OF<br />
INITIAL<br />
AND ANCILLIARY PERSONNEL, PROMOTION ANG<br />
ADMINISTRATIVE<br />
AND DURATION OF NON-TENURE APPOINTMENTS<br />
TENURE,<br />
AREA IS EXPLORED AND THE FINDINGS ARE LISTED FROM<br />
EACH<br />
FINDINGS CERTAIN IMPLICATIONS ARE DRAWN SOME OF THESE<br />
THESE<br />
A VACUUM OF LONG RANGE PLANNING OF UNIVERSITIES FOR<br />
ARE--<br />
PROCUREMENT OF OUTSTANDING FACULTY PAITERNS RELATIVE TO<br />
THE<br />
USE OF ACADEMIC TITLES ARE PECULIAR TO EACH INSTITUTION,<br />
THE<br />
GULF BETWEEN FACULTY AND STAFF IS GROWING WIDER AND FOR<br />
IHE<br />
LNIVERSITIES PRINTED PROCEEDURES RELATIVE TO TENURE ANG<br />
HOSI<br />
ARE EXPLICIT<br />
PROMOTION<br />
J<br />
HALPERIN,<br />
BRAIN POWER<br />
WASTED<br />
JOURNAL VCL 11-3 140-141<br />
PERSONNEL<br />
EVALUATIOn, EFFICIENTLY, CLERICAL-TASKS<br />
UNDERUTILIZATION<br />
YEAR HIGH PRICED EXECUTIVES ARE PERFORMING TASKS<br />
EACH<br />
SUITABLE FOR CLERICAL ¼0RKERS, AND REPRESENT A COSTLY<br />
MORE<br />
OF BRAIN POWER, AND FRUSTRATE THE WORKER WHO NEEDS ThE<br />
WASIE<br />
TO EXPLOIT HIS OWN CREATIVITY. INDUSTRY CANNOT<br />
OPPORTUNITY<br />
TO PAMPER INDIVIDUALS YET THE WASTE OF BRAIN POWER<br />
AFFORD<br />
SO EVIDENT THAT OUR SENSE OF VALUES MUST BE REEVALUATED<br />
IS<br />
COMPLAINTS ARE THE ASSIGNMENT OF TEDIOUS DETAIL TO<br />
SOME<br />
HIGH SALARIED OFFICIAL WHEN IT COULD BE DONE MORE<br />
A<br />
BY LOWER SALARIED PERSONNEL, NEWCOMERS ARE<br />
EFFICIENTLY<br />
IN TO O0 A JOB FOR WHICH THEY ARE NOT TRAINED WHILE<br />
BROUGHT<br />
EMPLOYEES ARE NOT GIVEN THE CHANCE LACK OF<br />
EXPERIENCED<br />
FOR ADVANCEMENT WITHIN THE ORGANIZATION AND<br />
OPPORTUNITIES<br />
PROMISES FOR THE FUTURE CAUSING THE EMPLOYEE TO FEEL<br />
UNKEPT<br />
CHEATED.<br />
RUBINGTON,<br />
STRAINS AND KEY ROLES.'<br />
ORGANIZATIONAL<br />
SCIENCE QUARTERLY VOL 9-4 350-369,MAR,<br />
ADMINISTRATIVE<br />
CONFLICT<br />
PAPERy IN DEALING WITH STAFF PROBLEMS IN AN UN<br />
THIS<br />
HELP ORGANIZATION, CASTS SOME DOUBT ON THE IDEAL<br />
USUAL<br />
OF THE RESULTS OF DEBUREAUCRATIZATIGN IN ADDITIOn<br />
STATEMENT<br />
MAKES THREE GENERAL POINTS FIRST, MAKING A HELP DRGAN-'<br />
IT<br />
LESS BUREAUCRATIC HAS UNINTENDED CONSEQLENCES<br />
IZATION<br />
CONTRADICTIONS BETWEEN TREATMENT CULTURE AND<br />
SECOND,<br />
STRUCTURE DO NOT DISAPPEAR WHEN THERE IS LESS<br />
BUREAUCRATIC<br />
AND THIRD, KEY ROLES EMERGE AS MECHANISMS<br />
BUREAUCRATIZATION<br />
COPING WITH THE PROBLEMS RESULTING FROM A SIMPLE<br />
FOR<br />
STRUCTURE.<br />
BUREAUCRATIC<br />
MAJOR INTERACTIONAL CONSEQUENCE, HOWEVER, IS THAT<br />
A<br />
KEY ROLES, WHICH COPE WITH ORGANIZATIONAL STRAINS,<br />
THESE<br />
CONFLICT RAIHER THAN CONSENSUS AMONG COLLEAGUES.<br />
REVOKE<br />
H<br />
LEVINSON,<br />
THE RELATIONSHIP BETWEEN MAN AND ORGANIZATION<br />
RECIPROCATION<br />
SCIENCE {UARTERLY VOL 9-4,370-390,MAR, 65.<br />
ADMINISTRATIVE<br />
PERFORMANCE, MOTIVATION, MORALEt PSYCHOLOGIST<br />
EVALUATION,<br />
CONCEPT OF RECIPROCATION, WHICH FOCUSES ATTENTION<br />
THE<br />
THE RELATIONSHIP BETWEEN A MAN AND ThE ORGANIZATION IN<br />
ON<br />
HE WORKS, OFFERS THE POSSIBILITY OF INTEGRATING A WIDE<br />
WHICH<br />
OF DATA AND CONCEPTS FROM INDUSTRIAL PSYCHOLOGY<br />
RANGE<br />
AND CLINICAL PSYCHOLOGY IT EXPLAINS THE PSYCHO-'<br />
SOCIOLOGY,<br />
MEANING OF THE ORGANIZATION TO THE MAN AND VICE<br />
LOGICAL<br />
AN AREA SO FAR ALMOST UNTOUCHED BY SPYCHCLOGICAL<br />
VERSA,<br />
IN INOUSTRY IT THEREFORE PROVIOES THE BASIS<br />
INVESTIGATION<br />
BEITER PSYCHOLOGICAL UNDERSTANDING OF MORALE AND<br />
FOR<br />
STUDIES, OF LEADERSHIP AND TRAINING PROBLEMSt OF<br />
MOTIVATION<br />
EVALUATION AND PERSONNEL SELECTION, AND OF RESEARCH ON<br />
JOB<br />
PERFORMANCE II ALSO OFFERS THE CLINICAL PSYCHOLQGIST<br />
ROLE<br />
POSSIBILITY OF ACCESS TO A WIDE RANGE OF DATA, WHICH,<br />
THE<br />
WITHOUT A DYNAMIC BASE AND UNRELATED TO THE<br />
HERETOFORE<br />
OF THE INDIVIDUAL HAD LITTLE RELEVANCE FOR HIM<br />
PSYCHOLOGY<br />
LW<br />
WAGER,<br />
STYLE, HIERARCHICAL INFLUENCE, AND SUPERVISORY<br />
LEADERSHIP<br />
OBLIGATIONS<br />
RCLE<br />
ADMINISTRATIVE SCIENCE QUARTERLY VOL 9-4 .391-420,MAR<br />
OF A SUPERVISORY LEADERSHIP STYLE HAS<br />
EFFECTIVENESS<br />
CLAIMED CONTINGENT UPON THE SUPERVISOR POTENTIAL<br />
BEEN<br />
IN THE HIERARCHICAL SYSTEM BUT EMPIRICAL ANG<br />
INFLUENCE<br />
SPECIFICATION OF THESE CLAIMS ARE NOTABLY LACKIN<br />
THEORETICAL<br />
THE PRECISE NATURE OF THE LINKAGE BETWEEN THE STYLE OF<br />
AND<br />
AND HIERARCHICAL INFLUENCE VARIABLES REMAINS TO<br />
LEADERSHIP<br />
ESTABLISHED THE RESULTS OF THIS STUDY SHUW THE<br />
BE<br />
STYLE OF LEADERSHIP TO BE A MORE POWERFUL<br />
SUPPORTIVE<br />
THAN HIERARCHICAL INFLUENCE IN CONTRIBUTING TO THE<br />
VARIABLE<br />
OF SUPERVISORY ROLE OBLIGATIONS THOUGH, IN<br />
FULFILLMENT<br />
HIERARCHICAL INFLUENCE FACILITATES ThE RELATIONSHIP<br />
GENERAL,<br />
THIS STYLE OF LEADERSHIP TO EIGHT AREAS OF ROLE<br />
OF<br />
THE MAGNITUDE AND PERVASIVENESS OF THIS EFFECT<br />
OBLIGATIONS,<br />
INFLLENCE VARIES MARKEDLY TWO GENERAL HYPOTHESIS ARE<br />
OF<br />
TO ACCOUNT FOR THE CIFFERENTIAL EFFECTS THE PAPER<br />
OFFERED<br />
WITH A SET OF RESEARCH SUGGESTIONS<br />
CONCLUDES<br />
97<br />
GLASER,BG<br />
0102<br />
SCIENTISTS CAREERS<br />
STABILIZING<br />
ADMINISTRATION VOL 28-i 3-6,JANUARY-FEBRUARY1965<br />
PERSONNEL<br />
PROMOTION CONFLICT<br />
CAREER-DEVELOPMENT,<br />
FROM A RECENT STUDY OF THE ORGANIZATIONAL<br />
FINDINGS<br />
OF SCIENTISTS ARE DISCUSSED FROM THE VIEWPOINT OF<br />
CAREERS<br />
ADMINISTRATORS CAN STABILIZE THESE CAREERS THE GENERAL<br />
HOW<br />
BEHIND THESE FINDINGS IS THAT ADMINISTRATORS<br />
IMPLICATION<br />
TAKE A CAREER PERSPECTIVE IN THE EMPLOYMENT OF<br />
SHOULD<br />
THIS MEANS KEEPING IN MIND THAT SCIENTISTS ARE<br />
SCIENTISTS.<br />
MOVING THROUGH BROAD CAREER STAGES AND THAT AT<br />
CONTINUALLY<br />
STAGE THE ORGANIZATION LOOKS QUITE DIFFERENT TO THEM<br />
EACH<br />
SCIENTISTS ADVANCED THROUGH THREE BROAC CAREER<br />
THE<br />
JUNIOR INVESTIGATOR, SENIOR INVESTIGATOR AND SENIOR<br />
STAGES,<br />
WITH TYPICALLY DIFFERENT CAREER<br />
SUPERVISOR-INVESTIGATOR<br />
AT EACH STAGE ADVANCEMENT WAS BASED ON<br />
CONCERNS<br />
RECOGNITION AND ON MEETING THE DEMANDS OF rHEIM<br />
PROFESSIONAL<br />
SYSTEM.<br />
PROMOTION<br />
STUDY ALSO POINTED OUT THAT SOME SCIENTISTS ARE IN<br />
ThE<br />
BETWEEN BASIC RESEARCH AND APPLIED RESEARCH IF<br />
CONFLICT<br />
CONFLICT IS NOT RESOLVED, IT IT MAY DAMAGE HIS CAREER.<br />
THIS<br />
SPRAGbE, RE.<br />
OI03<br />
INFORMATION UTILITIES.'<br />
IHE<br />
AUTOMATION VOL I2-3..42-47, MARCHt 1965<br />
BUSINESS<br />
RETRIEVAL<br />
TERM INFORMATION UTILITY IS DERIVED FROM THE PUBLIC<br />
IHE<br />
WHICH SUPPLIES A SERVICE TO SUBSCRIBERS FOR A SIR-'<br />
UTILITY<br />
CHARGE BASED ON USAGE THE UTILITY SUPPLIES THE SERVICE<br />
VICE<br />
IHE SUBSCRIBERS OWN NATURAL LOCATION AND IN A FORM WHICH<br />
AT<br />
NORMALLY UTILIZES HE WOULD PAY FOR THIS SERVICE ON A PER<br />
HE<br />
BASIS<br />
TRANSACTION<br />
EXISTING SPECIFIC INFORMATION UTILITY SYSTEMS ARE<br />
SDME<br />
BY AIRLINES WHICH PROVIDE TRAVEL AGENTS AND<br />
USED<br />
OR HOTEL ORGANIZATIONS WITH A COMPLETE<br />
TRANSPORTATION<br />
SERVICE. THE FIRST GENERAL INFORMATION UTILITY<br />
RESERVATION<br />
NOW GOING INTO OPERATION BY KEYDATA CORPORATION<br />
IS<br />
OWNERS AND OPERATORS OF FUTURE UTILITIES<br />
POSSIBLE<br />
COMMERCIAL BANKS, INDUSTRY GROUPS, PRIVATE<br />
INCLUDE<br />
AND THE GOVERNMENT<br />
PROPRIETORS<br />
PRIDMORE, HD<br />
0104<br />
FOR NATIONWIDE DP<br />
ORGANIZING<br />
IT. 26-30, MARCH, 1965<br />
DATAMATION<br />
PROGRAMMING, DATA-PROCESSINGt EDP<br />
TRAINING<br />
ARTICLE IS AN INTRODUCTION TO FIVE ARTICLES ON<br />
THIS<br />
IN AUSTRALIA WHICH ARE FOUND IN THIS ISSUE OF<br />
COMPUTING<br />
DATAMATION<br />
AUTHOR INTRODUCES THE COUNTRY AND THE GOVERNMEN<br />
THE<br />
LEADS INTO PREPARATIONS THAT RESULTED IN A SIX-CITY<br />
AND<br />
OF MACHINES BY THE BUREAU OF CENSUS AND STATISTICS<br />
LINKAGE<br />
APPROACH TO APPLICATIONS PROGRAMMINGt SYSTEM<br />
THE<br />
AND STANDARDS, THE MANPOWER SITUATION TRAIN-'<br />
OPERATIONS<br />
SCHEMES AND COURSES OFFERED AND RESEARCH IMPLICA-'<br />
ING<br />
ARE AMONG THE TOPICS DISCUSSED<br />
TIONS<br />
HARRIS, P<br />
CI05<br />
OF THE FOREMAN ROLE<br />
AFFIRMATION<br />
TOPICS 13..42-50, WINTER, lq65<br />
BUSINESS<br />
EVALUATION, ROLE, FUNCTION<br />
SUPERVISOR,<br />
EVALUATION OF THE FOREMAN S CONTRIBUTION OT<br />
ANY<br />
HAS TO INCLUDE TWO FACTORS--PERSONAL ABILITY,<br />
ORGANIZATION<br />
THE ENVIROkMENT IN WHICH HE OPERATES. THE ENVIRONMENT<br />
AND<br />
BEEN CHANGING AND THIS PAPER DISCUSSES THE SEVERAL<br />
HAS<br />
AND THEIR IMPACT ON SUPERVISION<br />
FORCES<br />
CHANGING TECHNOLOGY UNIONS, AND THE MAN-IN--'<br />
STAFFS,<br />
MIDDLE APPROACH ARE ALL AFFECTING THE ROLE OF THE<br />
THE<br />
FOREMAN<br />
IN THE AREA SUGGESTED BY THE AUTHOR<br />
IMPROVEMENTS<br />
GIVING THE SUPERVISOR A GREATER ROLE IN INDUSIRIAL<br />
INCLUDE<br />
ACTIVITY OF THE FIRM, APPLY THE CNCEPT OF DE<br />
RELATIONS<br />
TO HIS LEVEL, ENCOURAGE HIM TO EXPERIMENT IN<br />
CENTRALIZATION<br />
HIS RESPONSIBILITIES KEEP OPEN LINES OF COM-'<br />
EXECUTING<br />
FOR HIM, GIVE HIM SOME STATUS SYMBOLS AND<br />
MUNICATION<br />
PROMOTIONS BEYOND FIRST-LINE SYPERVISION.<br />
ENCOURAGE<br />
DUMAS NS<br />
0106<br />
UTILIZATION AND DISSEMINATION<br />
RESEARCH<br />
REHABILITATION RESEARCH INSTITOIE, UNIVERSITY OF<br />
REGIONAL<br />
GAINESVILLE, TO68, 132 PAGES.<br />
FLORIDA,<br />
RETRIEVAL KWIC INOEXES OPERATIONS-RESEARCH R G<br />
INFORMATION<br />
IS LITTLE JUSTIFICATION FOR RESEARCH ACTIVITIES<br />
THERE<br />
SOME PLAN IS FORMULATED TO UTILIZE THEIR RESULTS.<br />
UNLESS<br />
A CONFERENCE COMPRISING REPRESENTATIVES OF<br />
CONSEQUENTLY,<br />
AGENCIES IN THE SOUTHEAST WAS HELD DURINC<br />
REHABILITATION<br />
1968 TO REVIEW WAYS AND MEANS TO DISSEMINATE, RETRIEVE<br />
JUNE<br />
UTILIZE RESEARCH AND DEMONSTRATION RESULTS THE TOPICS<br />
AND<br />
INCLUDED INFORMATION STORAGE AnD RETRIEVAL STATE<br />
DISCUSSED<br />
THE ART ACTIVITIES OF THE SOCIAL AND REHABILITATION<br />
OF<br />
R D APPLICATIONS AND OPERATIONS RESEARCH METHODS<br />
SERVICE<br />
GROUP SESSIONS WERE ALSO HELD TO GATHER THE SUGGESTIONS<br />
TWO<br />
PEOPLE WHO FACE THESE PREBLEMS EVERY DAY.<br />
OF<br />
DUMAS NS<br />
C107<br />
AND PERSONNEL ABSTRACTS A GUIDE TO RECENT<br />
MANAGEMENT<br />
COMPUTER, BUSINESS OTHER<br />
OPERATIONS-RESEARCH,<br />
LITERATURE<br />
OF FLORIDA REGIONAL REHABILITATION RESEARCH<br />
UNIVERSITY<br />
GAINESILLE 1968 110 PAGES<br />
INSTITUTE<br />
INFORMATION REIRIEVAL PLAkNING BUDGETING SUPERVISION<br />
KWIC<br />
REHABILITATION-PERSONNEL<br />
COMPILATION OF ARTICLES FROM OVER 75 JOURNALS IN<br />
A<br />
BUSINESS RELATED AREASt THIS PUBLICATION PROVIDES A<br />
MANY<br />
COMPREHENSIVE 5,000 ENTRIES INDEX PRODUCED VIA<br />
VERY<br />
TECHNIQUES THE ARTICLES CITED WERE SELECTEC<br />
COMPUTERIZED<br />
BEING THE MOST PRACTICALt HOW-TO-DO-IT ESSAYS THAT<br />
AS<br />
FROM 1964 1967 INCLUSIVE. THE MAJOR AIM OF THIS<br />
APPEARED<br />
IS INCREASED TECHNOLOGY TRANSFER ANO UTILIZATIOn<br />
PUBLICATION<br />
KNOWLEDGES WITHIN AND AMONG DIVERSE PROFESSIONS<br />
OF<br />
DUMAS NS<br />
CI08<br />
THE DEVELOPMENT OF A REHABILITATION INFORMATION SYSTEM<br />
ON
OF REHABILITATION, PARCH-APRIL, 1969, 22-24<br />
JOURNAL<br />
DIFFUSION INNOVATION RETRIEVAL INDEXING<br />
DISSEMINATION<br />
FOUR BASIC QUESTIONS REGARDING REHABILITATION<br />
THE<br />
SYSTEMS ARE IS ONE NECESSARY FOR OUR<br />
INFORMATION<br />
2 WHY HAVE OTHERS NLT DEVELOPED ONE ALREADY,<br />
AGENCY,<br />
WHAT KIND OF DATA WOULD WE WANT IN THE SYSTEM AND<br />
3<br />
WOULD WE WANT TO RETRIEVE IT, AND 4 WHY HAVE PREVIOUS<br />
WHY<br />
ALWAYS SEEMED TO FAIL THESE QUESTIONS ARE<br />
SYSTEMS<br />
IN A NON-TECHNICAL MANNER FOR THE ADMINISTRATOR<br />
ANSWERED<br />
WOLLO LIKE TO IMPROVE THE EFFECTIVENESS AND EFFICIENCY<br />
WHO<br />
HIS AGENCY OR UNIT<br />
OF<br />
STAGNER, R<br />
0109<br />
TOP-LEVEL MANAGERIAL DISAGREEMENTS.'<br />
RESOLVING<br />
TOPICS 13. 15-22, WINIER, 1965<br />
BUSINESS<br />
PERSONALITY, GROUP<br />
DECISION-MAKING,<br />
AUTHOR EXPLORES THE PROCESS OF POLICY-FORMATION<br />
THE<br />
THE VICE PRESENDIAL LEVEL, WITH A PRIMARY FOCUS ON THE<br />
AT<br />
OF DIVERGENCIES CF OPINION AT THIS LEVEL<br />
RESOLUTION<br />
THREE OISTINCITIVELY DIFFERENT THEORETICAL AP-'<br />
THE<br />
TD THE PROBLEM FOUND IN PRIOR LITERATURE, ECONOMIC,<br />
PROACHES<br />
GROUP, AND SMALL GROUP, ARE OEFINEO<br />
PRESSURE<br />
DESCRIBED AS BEING INFLUENTIAL IN MAKING THE<br />
FACTORS<br />
AGREE AON A DECISION ARE DYNAMIC FACTORS, COGNITIVE<br />
VPS<br />
AND STRUCTURAL FACTORS PRESSURE IACTICS AND<br />
FACTORS,<br />
VARIABLES ALSO INFLUENCE THE OECISICN-MAKING<br />
PERSONALITY<br />
POLICIES<br />
TOWNSEND, LA<br />
C110<br />
IHROUGH THE AUTOMOBILE INDUSTRY<br />
GRCWTH<br />
EXECUTIVE, 33 11-16÷, MARCH, 1965.<br />
FINANCIAL<br />
RETRIEVAL<br />
INFORMATION-SYSTEM,<br />
AUTHOR CLAIMS THAT TIGHTER FINANCIAL CONTROL OVER<br />
THE<br />
YEAR S TOTAL OPERATIONS, MADE POSSIBLE BY INCREASEO<br />
THE<br />
USAGE AND EFFICIENCY, IS AMONG THE MAJOR FACTORS<br />
COMPUTER<br />
TO INCREASED NATIONAL BUSINESS GROWTH<br />
LEADING<br />
FIRST DISCUSSES THE INFORMATION REVOLUTION AND ITS<br />
HE<br />
ON THE GROWTH AND STABILITY OF THE AMERICAN ECONOMY<br />
EFFECT<br />
GENERAL<br />
IN<br />
INDIRECT RESULT OF THIS OVER-ALL ECONOMIC GROWTH<br />
THE<br />
RECENT YEARS HAS BEEN A MOUNTING NEED FOR AN INCREASED<br />
OVER<br />
OF MANAGEMENT AND FINANCIAL INFORMATION AS WELL AS A<br />
VOLUME<br />
NEED FOR GREATER ACCURACY AND DETAIL IN THE DATA<br />
PARALLEL<br />
NEED HAS RESULTED IN CUR PRESENT DAY COMPUTER SYSTEMS<br />
THIS<br />
THE GROWTH OF CERTAIN INDUSTRIES HAS ALSO HAD MUCH<br />
HOWEVER,<br />
DO WITH THE OEVELOPMENT OF COMPUTERIZED INFORMATION SYS-'<br />
TO<br />
AS AN EXAMPLE OF THISt THE AUTHOR DISCUSSES THE<br />
TEMS<br />
INDUSTRY IN GENERAL AND THEN EXPLORES SPECIAL<br />
AUTOMOTIVE<br />
OF INFORMATION SYSTEMS BY CHRYSLER<br />
USES<br />
TAYLOR, HD<br />
0111<br />
DATA PROCESSING IN THE INTERNAL REVENUE SERVICE<br />
AUTOMATIC<br />
JOURNAL OF ACCOLNTANCY, VOL II9-3 53-56, MARCH, 1965<br />
THE<br />
INTERNAL REVENUE SERVICE BEGAN USE OF ADP FOR IN-'<br />
THE<br />
TAX RETURNS IN 1962, AND EXPECTS TO HAVE IT IN OPERA-'<br />
COME<br />
THROUGHOUT IHE COUNTRY BY 1967. THIS DESCRIPTION OF<br />
TION<br />
THE SYSTEM OPERATES WAS DESIGNED TO HELP TAX PRACTI-'<br />
HOW<br />
INFORM AND ASSIST THEIR CLIENTS<br />
TICNERS<br />
HELP THE IRS, PRACTITIONERS ARE RECUESTED TO USE<br />
TO<br />
RETURN FORMS, INFORM THE PUBLIC OF REQUIREMENTS, AND<br />
SPECIAL<br />
MORE COMPLETE AND ACCURATE RETURNS RULES FOR NAME<br />
SECURE<br />
ARE GIVEN.<br />
CONIROL<br />
NEED FOR COMPLETE AND ACCURATE INFORMATION IS<br />
THE<br />
BY BOTH THE AUTHOR AND THE IRS MR TAYLOR PROVIDES<br />
STRESSED<br />
LIST OF POINTS DEALING WITH THIS PROBLEM WHICH ARE EM-'<br />
A<br />
BY THE GOVERNMENT<br />
÷HASIZED<br />
VAZSONYI, A<br />
0112<br />
INFORMATION SYSTEMS IN PLANNING, CONTROL COMMAND<br />
AUTOMATED<br />
SCIENCES, VOL II-4..B2-B41, FEBRUARY 1965<br />
MANAGEMENT<br />
MEDICINE, EDUCATIONAL, CCMPUTERIZATIDN<br />
PERT,<br />
AN INIROOLCTION EXPLAINING THE ROLE, NATURE,<br />
AFTER<br />
AND FUTURE OF INFORMATION SYSTEMS, THE AUTHOR<br />
STATUS<br />
A NUMBER OF POSSIBLE PROBLEMS TO BE SOLVED BY COM-'<br />
GIVES<br />
INCLUDING AREAS OF SCIENCE, EDUCATION, ORGANIZA-'<br />
PUTERS,<br />
THE MILITARY, AND MEDICINE ON-LIN-REAL-TIME IN-'<br />
TIDN,<br />
SYSTEMS ARE DISCUSSED AND EXAMPLES GIVEN<br />
FORMATION<br />
ARE AREAS WHERE MEN EXCEL AND AREAS WHERE<br />
THERE<br />
EXCELL--PARTICULARLY IN COMPUTATION METHODS<br />
COMPUTERS<br />
DECISION, PARTICLLARLY HEURISTIC PROBLEM SOLVING ARE<br />
OF<br />
EXPLAINED<br />
OTHERS, A COMPUTER IS VALUABLE FOR SOLUTION OF<br />
AMONG<br />
EQUATIONS, DESIGN, PARTIAL DIFFERENTIAL<br />
DIFFERENTIAL<br />
AND INTEGRAL EQUATION PROBLEMS FOR LARGE-SCALE<br />
EQLAIIOS<br />
PERT IS BECOMING AN IMPORTANT TECHNIQUE FOR<br />
PROBLEMS,<br />
PLANS AND ALTERNATES AN APPROACH TO AUTOMA-'<br />
DEVELOPING<br />
AND THE ATUHORS CONCLUSIONS ARE ALSO DISCUSSED<br />
TICN<br />
LORSCH, JW LAWRENCE, PR<br />
C113<br />
FOR PRODUCT INNOVATION<br />
ORGANIZING<br />
BUSINESS REVIEW 43 .I09-122, JAN-FEB, 1965.<br />
HARVARD<br />
TEAMWORK<br />
ARTICLE, WHICH IS A STUDY OF CONTRASTING PATTERNS<br />
THIS<br />
TEAMWORK IN TWO LEADING COMPANIES, THROWS NEW LIGHT ON<br />
OF<br />
PROBLEM OF ATTAINING COLLABORATION AND CODRCINGATION<br />
THE<br />
RESEARCH, SALES, AND PRODUCTION IN DEVELOPING NEW<br />
BETWEEN<br />
AND PROCESSES<br />
PRCDLCIS<br />
ESSENTIAL ORGANIZATIONAL INGREDIENTS OF SUCCESS<br />
TWO<br />
FOUND THESE ARE USING SPECIALISTS WHO ARE ORIENTED<br />
WERE<br />
THEIR INDIVIDUAL TASKS IN ORGANIZATIONAL STRUCTURES<br />
TOWARD<br />
TO TASK PERFORMANCE, AND EFFECTIVE MEANS OF<br />
CONDUCIVE<br />
WHICH PERMIT SPECIALISTS WITH DIVERSE KNOW-'<br />
COORDINATION<br />
AND ORIENTATIONS TO WORK TOGETHER<br />
LEDGE<br />
DEVICES CAN BE USED TO ACHIEVE THIS COORDINATION,<br />
TWO<br />
COORDINATING DEPARTMENTS OR CROSS-FUNCTIONAL GROUPS<br />
EIIHER<br />
METHODS CAN BE USED ALSO, AS LONG AS THEY DEVELOP<br />
OTHER<br />
DF COORDINATION WHICH PERMIT EFFECTIVE SPECIALIZATION<br />
MEANS<br />
EFFECTIVE CCOROINATION<br />
AND<br />
ARE INCLUDED IN THE ARTICLE<br />
CHARTS<br />
G114 MACE, ML<br />
98<br />
PRESIDENT AND CCRPORATE PLANNING<br />
THE<br />
BUSINESS REVIEW 43 49-62, JAN-FEB, 1965<br />
HARVARD<br />
AUTHOR DISCUSSES SOME OF THE MOST IMPORTANT AND<br />
THE<br />
STEPS INVOLVED IN THE ATTAINMENT OF EFFECTIVE<br />
PRACTICAL<br />
USEFUL CCRPCRAIE PLANNING<br />
AND<br />
CHIEF EXECLTIVE MUST BE ACTIVELY INVOLVED IN<br />
THE<br />
FUNCTIONS OF THE PLANNING--THAT OF EVALUATI&G<br />
TWO<br />
LINES, MARKETS, TRENDS, AND COMPETITIVE POSITIONS,<br />
PRODUCT<br />
THAT OF ESTABLISHING CORPORATE OBJECTIVES AFTER<br />
AND<br />
THESE FUNCTIONS, THE AUTHOR PRESENTS SOME OF<br />
DISCUSSING<br />
BASIC ELEMENTS IN CORPORATE PLANNING.<br />
THE<br />
PLANNERS PROBLEMS--INCULCATING AWARENESS AND<br />
TWO<br />
PLANS--ARE EXPLAINED<br />
UNPLANNED<br />
APPENDIX WHICH PRESENTS AN OUTLINE OF A FIVE-YEAR<br />
AN<br />
FOLLOWS THE ARTICLE<br />
FORECAST<br />
DEARDEN,<br />
0115<br />
TO ORGANIZE INFORMATION SYSTEMS<br />
HOk<br />
BUSINESS REVIEW 4) 65-73, MARCH-APRIL, i965.<br />
HARVARD<br />
RETRIEVAL<br />
DATA-PROCESSING,<br />
AUTHOR DISCUSSES AN APPROACH TC PROPERLY<br />
THE<br />
INFORMATION SYSTEMS WHICH WILL HELP MANAGE-'<br />
INTEGRATED<br />
TAKE ADVANTAGE OF FUTURE DEVELOPMENTS IN DATA--'<br />
MENT<br />
EQUIPMENT AND TECHNIQUES<br />
PROCESSING<br />
IT WILL NEVER BE PGSSIBLE TO HAVE A PERFECT-'<br />
ALTHOUGH<br />
INTEGRATED DATA-PROCESSING SYSTEM, AN EFFECTIVE MANAGE-'<br />
LY<br />
INFORMATION SYSTEM IS POSSIBLE IF IT IS HANDLED<br />
MENT<br />
CORRECTLY.<br />
AUTHOR DISCUSSES THE CHARACTERISTICS AO CLAS-'<br />
THE<br />
OF HORIZONTAL, VERTICAL, MARKETING, RESEARCH<br />
SIFICAIION<br />
DEVELOPMENT, STRATEGIC PLANNING, AND EXECUTIVE INFORMA<br />
AND<br />
SYSTEMS<br />
TICN<br />
ORGANIZATION STRUCTURE, BASED UPON THE VERTICAL AND<br />
AN<br />
CLASSIFICATIONS DESCRIBED, IS PROPOSED AND<br />
HORIZONTAL<br />
IN DETAIL<br />
EXPLAINED<br />
ORGANIZATION CHART FOR SYSTEMS AND DATA PROCESSING<br />
AN<br />
THIS STRUCTURE IS INCLUDED<br />
IN<br />
MAHAR, JF CODDINGION, DC<br />
C116<br />
SCIENTIFIC COMPLEX--PROCEED WITH CAUTION<br />
THE<br />
BUSINESS REVIEW, 43 140-155, JAN-FEB, 1965<br />
HARVARD<br />
R-÷-D<br />
PRCPOSALS-RESEARCH,<br />
COMMUNITIES ARE TRYING TO ATTRACT PRIVATE ANC<br />
MANY<br />
RESEARCH-BASED FACILITIES TO FORM SCIENTIFIC<br />
GOVERNMENT<br />
THIS ARTICLE SETS FORTH CONDITIONS, REQUIRE-'<br />
COMPLEXES<br />
AND GUIDES FOR COMMUNITY LEADERS TD CONSIDER IN<br />
PENIS,<br />
BASIC POLICY DECISIONS<br />
MAKING<br />
COMPLEXES ALL HAVE ONE OR MORE OF THE<br />
SCIENTIFIC<br />
ELEMENTS--INDUSTRY, UNIVERSITIES, AND GOVERNMENT<br />
THREE<br />
THE ARTICLE IS PRIMARILY CONCERNED WITH<br />
LABORAICRIES<br />
COMPLEX WITH ALL THREE ELEMENTS AND THE INDUSTRY--'<br />
THE<br />
COMPLEX SINCE THESE TWO ARE SUBJECT TO A<br />
UNIVERSITY<br />
DEGREE OF COMMUNITY PLANNING<br />
GREATER<br />
FINANCING, SPACE, AND RESEARCH CONTRACTS<br />
PERSONNEL,<br />
AMONG THE REQLIRED CONDITIONS SOME PIIFALLS TO AVOID<br />
ARE<br />
EXCESSIVE FRAGMENTATION, UNREALISTIC APPRAISALS, AND<br />
ARE<br />
COMPETITION<br />
UNDERESTIMATING<br />
GUIDELINES FOR ESTABLISHING A SCIENTIFIC COMPLEX<br />
NINE<br />
PRESENTED<br />
ARE<br />
MEYER, HH KAY, E FRENCH, JR, JR<br />
0117<br />
ROLES IN PERFORMANCE APPRAISAL.'<br />
SPLIT<br />
BUSINESS REVIEW, 43 123-129, JAN-FEB, 1965<br />
HARVARD<br />
EVALLATION-PERSONNEL<br />
WORK-PLANNING,<br />
ARTICLE DISCUSSES A SERIES OF UNIQUE IN-COMPANY<br />
THE<br />
CONDUCTED BY THE GENERAL ELECTRIC COMPANY SHOW-'<br />
STUDIES<br />
THAT A NEW SYSIEP OF WORK PLANNING ANC REVIEW WILL<br />
ING<br />
MANAGERS PERFORMANCE ON THE JOB BETTER THAN<br />
IMPROVE<br />
TRADITIONAL APPRAISAL METHODS HAVE DONE<br />
THE<br />
AUTHORS DISCUSS THE TRADITIONAL METHOD AND ITS<br />
THE<br />
IN BOTH RAIING PERFORMANCE AND PROVIDING<br />
PROBLEMS<br />
TO ACHIEVE GOALS THE NEW WR÷R PLAN IS SO<br />
INCENTIVE<br />
AS TO ECOURAGE ACHIEVEMENT FOR IT PERMITS<br />
CONSTRUCTED<br />
EMPLOYEE TO TAKE AN ACTIVE PART IN SETTING GOALS<br />
THE<br />
IN REVIEWING HIS PROGRESS IOWARD REACHING THE GOALS<br />
AND<br />
EMPHASIS IN THE NEW PLAN IS ON MUTUAL GOAL<br />
THE<br />
AND PROBLEM SOLVING WP÷R DISCUSSIONS ARE HELD<br />
PLANNING<br />
IN WHICH THE MANAGER AND HIS SUBORDINATE<br />
FREQUENTLY<br />
WITH SPECIFICS, NOT THE BROAD GENERALITIES FOUND<br />
WORK<br />
TRADITIONAL PERFORMANCE APPRAISALS<br />
IN<br />
SALEH, SO.<br />
0118<br />
STUDY OF ATTITUDE CHANGE IN THE PRERETIREPENT PERIOD<br />
A<br />
OF APPLIED PSYCHOLOGY, VOL 4B-5 .310-)12 OCT, 1964<br />
JOURNAL<br />
SATISFACTION<br />
SEPARATE SETS OF FACTORS APPEAR IN THE PREREIIREES<br />
TWO<br />
AIIITUDE WHEN IHEY REFER TC THEIR PAST EXPERIENCES IN<br />
JOB<br />
AGE (30-55) JOB RELATED FACTORS PROVIDE SATISFACTION<br />
MIDDLE<br />
CONTEXT RELATED FACTORS DETERMINE DISSATISFACTION WHEN<br />
AND<br />
OF SATISFACTION WERE EXAMINED IN IHE PRE-RETIREPENT<br />
SOURCES<br />
THE DOPINANI EMPHASIS WAS ON THE CONTEXT-RELATED<br />
PERIOD,<br />
THIS CHANGE OF ATTITUDE WAS EXPLAINED IN VIEW OF<br />
FACTORS<br />
JOB STRUCTURE<br />
THE<br />
MORE ATTAINABLE SOURCES ON THE JOB, THE CON-'<br />
CHOOSING<br />
RELATED IN CASE OF PRERETIREMENT, IS PORE SATISFYING<br />
TEXT<br />
CHOOSING THE ONES WHICH BECOME MORE DIFFICULT TO AT-'<br />
THAN<br />
THE JOB-RELATED FACTORS<br />
TAIN,<br />
TABULATIONS ARE SUPPLIED BY THE AUTHOR TO SUP-'<br />
SEVERAL<br />
HIS VIEWPOInt<br />
PORT<br />
LOCKE, EA SMITH, PC ET AL<br />
CI19<br />
OF AREAS AND METHODS OF RATING JOB SATISFACTION<br />
VALIDITY<br />
OF APPLIED PSYCHOLOGY, VOL 48-5 .313-319, OCT, 1964<br />
JOURNAL<br />
PROMOTIONS<br />
SUPERVISION,<br />
AUTHORS DESCRIBE THEIR TUDY TO DETERMINE THE CON-'<br />
THE<br />
AND DISCRIPINANT VALIDITY OF 4 RATING METHODS AND<br />
VERGENT<br />
CF JOB SATISFACTION A RATING METHOD EMPLOYING A<br />
AREAS<br />
OF 6 FACES RANGING FROM A SCOWL TO A SMILE AND A<br />
SERIES<br />
GRAPHIC RATING METHOD WERE BEST ACDORDINC TO A CRI-'<br />
DIRECT<br />
TERIA OF CONVERGENT AND DISCRIMINANT VALIDITY
AREAS ADECUATELY SATISFIED BOTH CRITERIA, BUT THE<br />
ALL<br />
PROMOTIONS, AND SUPERVISION AREAS SHOWED SOMEWHAT<br />
PAYt<br />
DISCRIMINANT VALIDIIY THAN THE WORK AND PEOPLE<br />
GREATER<br />
THE GREATER APPROPRIATENESS OF THE CONVERGENT AND<br />
AREAS<br />
CRITERIA, AS CCPPAREO TO OTHER POSSIBLE CRI-'<br />
OISCRIM[NANT<br />
FOR DEMONSTRATING THE VALIDITY OF AREAS AND MEASURES<br />
TERIA,<br />
JOB SATISFACTION IS DISCUSSED<br />
OF<br />
NUMBER OF GRAPHS AND TABLES INDICATE VALIOITES AND<br />
A<br />
FOUND THROUGH IHIS STUOY<br />
CORRELATIONS<br />
SVETLIK, B PRIEN BARRETT, G<br />
C120<br />
DIFFICULTY, EMPLOYEE ATIITbDE SUPERVISORY RATINGS<br />
JOB<br />
EFFECTIVENESS<br />
OF APPLIED PSYCHOLOGY, VCL 48-5 320-324, OCT, 1964<br />
JOURNAL<br />
MORALE EFFECTIVENESS<br />
SATISFACTION<br />
CORRELATION TECHNIQUE, A STUDY WAS MADE OF RE-'<br />
USING<br />
BETWEEN DIFFICULTY ATTITUDE AND RATING AS JOB<br />
LATIONSHIPS<br />
INCREASED, JOB ATTITUDES WERE SIGNIFICANTLY MORE<br />
DIFFICULTY<br />
TOWARD JOB, MANAGEMENT, COMMUNICATION, AND ACVAN-'<br />
POSITIVE<br />
OPPORTUNITY PARTIAL CORRELATIONS SHOWED THAT RELA-'<br />
CEMENT<br />
BETWEEN JOB SATISFACTION AND DIFFICULTY INCREASED<br />
TIONSHIP<br />
EFFECTS OF GENERAL MORALE WERE ELIMINATED.<br />
AS<br />
RATINGS OF EMPLOYEE EFFECTIVENESS WERE<br />
SUPERVISORY<br />
RATED (NEGATIVELY) TO EMPLOYEE SALARY AND JOB<br />
SIGNIFICANTLY<br />
EMPLOYEE ATTITUDE DIMENSIONS INDICATE INCREASING<br />
TENURE<br />
OF JOB CONTENT AND INCREASED CONTENT WITH PEOPLE<br />
COMPLEXITY<br />
A PART OF THE JOB, ARE PESITIVELY RELATED TO AN EMPLOYEES<br />
AS<br />
TOWARO HIS JOB.<br />
ATTITUOE<br />
BECROSIAN,<br />
0121<br />
OF VOCATIONAL INTERESTS AT TWO LEVELS OF MANAGEMENT<br />
ANALYSIS<br />
OF APPLIED PSYCHOLOGY, VOL 48-5 325-329, OCT [964<br />
JOURNAL<br />
AUTHOR STUDIED DIFFERENCES IN THE VOCATIONAL IN-'<br />
THE<br />
OF TOP AND MIDDLE MANAGEMENT PERSONNEL OF A LARGE,<br />
TEREST<br />
INDUSTRIAL CORPORATION EACH SUBJECT WAS OLASSEC<br />
MULTI-PLANT<br />
TO LEVEL, FIELD, AND ROLE(LINE OR STAFF)<br />
ACCORDING<br />
MANAGEMENT MEN WERE FOUND TO HAVE A HIGHER SOCIO-'<br />
TOP<br />
LEVEL CF VOCATIONAL INTEREST THAN MIDDLE MANAGERS<br />
ECONOMIC<br />
OF INTEREST PATTERNING WAS NOT RELATED TO WORK ROLE<br />
CLARIIY<br />
EXCEPT IN ONE CASE, WAS IT RELATED TO MANAGERIAL LEVEL<br />
NOR,<br />
WORK NO DIFFERENCES WERE FOUND IN THE OECISIVENESS WITH<br />
CF<br />
TOP AND MIDDLE LEVEL SUBJECTS RESPONDED TG INTEREST--'<br />
WHICH<br />
ITEMS<br />
TEST<br />
SCHULTZt DG SIEGEL, AT<br />
0122<br />
ANALYSIS OF JOB PERFORMANCE BY SCALING TECHNIQUES<br />
THE<br />
OF APPLIED PSYCHOLGGY, VOL 48-5 329-335, OCT, 1964<br />
JOURNAL<br />
SUPERVISION<br />
AUTHORS EXPLORED THE APPLICATION OF MULTIDIMEN-'<br />
THE<br />
SCALING METHODS TO THE ANALYSIS OF JOB PERFORMANCE<br />
SIONAL<br />
NAVAL AVIATION ELECTRONICS TECHNICIANS DES[G-'<br />
EXPERIENCED<br />
18 TASKS AS CONSTITUTING THAT JOB AT THE ENTRY LEVEL.<br />
NATED<br />
BETWEEN ALL PAIRS OF THESE TASKS WERE JUDGE£ THE<br />
SIMILARITY<br />
SCALED SIMILARITY ESTIMATES WERE ANALYSED BY<br />
RESULTING<br />
MULTIDIMENSIONAL SCALING TECHNIQUES<br />
STANDARD<br />
WORK PERFORMED BY THESE TECHNICIANS AT JOB ENTRY<br />
THE<br />
PERCEIVED BY SUPERVISORS AS INVOLVING FOUR BASIC DI-'<br />
WERE<br />
IT APPEARS TO BE FEASIBLE AND FRUITFUL TO APPLY<br />
MENSIDNS<br />
SCALING TECHNIQUES TO THE ANALYSIS OF JOB<br />
MULTIDIMENSIONAL<br />
PERFORMANCE.<br />
WISHART, PB<br />
0123<br />
TOP BUSINESS MANAGERS<br />
WANTED--200,O00<br />
REVIEW, VGL 54-3 4-1t MARCH 1965<br />
MANAGEMENT<br />
SELECT, MOTIVATE, EMPLOYEES<br />
RECRUIT,<br />
ECONOMIC GROWTH WILL CREATE IMPORTANT JOBS<br />
CONTINUED<br />
TOP BUSINESS MANAGERS QUALITY, RATHER THAN QUANTITY, IS<br />
FOR<br />
GREATEST CONCERN TECHNOLOGICAL CHANGE REQUIRES MANAGERS<br />
OF<br />
A BROAD EDUCATION AND EXPERIENCE TO EXCERCISE LEADER<br />
WIIH<br />
OF SCIENTISTS AND ENGINEERS TOP MANAGERS MUST ALSO BE<br />
SHIP<br />
TO ORGANIZE OR MOTIVATE EMPLOYEES WITH RISING EX-'<br />
EDUCATED<br />
AND TO SATISFY CUSIOMER DEMANDS.<br />
PECTATIONS,<br />
KEY TO BUSINESS SUCCESS IN THE EXCITING AND<br />
THE<br />
FUTURE IS AN ADEQUATE SUPPLY OF INTELLIGENT, IMA-'<br />
HAZARDOUS<br />
SOCIALLY CDNSCIOUS AND MORALLY COURAGEOUS BUSI-'<br />
GINATIVE,<br />
MANAGERS<br />
NESS<br />
OF MANAGEMENI MEN IS CRITICIZED AND SOME<br />
EDUCATION<br />
PROPOSED SO THAT THIS INVALUABLE HUMAN RESOURCE<br />
SOLUTIONS<br />
BE EQUAL TO ITS TASK<br />
WILL<br />
DAVIES MBT<br />
CI2<br />
AND INTERNAL CONTROL<br />
COMMUNICATIONS<br />
INTERNAL AUDITOR FALL, 1964<br />
OHE<br />
PERFORMANCE-STANDARDS, ACCOUNTING<br />
BUDGET,<br />
AUDITING IS A CHANNEL OF COMMUNICATIONS AND A<br />
INTERNAL<br />
OF KEEPING OTHER CHANNELS OPEN ESSENTIALLY, INTERNAL<br />
MEANS<br />
IMPLIES THE FORMULATION OF SOUND OPERATING POLICIES<br />
CONTROL<br />
THE ASSURANCE THAT THESE POLICIES ARE PROPERLY PUT INTO<br />
AND<br />
AND FOLLOWED ACCOUNTING IS A PART OF THIS CONTROL<br />
EFFECT<br />
IS SUPPLEMENTED BY OTHER PARTS OF THE ORGANIZATION. OB<br />
BUT<br />
MUST BE FOLLOWED BY PLANS FOR ACHIEVEMENT, ORGAN[-'<br />
JECTIVES<br />
OF RESPONSIBILITIES, STANDARDS OF PERFORMANCE AND<br />
ZATION<br />
OF RESULTS COMMUNICATIONS, A DIFFICULT PROBLEM<br />
APPRAISAL<br />
ANY GROUP, IS INEXTRICABLY RELATED TO INTERNAL CONTROL<br />
FOR<br />
IS VITAL TO THE REALIZATION OF THE GOALS OF CREATIVE<br />
AND<br />
CONTROL.<br />
EXECUTIVE<br />
BUCHANAN PC<br />
0125<br />
CAN WE GAIN THEIR COMMITMENT<br />
HOW<br />
VOL 42-I 2[-26, JAN-FEB, I965<br />
PERSONNEL<br />
ACCEPTANCE COMMUNICATION<br />
GRCUP<br />
THIS ARTICLE THE FINDINGS OF RECENT RESEARCH IN THE<br />
IN<br />
OF BEHAVIOURAL SCIENCE ON COMMUNICATIONS PROCESSES ARE<br />
FIELD<br />
FROM THE ASPECT OF THE INTENTIONS OF THE SENDER,<br />
DISCUSSED<br />
ROLE OF THE RECEIVER, AND THE RELATIONSHIP BETWEEN THE<br />
THE<br />
EACH OF THESE THREE POSITIONS IS EXAMINED.<br />
TWO<br />
INDICATE THAT UNDER COMPETITION, GROUP<br />
FINDINGS<br />
MORE CONFORMITY FROM ITS MEMBERS, AND THIS TAKES THE<br />
DEMANDS<br />
OF TOLERATING FEWER NEGATIVE COMMENTS ABOUT ONES OWN<br />
FORM<br />
AND FEWER POSITIVE COMMENTS ABOUT THE COMPETING GROUP<br />
GROUP<br />
ALSO EACH GROUP ACCENTUATES THE STRENGIHS OF ITS OWN<br />
AND THE WEAKNESSES OF THE OTHER. IN AOCITION,<br />
POSITION<br />
EXCHANGED BETWEEN REPRESENTATIVES OF COMPETING<br />
COMMENTS<br />
TEND TO BECOME EXAGGERATED AND OVERLY HOSTILE<br />
GROUPS<br />
IN PART EXPLAINS WHY MANAGEMENT FINDS IT<br />
THIS<br />
TO GET COMMITTMENT FROM EMPLOYEES HE SUGGESTS THE<br />
DIFFICULT<br />
SET UP SUBORDINATE GOALS-GOALS DESIRED BY BOTH GROUPS<br />
GROUPS<br />
WHICH CANNOT BE ATTAINED WITHOUT HELP FROM EACH OTHER<br />
BUT<br />
BATTEN, JD SWAB, JL<br />
0[26<br />
TO CRACK DOWN CN COMPANY POLITICS<br />
HOW<br />
VDL 42-I 8-16 JAN-FEB, 196Bo<br />
PERSONNEL<br />
ARE FEW ORGANIZATIONS WHERE POLITICKING DOES NOT<br />
THERE<br />
MEN ENGAGE IN COMPANY PELITICS BECAUSE THEY BELIEVE<br />
EXIST<br />
CAN BEST ACHIEVE WHAT THEY WANT IN A OEVIOUS, [N£IRECT<br />
THEY<br />
NO ONE WILL ENGAGE IN THIS ACTIVITY IF THEY FEEL THEY<br />
WAY<br />
NOT BE ABLE TO GAIN ANY THING FROM IT THE DETERMINING<br />
WILL<br />
IS THE ATTITUDE OF ThE LEADER OF THE GROUP THE<br />
FACTOR<br />
VHO REACIS NEGATIVELY TC POLITICKING WILL BE ABLE TO<br />
LEADER<br />
SUCH ACTIVITY TO A MINIMUM<br />
KEEP<br />
ANY ORGANIZATION SOME SHREWD MANIPULATORS WILL<br />
IN<br />
SOME OF THE COMMON EXPERTS LIKE THE YES MAN, THE<br />
DEVELOP<br />
THE SHIRITAIL CLINGER AND OTHERS ARE DESCRIBED<br />
CLIMBER<br />
SUCCESS IN COMBATING THIS ACTIVITY THE MANAGER MUST<br />
FOR<br />
THAT ITS EXTENT IS CONTROLLED BY HIM, DEMDNSIRATE<br />
RECOGNIZE<br />
POLITICS WILL NOT BRING BENEFITS, IDENTIFY POLITICAL<br />
THAT<br />
QUICKLY AND DEAL WITH THEM FIRMLY, AND CREATE<br />
SITUATIONS<br />
NECESSARY ADMINISTRATIVE PROCEEDURES WITHIN THE ORGAN-'<br />
THE<br />
TO INSURE THAT PEOPLE WILL KNOW WHAT IS EXPECTED<br />
IZATION<br />
JEWELL, WS<br />
0[27<br />
IN CRITICAL PATH ANALYSIS<br />
RISK-TAKING<br />
SCIENCE, VOL II-3 4BB-43 JANUARY, 965<br />
MANAGEMENT<br />
PLANNING-TECHNIQUE<br />
PERT,<br />
MOST PERT SCHEDULING PROBLEMS, UNCERTAINTIES IN JOB<br />
IN<br />
ARE HANDLED BY A WAIT-AND-SEE FORMULATION WHICH<br />
DURATION<br />
THE SAMPLES OF DURATION ARE KNOWN AT SCHEDULING<br />
ASSUMES<br />
AITENTION HAS BEEN DEVOTED TO DISTRIBUTION OF MINIMAL<br />
MUCH<br />
TIME UNDER THESE ASSUMPTIONS<br />
PROJECT<br />
PAPER PROPOSES A HERE-AND-NOW FORMULATION IN WHICH<br />
THIS<br />
MANAGER TAKES A RISK BY FIXING PROJECT EVENT TIMES BE-'<br />
THE<br />
DURATIONS ARE KNOWN BASED ON THE ALLOTTED TIME INTER<br />
FORE<br />
ANO ACTUAL DURATION OF THE JOB, AOOITICNAL EFFORT MAY BE<br />
VAL<br />
TO STAY ON SCHEDULE<br />
NECESSARY<br />
GENERAL ASSUMPTIONS, IT IS SHOWN THAT MINIMIZING<br />
USING<br />
AVERAGE TOTAL AEDITIONAL EFFORT NEEDED TO STAY ON SCHE-'<br />
THE<br />
WILL RESULT IN COST-TIME SCHEDULING PROBLEMS OF THE<br />
DULE<br />
TYPE<br />
+-M<br />
TAYLOR, RG<br />
C128<br />
LOOK AT PUBLISHED INTERIM REPORTS<br />
A<br />
ACCOUNTING REVIEW, VOL XL-I 89-97 JANUARY, 1965<br />
THE<br />
PROGRAM-EVALUATION<br />
TAYLOR FEELS THAT THE INTERIM REPORT IS A FORGOTTEN<br />
MR<br />
AND WRONGLY SO HE BEGINS HIS STUDY OF THIS STATE<br />
REPORT<br />
WITH A HISTURY AND DISCUSSION OF THE EVOLUTION OF IT<br />
MENT<br />
PRACTICE IS SURVEYED WITH A RESULTING INDICA-'<br />
PRESENT-DAY<br />
OF RATHER EXTENSIVE USE AND CONSTANT CHANGE<br />
OION<br />
INTERIM REPORT IS USEFUL TO BOTH ISSUER AND RE-'<br />
THE<br />
AND PARTICULARLY TC THE FINANCIAL ANALYST, IN AOE<br />
CIPIENTt<br />
ANO PROPER EVALUATION DURING THE YEAR AND EFFECTIVE<br />
QUATE<br />
THESE REPORTS ALSO CREATE PROBLEMS--SEASONALITY<br />
PLANNING<br />
ESPECIALLY INTERIM INCOME MEASUREMENT<br />
AND<br />
UNIQUE PROPOSAL BY DR O. GREEN FOR CHANCES IN IN<br />
A<br />
REPORTING IS BRIEFLY SUMMARIZED.<br />
TERIM<br />
INTO INTERIM INCOME MEASUREMENT IS RECOMMENDED<br />
RESEARCH<br />
THE ACADEMIC ACCOUNTANT CAREFUL CONSIDERATION OF THE<br />
FOR<br />
INTERIM REPORTS BY INDUSTRIAL ACCOUNTANTS IS SUG<br />
PUBLISHED<br />
INCLUSION OF THIS REPORT IN THE AUOIT FOR FORM AND<br />
GESTED<br />
IS PROPOSED FOR THE PROFESSIONAL ACCOUNTANT<br />
CONTENTS<br />
FIFE O<br />
0129<br />
WITH RANDOM ARRIVALS AND LINEAR LOSS FUNCTIONS<br />
SCHEDULING<br />
SCIENCE VOL I-3 429-437 JANUARY, 1965<br />
MANAGEMENT<br />
CASELOAD-MANAGEMENT<br />
CLIENT,<br />
PROBLEM UNDER CONSIDERATION INVOLVES SCHEDULING CF<br />
THE<br />
PROCESSING OF AN INITIAL QUEUE OF JOBS AND SUBSEQUENT<br />
THE<br />
ARRIVALS ON A SINGLE PROCESSOR EACH JOB TO BE<br />
POISSON<br />
INCURS A LOSS WHICH INCREASES LINEARLY WITH ITS<br />
PRESENT<br />
TIME THE SCHEDULING ALGORITHM IS SOUGHT WHICH MIN-'<br />
WAITING<br />
THE AVERAGE RATE OF EXPECTED LOSS OVER INFINITE TIME<br />
IMIZES<br />
IS SHOWN THAT IF STATISTICAL EQUILIBRIUM EXISTS FOR<br />
IT<br />
TOTAL LOSS OF AN INDIVIDUAL ARRIVAL, THE OPTIMAL SCHE-'<br />
THE<br />
MINIMIZES THE EXPECTED TOTAL LOSS OF A SINGLE ARRIVAL,<br />
DULE<br />
IS GIVEN BY THE SCHEDULING RULE WHICH APPLIES WHEN THERE<br />
AND<br />
NO ADDITIONAL ARRIVALS<br />
ARE<br />
PARIKHt SC JEWELL WS<br />
0130<br />
CF PROJECT NETWORKS<br />
DECEMPOSITION<br />
SCIENCE, VOL II-3 444-459e JANUARYt I965.<br />
MANAGEMENT<br />
SCHEDULING<br />
CRITICAL-PATH<br />
ARTICLE CONSIDERS CRITICAL-PATH NETWORKS USED FOR<br />
THE<br />
AND SCHEDULING PROJECTS OF WELL-OEFINED SEQUENCES<br />
PLANNING<br />
INDIVIOUAL ACTIVITIES THE NETWORK FOR A MAN-ACTIVITY<br />
OF<br />
IS DIFFICLLT TO PREPARE AS SINGLE UNIT AND STORE<br />
PROJECT<br />
THE HIGH SPEED MEMORY OF A DIGITAL COMPUTER IF A NUN<br />
IN<br />
OF PROJECTS ARE WEAKLY INTER-RELATED BY COMMON ACIIVI-'<br />
BER<br />
EFFICIENT SCHEDULING CF ALL THE PROJECTS BECOMES QUITE<br />
TIES,<br />
DIFFICULT<br />
PAPER PRESENTS A METHOD TO TEAR OR DECOMPOSE A<br />
THIS<br />
NETWORK INTO SEVERAL SUBNETWORKS SCHEDULE THESE AN<br />
PROJECT<br />
MERGE THEM A COMPUTATIONAL ALGORITHM IS FIRST GIVEN<br />
THEN<br />
TIME-ONLY NETWORKS THEN TWO FORMULATIONS FOR COST-TIME<br />
FOR<br />
OF PROJECT SUBJETWORKS<br />
NETWORK<br />
CHARTS DIAGRAMS, GRAPHS AND EQUATION SCHEDULES<br />
FLOW<br />
EXPLANATION ANO UNDERSTANDING<br />
AID<br />
KING, WR<br />
OIJI<br />
STOCHASTIC PERSONNEL-MODEL<br />
A<br />
RESEARCH, VOL 13-I 67-81, JANUARY-FEBRUARY 1965<br />
OPERATIONS<br />
SATISFACTION<br />
ASSIGNMENTS,<br />
PERSONNEL ASSIGNMENT DECISIONS INVOLVE A PERFDRMANCE
OF JOB SUCCESS USING TAX RESULTS, ETC AND B THE<br />
PREDICTION<br />
OF OPTIMAL ALLOCATIONS OF INDIVIDUALS TO JOBS<br />
DETERMINATION<br />
MODEL IS DEVELOPED THAT INTEGRATES THESE TWO PHASES AND<br />
A<br />
THE THEORETICAL DIFFICULTIES INTRODUCED BY THEIR<br />
OBVIATES<br />
APPLICATION ONE FORM OF THE MODEL REQUIRES<br />
INDEPENDENT<br />
MEASUREMENTS IHAT ARE BEYOND THE SCOPE OF CURRENT<br />
VALUE<br />
MAKING IT NECESSARY TO PRESENT INFORMATION CON-'<br />
TECHNIQUESt<br />
THAT MAY REDUCE THE LEVEL OF THE REQUIRED VALUE<br />
DITIONS<br />
REQUIREMENTS<br />
SCODERBECKt PP<br />
0132<br />
PROMISES AND PERFORMANCE<br />
PERT--ITS<br />
BUSINESS REVIEW, VOL XVII, NO I. 25-32, JANUARY, 65<br />
MICHIGAN<br />
EVALUATION<br />
PROGRAM,<br />
IS THE PROGRAM EVALUATION AND REVIEW TECHNIQUE,<br />
PERT<br />
OF THE MORE USEFUL, BETIER KNOWN, AND WIDELY ACCEPTED<br />
ONE<br />
PLANNING AND CONTROL TOOLS THE AUTHOR PROVIDES A SHORT<br />
NEW<br />
OF PERT, MOST USED IN RESEARCH AND DEVELOPMENT, AND<br />
HISTORY<br />
BASICALLY, PERT IS CONCERNED WITH FORMULATION<br />
CONSIRUCTION<br />
A SEQUENTIAL NETWORK CONSISIING OF THE TOTALITY OF<br />
OF<br />
REQUIRED FOR IMPLEMENTING THE FINAL OBJECTIVES<br />
ACTIVITIES<br />
NEIWORK IS A FLOW DIAGRAM CONSISTING DF THE ACTIVITIES<br />
THIS<br />
EVENTS WHICH MUST BE ACCOMPLISHED TD REACH THE PRGGRAM<br />
AND<br />
SHOWING SEQUENCES OF ACCOMPLISHMENT, INTERDE-'<br />
OBJECTIVES,<br />
AND INTERRELATIONSHIPS IT SERVES AS A DEVICE FOR<br />
PENDENCIES<br />
COMMUNICATION AND CONTROL, AND IS PARTICULARLY USEFUL<br />
BOTH<br />
PLANNING.<br />
IN<br />
TIME ESTIMATES ARE USUALLY NECESSARY THE AUTHOR<br />
THREE<br />
ANO ILLUSTRATES THESE, AS WELL AS A CRITICAL PATH<br />
EXPLAINS<br />
SLACK DETERMINATION SIMULATION IS POSSIBLE THRU PERT,<br />
AND<br />
THE MEIHOD DOES HAVE PROBLEMS AND LIMITATIONS<br />
ALIHOUGH<br />
SILBERMAN, CE<br />
D133<br />
HIT THE TEENAGERS<br />
WHAT<br />
71 130-133÷, APRIL, 1965<br />
FORTUNE<br />
UNEMPLOYMENT<br />
UNSKILLED-WORK,<br />
THIRD ARTICLE IN A SERIES DN TECHNOLOGY AND THE<br />
THIS<br />
MARKET DISCUSSES THE PROBLEM OF TEENAGE UNEMPLOYMENT<br />
LABOR<br />
AUTHOR DISCUSSES THE OFFICIAL EXPLANATIONS OF<br />
ThE<br />
THE PROBLEM CAME ABOUT AND WHAT IT PORTENDS SECRETARY<br />
HOW<br />
LABOR WILLARD WIRTZ SUGGESTS THAT TECHNOLOGICAL CHANGE<br />
OF<br />
CHIEFLY RESPONSIBLE EXPLANATIONS OF THIS NATURE ARE<br />
IS<br />
INADEQUATE BY SILBERMAN WHO FINDS THAT A CAREFUL<br />
CALLED<br />
OF JOB STATISTICS DOES NOT BEAR II OUT<br />
ANALYSIS<br />
DEMAND FOR UNSKILLED BLUE-COLLAR WORKERS HAS<br />
THE<br />
RISING RECENTLY AND THE JOBS THAT MACHINES O0 ELIM-'<br />
BEEN<br />
ARE MOSTLY THE DEAD-END SORT--PINSETTERS AND MES-'<br />
INATE<br />
BOYS, ETC THUS, THE REAL PROBLEM IS THAT TEENAGE<br />
SENGER<br />
SEEKERS HAVE BEEN ENTERING THE LABOR MARKET AT A HIGH-'<br />
JOB<br />
RATE THAN EVER BEFORE, MARRIED WOMEN ARE SEEKING JOBS<br />
ER<br />
UNPRECEDENTED NUMBERS, AND THE ECONOMY HAS FAILED TO<br />
IN<br />
AT A PACE SUFFICIENT TC ABSORB ALL WOULD-BE WORKERS<br />
GROW<br />
GOETZ BE<br />
0134<br />
MANAGERIAL OBSOLESCENCE<br />
AVOIDING<br />
MANAGEMENT REVIEW 7o.91-96, SPRING, 1965<br />
CALIFORNIA<br />
EVALUATE, DECISION-MAKING<br />
INFORMATION-SYSTEM,<br />
ARTICLE, BY A NOTED MANAGEMENT SCHOLAR<br />
THIS<br />
SELECTED PUBLICATIONS ON SUBJECTS OF VITAL<br />
EVALUATES<br />
TO ALL EXECUTIVES IN IHEIR EFFORTS TO KEEP UP<br />
INTEREST<br />
TODAY EXPLOSIVE CULTURE WIDE CHANGES.<br />
WITH<br />
DISCUSSES AND GIVES REFERENCES ON THE FIVE SIATE-'<br />
HE<br />
LISTED HERE.<br />
NEWTS<br />
MANAGERS ARE DOING BETTER AND CAN OD BETTER<br />
FIRST,<br />
IN ADVANCING IECHNOLOGY.<br />
STILL<br />
ERA.<br />
SECOND, MANAGERIAL DECISION MAKING IS ENTERING A NEW<br />
MANAGERIAL INFORMATION SYSTEMS NEED MDOERN-'<br />
THIRD,<br />
IZATION.<br />
THE BEHAVIORAL SCIENCES ARE APPROACHING A<br />
FOURTH,<br />
REVISION OF HUMAN RELATIONS AND MOTIVATION.<br />
BASIC<br />
THE SOCIAL RESPONSIBILITIES OF MANAGEMENT<br />
FIFTH,<br />
PRESSING FOR RECOGNITION.<br />
ARE<br />
HIRSCH, WZ<br />
0135<br />
OF NEW KNOWLEDGE FOR ECONOMIC GROWTH<br />
IRANSFORMATIDN<br />
MANAGEMENT REVIEW T B5-90, SPRING, 1965<br />
CALIFORNIA<br />
INFORMATION<br />
RETRIEVING,<br />
KNOWLEDGE TRANSFORMATION IS LIKELY TO<br />
ORGANIZED<br />
A MAJOR BRANCH OF INOUSIRY THE AUTHOR BELIEVES<br />
BECOME<br />
THE REWARDS TO COMPANIES IN TERMS DF INCREASED<br />
THAT<br />
AND TO THE NATION IN TERMS OF BETTER LIVING AND<br />
PROFITS<br />
EMPLOYMENT CAN BE LARGE<br />
FULLER<br />
HAS A GREAT RESPONSIBILITY IN THE<br />
GOVERNMENT<br />
OF NEW KNOWLEDGE THIS STEMS FROM ThE<br />
UTILIZATION<br />
ROLE OF GOVERNMENT IN KNOWLEDGE CREATION AND<br />
DOMINANT<br />
THE GOVERNMENT MUST FINANCE SOME OF THE LARGER<br />
FROM<br />
SUCH AS DEFENCE AND SPACE RESEARCH<br />
PROJECTS<br />
INDUSTRY ALSO HAS A RESPONSIBILITY, THAT<br />
PRIVATE<br />
RETRIEVING INFORMATION AND APPLYING IT<br />
OF<br />
FOR A SUFFICIENT KNOWLEDGE TRANSFORMATION<br />
THUS,<br />
WE MUST HAVE A JOINT EFFORT BY GOVERNMENT,<br />
PRDGRAM,<br />
AND UNIVERSITIES IO PORK COOPERATIVELY ON<br />
INDUSTRY,<br />
PROJECT<br />
THE<br />
FOGEL W<br />
0136<br />
ADMINISTRATIGN AND JOB RATE RANGES<br />
WAGE<br />
MANAGEMENT REVIEW 7 77-84, SPRING, Ig65<br />
CALIFORNIA<br />
INCOME<br />
SALARY,<br />
NOT WIDELY RECOGNIZED, WAGE RATE RANGES<br />
ALTHOUGH<br />
ACTUAL LEVELS AND RATES OF CHANGE OF EARNINGS<br />
ESTABLISH<br />
MOST EMPLOYEES THEREFORE, IHE AUTHOR FEELS THAT<br />
FOR<br />
SHOULD UNDERSTAND THE INTENDED AND UNINTENDED<br />
MANAGERS<br />
OF THESE RANGES<br />
CONSEQUENCES<br />
AUTHOR DISCUSSES THE LABOR MARKET WHICH DOES<br />
THE<br />
FOR SOME WAGE DIFFERENTIAL, ALTHOUGH ThIS IS<br />
PRESSURE<br />
NOT SUFFICIENT TO REQUIRE RANGES WHICH CORRESPOND<br />
USLALLY<br />
THE FULL RANGE OF WORKER QUALITY THIS RATIONALE WILL<br />
TO<br />
THAT ADEQUAIE QUANTITIES AND QUALITIES DF LABOR WILL<br />
ENSURE<br />
AVAILABLE AT ALL TIMES<br />
BE<br />
INTERNAL INFLUENCE OF PERFORMANCE ON RANGES AND<br />
THE<br />
100<br />
CONSEQUENCES ARE CONSIDERED CULTURAL EXPECTATIONS<br />
ITS<br />
THE INFLUENCE OF THESE ANTICIPATED RANGES IS ALSO<br />
AND<br />
PRESENTED<br />
PROBLEM OF WHICH ONE OR COMBINATION OF THESE<br />
THE<br />
TO USE IS ONE PECULIAR TO EACH FIRM<br />
RATIONALES<br />
SCHEER, WE<br />
0137<br />
ALWAYS INVENT A MILKING MACHINE BUT WE STILL NEED A COW<br />
CAN<br />
OF DATA MANAGEMENT 3 42-47, MARCH, 1965<br />
JOURNAL<br />
COP, DATA-PROCESSING<br />
COYPUTERIZATION,<br />
SOMEWHAT DIFFERENT APPROACH TO DATA PROCESSING<br />
A<br />
PRESENTED BY THE AUTHOR, A PERSONNEL MAN, WHO DIS-'<br />
IS<br />
MANY PERCEPTIVE OBSERVATIONS CONCERNING THE HUMAN<br />
CUSSES<br />
SOCIAL PROBLEMS OF AUTOMATION<br />
AND<br />
OISCUSSES HOW THEY PUT THE COMPUTER PROGRAM<br />
HE<br />
EFFECT WITHOUT IGNORING THE PEOPLE. THE BENEFITS<br />
INTO<br />
PROBLEMS INVOLVED BY HAVING MACHINE ORIENTED EM-'<br />
AND<br />
ARE PRESENTED ALONG WITH TEN SUGGESTIONS FOR<br />
PLCYEES<br />
BENEFIT OF PLANS THINKIkG OF EMBARKING ON COMPUTER<br />
THE<br />
OF ACTION OR WHO WANT TO COMPARE THEIR ALREADY<br />
COURSE<br />
COMPUTER PROGRAMS<br />
EXISTING<br />
FELLY, JE<br />
0138<br />
PERIPHERALS FOR EFFICIENCY AND SAVINGS.<br />
BATCHING<br />
OF DATA MANAGEMENT 20-24, MARCH 1965.<br />
JOURNAL<br />
EDP, DATA-PROCESSING<br />
FORECASTING,<br />
AUTHOR DISCUSSES HCW THE CONCEPT CF BATCHING<br />
THE<br />
DATA PROCESSING EQUIPMENT FOR GREATER<br />
PERIPHERAL<br />
AND FLEXIBILITY HAS PRODUCED SUBSTANTIAL<br />
EFFICIENCY<br />
IN THE MARTIN CGMPANY INVENTORY CONTROL SYSTEM<br />
SAVINGS<br />
NEW IVENIORY CONTROL SYSTEM NOT ONLY HAS<br />
THIS<br />
PROCESSING COSTS, PROVIDED FASTER UPDATING OF<br />
REDUCEO<br />
IMPROVED FORECASTING TECHNIQUES, AND PROVIDED<br />
RECORDS,<br />
ACCESS TO VIIAL INVENTORY DATA, BUT IT HAS ALSO<br />
FASTER<br />
THE APPLICATION OF VARIOUS MANAGEMENT CONTROLS<br />
PERYITTED<br />
KIRKWO00, MC<br />
C139<br />
IN CONVERSION<br />
PROBLEMS<br />
OF DATA MANAGEMENT 14-16, MARCH,<br />
JOURNAL<br />
AUTOMATION<br />
EDP,<br />
AUTHOR DISCUSSES SCME OF THE CONSIDERATIONS DF<br />
THE<br />
OR CONVERTING OF AUTOMATED EGUIPMENT HE<br />
INSTALLING<br />
THAT THE SELECTION OF EQUIPMENT AND THE<br />
ASSUMES<br />
HAVE ALREADY BEEN DEFINED, THUS LIMITING<br />
APPLICATIONS<br />
DISCUSSION TO USE, PERSONNEL, AND ADMINISTRATION<br />
HIS<br />
PROBLEMS<br />
INSTALLATION PLAN, THE USE CF PART-TIME EMPLOYEES<br />
AN<br />
CONVERSION, USE DF PROGRESS REPORTS, A&D A PROGRAM<br />
FOR<br />
INFORM EMPLOYEES OF JUST HOW THEIR JOB WILL EE<br />
TO<br />
BY THE COMPUTER, ARE SOME OF THE SOLUTIONS<br />
AFFECTED<br />
BY THE AUTHDR<br />
OFFERED<br />
MAGNIS, NE<br />
C140<br />
AND IHE EDP INSTALLATION<br />
MANAGEMENT<br />
PROCESSING MAGAZINE 7 48-51, MARCH, 1965.<br />
DATA<br />
DOCUMENTATION<br />
INFORMATION-SYSTEM,<br />
SHOULD RECOGNIZE THE GREATEST COMPUTER<br />
MANAGEMENT<br />
IS IN THE DEVELOPMENT CF MANAGEMENT CONTROL<br />
CONTRIBUTION<br />
THE AUTHOR DISCUSSES HOW MANAGEMENT CAN MAKE A<br />
SYSTEMS<br />
IN THIS DIRECTION<br />
START<br />
AREAS IN THE INFORMATION AUTOMATION EFFORT<br />
THREE<br />
CONSIDERATION THEY ARE ORGANIZATION, PERSONNEL,<br />
REQUIRE<br />
ADMINISTRATION ALSO DESERVING OF CONSIDERATION<br />
AND<br />
SYSTEMS DESIGN, THE NEED TO DEVELOP CONTROLS,<br />
ARE<br />
IHE REWRITING OF COMPUTER PROGRAMS, .NO<br />
DOCUMENTATION,<br />
SPECIFIC PROBLEMS WHICH ARE DISCUSSED BY THE AUTHOR.<br />
OTHER<br />
KAUDRY, HJ<br />
01I<br />
ANALYST AND IHE NEED FOR Ak INTEGRATED APPROACH<br />
THE<br />
PROCESSING MAGAZINE 7 44-45, MARCH,<br />
DATA<br />
DATA-PROCESSING<br />
EDP,<br />
AUTHOR DISCUSSES THE DIFFICULTIES IN DEFINING<br />
THE<br />
ELECTRONIC DATA PROCESSING ANALYST. HE ALSO PRESENTS<br />
AN<br />
CASE STUDY WHICH ILLUSTRATES THE PROBLEMS WHICH POORLY<br />
A<br />
ANALYST CAN CREATE FROM THE EVIDENCE IN THE<br />
QUALIFIED<br />
STUDY, THE AUTHOR CONCLUDES THAT TO DERIVE OPTIMUM<br />
CASE<br />
FROM COMPUTER EQUIPMENT, AN INTEGRATED APPROACH<br />
BENEFIT<br />
NECESSARY<br />
IS<br />
MCMbRRAY, RN<br />
CI2<br />
COMMUNICATIONS FOR CHIEF EXECUTIVES<br />
CLEAR<br />
BUSINESS REVIEW 43. 131-147, MARCH-APRIL, 1965<br />
HARVARD<br />
INFORMATION-SYSTEM<br />
OFTEN RECIEVE FAULTY INCOMPLETE, OR<br />
PRESIDENTS<br />
INFORMATION, SAYS THE AUTHOR WHO OFFERS AN ESCAPE<br />
SLANTED<br />
THIS PREDICAMENT IN PRESENTING HIS SOLUTION, THE<br />
FROM<br />
EXAMINES THE BARRIERS TC COMMUNICATION UPWARD, THE<br />
AUTHOR<br />
OF ERROR IN DOWNWARD COMMUNICATIONt THE MAJOR<br />
SOURCES<br />
NEEDED TO IMPROVE THE PRESIDENT S ABILITY TO SEE<br />
REMEDIES<br />
A WHOLE, THE REORGANIZATION STEPS NEEDED TO IMPROVE THE<br />
AS<br />
FUNCTION OF THE ORGANIZATION, AND THE PERSONAL<br />
OVER-ALL<br />
WHICH MUST BE OVERCOME IF THE PRESIDENT IS TO<br />
CONFLICTS<br />
CLEAR, COMPREHENSIVE, AND VALID CHANNELS OF<br />
ESTABLISH<br />
WITH HIS PEOPLE AT ALL LEVELS.<br />
COMMUNICATION<br />
INCLUDED IN THE ARTICLE PRESENT SOURCES OF<br />
TABLES<br />
COMMON IN MERIT RATING PROGRAMS, MANIFESTATIONS OF<br />
ERROR<br />
WEAKNESS, AND THE BEEHIVE ORGANIZATICN CHART<br />
MANAGEMENT<br />
AUTHOR TELLS HOW A EFFECTIVE INFORMATION SYSTEM<br />
THE<br />
EVOLVE IF THE PRESIDENT HAS THE COURAGE TO USE IT<br />
CAN<br />
WESSEL, MR<br />
C143<br />
PROTECTION OF COMPUTER PROGRAMS<br />
LEGAL<br />
BUSINESS REVIEW 43 g7-I06 MARCH-APRIL, lg65<br />
HARVARD<br />
AUTHOR DISCUSSES THE SPECIFIC PROCEDURES ANO<br />
THE<br />
THAT MANAGEMENT SHCULD SUPPORT TO PROTECT ITS<br />
MEASURES<br />
IN COMPUTER PROGRAMS<br />
INVESTMENT<br />
ARTICLE FOCUSES CN THE KINDS OF RIGHTS IN SUCH<br />
THE<br />
THAT NEED TO BE PROTECTED, SIX GOOD TESTS OF<br />
PROGRAMS<br />
A PROGRAM QUALIFIES AS A TRADE SECRET AND WHAT A<br />
WHETHER<br />
CAN O0 TO ASSURE THAT PROGRAMS MEET THOSE TESTS,<br />
COMPANY<br />
THE USEFULNESS OF EMPLOYEE RESTRICTIVE AGREEMENTS,<br />
AND<br />
PATENT AND COPYRIGHT PROTECTION, AND ACTION BY INDUSTRY
ASSOCIATIONS<br />
SIX TESTS WHICH ARE FURTHER EXPLAINED IN THE<br />
THE<br />
ARE--IS THE PROGRAM REALLY SECRET, IS IT REALLY<br />
ARTICLE<br />
WAS IT DEVELOPED AND OWNED BY THE COMPANY WAS<br />
VALUABLE,<br />
DIFFICULT TO DEVELOP, HAS IT BEEN COPIED AND IS IT<br />
IT<br />
TD PROTECT THE PROGRAM.<br />
FAIR<br />
DANIEL, DR<br />
DIG4<br />
AT THE TOP.<br />
TEAM<br />
HARVARD BUSINESS REVIEW 43 .74-82t NARCH-APRIL I965<br />
COMBINED FORCES OF TECHNOLDGYt PRODUCT PRO<br />
THE<br />
AND INTERNATIONALIZATION POINT TO A CHANGE IN<br />
LIFERATION<br />
MANAGEMENT THE PLURAL CHIEF EXECUTIVE<br />
TOP<br />
AUTHOR POINTS OUT HOW THIS NEW CONCEPT MAGNIFIES<br />
THE<br />
CAPACITIES OF THE TOP OFFICE TO DEAL WIIH THE FULL<br />
THE<br />
OF ITS RESPONSIBILITIES HE AGREES WITH PETER DRUCKER<br />
RANGE<br />
THE IDEA OF A CNE-MAN CHIEF IS NOT ESSENTIAL, IN FACT,<br />
THAT<br />
IS OFTEN THE CAUSE OF THE DIFFICULTIES IN THE CHIEF<br />
IT<br />
JOB<br />
EXECUTIVE<br />
ELEMENTS OF A TEAM PLAN ARE PRESENTED AND THE<br />
THE<br />
AND DISADVANTAGES OF SUCH A PLAN ARE DISCUSSED<br />
ADVANTAGES<br />
DISCUSSED ARE THE EFFECTIVENESS OF THE TEAM<br />
ADVANTAGES<br />
MANAGING LARGE CORPORATIONS CHARACTERIZED BY A WORLD<br />
IN<br />
SCOPE OR A PROPENSITY TO CONSUME CAPIIAL, THE MULTI-'<br />
WIDE<br />
OF TIME RESOURCES PROVISION FOR SUCCESSION, AND THE<br />
PLYING<br />
OF ISOLATION AT TEE TOP LEVEL OF MANAGEMENT<br />
RELIEVING<br />
IWEDE, FL<br />
0145<br />
TABLES A TECHNIQUE FOR DOCUMENTING CONTROL SYSTEMS<br />
DECISION<br />
ARTHUR YOUNG JOURNAL FOL 12-3..ii-15, JANUARY I965.<br />
THE<br />
OECISIDN-PAKING PROGRAM-PLANNING<br />
DOCUMENTING,<br />
ARTICLE DISCUSSES BRIEFLY THE MERITS OF FLOW CHART<br />
THIS<br />
IN GREATER DETAIL THE DEFICIENCIES WITHIN THEM IT<br />
AND<br />
OUT THAT THE MOST SERIOUS DEFICIENCY IS THE<br />
POINTS<br />
OF CHARTING OPERATIONS INVOLVING SEVERAL<br />
DIFFICLLTY<br />
PROCEEDLRES. THREE METHODS ARE DISCUSSED AS WAYS<br />
ALTERNATIVE<br />
SOLVE THIS PROBLEM AND AMONG THESE IS THE USE OF<br />
TO<br />
TABLES.<br />
DECISION<br />
TABLES PRESENT COMPLEX DECISION LOGIC IN A<br />
DECISION<br />
MANNER WHICH IS EASY TO VISUALIZE AND FOLLOW THERE<br />
TABULAR<br />
THREE TYPES OF TABLES AND DISCUSSION IS CONFINED TO THE<br />
ARE<br />
ENTRY TABLE TWO CHARTS ILLUSTRATE THE USAGE OF THIS<br />
LIMITED<br />
THE AUIHOR CONTENDS THAT THE TABLES ARE A MEANS OF<br />
THEORY<br />
FLOWCHARTS BY PRESENTING IN A CONCISE MANNER<br />
SUPPLEMENTING<br />
INFORMATION THAT DOES NOT LEND ITSELF TO THE NARRATIVE<br />
ANY<br />
TECHNIQLE<br />
CATLIN, WL<br />
C146<br />
REIRIEVAt<br />
INFORMATION<br />
ARTHUR YOUNG JOURNAL VOL 12-3 16-22, JANUARY, I965o<br />
THE<br />
ARTICLE EXAMINES THE OPERATIONS OF A CENTER WHOSE<br />
THIS<br />
IS TD RECDRD INFORMATION FOR VARIOUS AGENCIES OR<br />
PJRPOSE<br />
OFFICES BY USING DATA PROCESSING METHODS. TFE<br />
GOVERNMENT<br />
OPERATIONS OF THIS GROUP NOW CONSIST OF TFE DEVELOP<br />
BASIC<br />
OF MAGNETIC TAPE RECORDS OF TEXT MATERIAL AND THE<br />
NEWT<br />
OF SELECTIVE TEXT AS REQUESTED BY AN AGENCY VIA<br />
RETRIEVAL<br />
COMPUTER<br />
THE<br />
SERVICE OFFERED INCLUDES PAPER TAPE RELOROS FOR<br />
THE<br />
WORD, CORRECTION OF ERRORS AND COMPILATION OF A<br />
EACH<br />
VOCABULARY AMONG OTHER PROBLEMS WHICH THE GROUP IS<br />
COMPUTER<br />
ON IS THE DEVELOPMENT CF A THESAURUS OF SYNONYMS FOR<br />
WORKING<br />
IN KEYWDRKING SEARCH REQUESTS° THE PRESENT TREND IN<br />
EASE<br />
PROCESSING TECHNOLOGY IS TOWARD LOWER COST MASS STORAGE<br />
DATA<br />
THE PROCEEDURE USED BY THIS FIRM IS ILLUSTRATED BY<br />
DEVICES<br />
TEXT AND VOCABULARY LISIS.<br />
SAMPLE<br />
WEINER, JB<br />
C147<br />
MEN IN THE MIDDLE<br />
MANAGEMENTS<br />
REVIEW VOL 85-6 38-39j APR[L 1965<br />
DUNS<br />
PROBLEM POINTED UP IN THIS ARTICLE IS THE<br />
THE<br />
IN VIEWPOINT BETWEEN TOP AND MIDDLE MANAGEMENT<br />
DISCREPANCY<br />
PROFIT AND INDIVIDUAL REWARD TOO OFTEN MIDDLE<br />
REGARDING<br />
HAVE FELT THEY HAD TO OPTIMIZE SHORT-TERM PROFITS<br />
MANAGERS<br />
LOSE THEIR POSITION OFTEN THEIR STRATEGY WAS IN DIRECT<br />
OR<br />
TO THE COMPANY LONG RANGE GOALS NOW HOWEVER, THE<br />
CONFLICT<br />
MANAGER MUST FORGEI ABOUT THE CURRENT YEAR AND ACT<br />
DIVISION<br />
LONGER-TERM INTEREST--SOMETIMES EVEN TO THE DETRIMENT CF<br />
IN<br />
OWN OPERATIONS SHORT-TERM PERFORMANCE MUCE OF THE<br />
HIS<br />
OF THIS SITUATION CAN BE TRACED TO DECENTRALIZ-'<br />
COMPLEXITY<br />
ALSO, EVERYTHING IN A DIVISION MANAGERS EXPERIENCE<br />
ATION<br />
HIM TO CONTINLE WORKING FOR SHORT-TERM DIVISIONAL AND<br />
TELLS<br />
REWARDS<br />
PERSONAL<br />
NUMBER OF DIFFERENT EXECLTIVES EXPRESS THEIR FEELINGS<br />
A<br />
THIS SUBJECT SOME EXAMPLES OF SOLUTIONS AS TRIED BY<br />
ON<br />
COMPANIES ARE PRESENTED<br />
DIFFERENT<br />
BERLEW, DE HALL, DT<br />
0148<br />
MANAGEMENT OF TENSION IN ORGANIZATION<br />
THE<br />
INDUSTRIAL MANAGEMENT REVIEW VDL 6-I 31-39 FALL 196<br />
RESULTS OF THIS STUDY INDICATED THAT CONTRACT<br />
THE<br />
OR THE DISCREPANCY BETWEEN COMPANY EXPECT<br />
DISEQUILIBRIUM<br />
AND INDIVIDUAL CONTRIBUTIONS TENDS TO DECREASE OVER<br />
ATICNS<br />
THE RESULTS WERE USED AS EVIDENCE FOR THE PRESENCE OF<br />
TIME<br />
FORCES IN ORGANIZATIONS<br />
HOMEOSIATIC<br />
WAS CONCLUDED THAT THESE FORCES TOWARD EQUILIBRIUM<br />
IT<br />
ORGANIZATION INTEGRATION OR SOLIDARITY BUT THAT<br />
FACILITATE<br />
MODERATE AMOUNT OF TENSION IS OPTIMAL FOR THE GRATIFI-'<br />
A<br />
OF EMPLOYEES HIGHER hEEDS<br />
CATION<br />
PROCESS OF SETTING COMPANY EXPECTATIONS WAS<br />
THE<br />
AND THE CONCLUSION DRAWN THAT COLLABORATIVE GOAL--<br />
EXAMINED,<br />
WILL CONTRIBUTE MORE TOWARD MEETING CONDITIONS<br />
SEITING<br />
FOR LONG-RANGE SURVIVAL THAN UNILATERAL GOALL<br />
NECESSARY<br />
BY IHE ORGANIZATION.<br />
SET<br />
DITZ G<br />
0149<br />
INTERNAL-EXTERNAL DICHOTOMY IN BUSINESS ORGANIZATIONS<br />
THE<br />
MANAGEMENT REVIEW VOL 6-1 .51-57 FALL, 1964<br />
INDUSTRIAL<br />
SOCIAL-SYSTEMS<br />
101<br />
PAPER IS BASED ON A RE-EXAMINATION OF CERTAIN DATA<br />
THIS<br />
ORIGINALLY IN A SERIES OF DISCRETE STUDIES FOR<br />
COLLATED<br />
BLSINESS ORGANIZATIONS EXTERNAL OPERATIONS WERE<br />
IHREE<br />
AS THOSE ACTIVITIES IN WHICH THE EMPLOYEES PRIMARY<br />
DEFINED<br />
REQUIRES DIRECTLY RELATING HIMSELF TO OTHER PEOPLE<br />
TASK<br />
HIS COMPANY ALL OTHER BUSINESS OPERATIONS OR<br />
OUTSICE<br />
ARE REFERRED TO AS INTERNAL<br />
FUNCTIONS<br />
INTERNAL-EXTERNAL POLARITY RESULTS FROM VARIENCES<br />
THE<br />
SOCIAL SYSTEMS RATHER THAN BUSINESS OBJECTIVES. THE<br />
IN<br />
SYSTEM IS DETERMINATE IN SD FAR AS ITS MEMBERS CAN<br />
INTERNAL<br />
EXPECTED TO ACT OUT PRESCRIBED ROLES IT IS ASSOCIATED<br />
BE<br />
TERMS SUCH AS ASCRIBED STATUS BUREAUCRACY AND ORGAN<br />
WITH<br />
MAN<br />
IZATION<br />
SYSTEMS ARE INDETERMINATE AND OPENt CANNOT BE<br />
EXTERNAL<br />
DEFINED IN AN ORGANIZATION CHART AND ARE LESS<br />
RELIABLY<br />
TO PLANNING HOWEVER STRUCTURAL DIFFERENTIATION<br />
AMENABLE<br />
NOT EXCLUDE A COMMON PCLICY.<br />
OES<br />
RICO, L<br />
0150<br />
CONFLICT<br />
ORGANIZATIONAL<br />
MANAGEMENT REVIEW VOL 6-1 67-79, FALLt 1964<br />
INDUSTRIAL<br />
PAPER IS DIRECTED AT A RE-EVALUATION OF CONFLICT<br />
THIS<br />
IT PERTAINS TO HUMAN BEHAVIOR IN ECONOMIC ORGANIZATIONS<br />
AS<br />
THESIS IS THAT IF THE HARMONY AND HAPPINESS ORGANI-'<br />
THE<br />
ASSUMPTION IS DROPPED TRADITIONAL ORGANIZATIONAL<br />
ZATIONAL<br />
MUST BE REINTERPRETED AND REVISED. THE CONCEPTS OF<br />
THEORY<br />
HIERARCHYt UNITY OF COMMAND, AND UNIVERSALITY OF<br />
AUTHORITY,<br />
ARE CHALLENGED AND FOUND WANTING THIS DISCUSSIO<br />
MANAGEMENT<br />
THAT A MANAGEMENT SYSTEM IS CONTINGENT [R DEPENDENT<br />
ASSERTS<br />
THE INTERNAL AND EXTERNAL VARIABLES IN ORGANIZATIONAL<br />
UPON<br />
ENVIRONMENT<br />
CONCLUSIONS SUPPORT HIS HYPOTHESES AND HE<br />
HIS<br />
REEVALUATING PRESENT MANAGEMENT STYLE AND<br />
RECOMMENDS<br />
FOR ADJUSTMENTS TO CHANGE SINCE HARMONY AND<br />
PLANNING<br />
NEED NOT BE POSITIVE INDICATORS THE CONCEPT OF<br />
STABILITY<br />
HEALIH MUST BE ALTERED. THE PAITERN OF<br />
ORGANIZATIONAL<br />
OIVERSITY AND ITS MANAGERIAL CONSEQUENCES IS<br />
ORGANIZATIONAL<br />
EMERGENT SYSTEM WHICH WILL RESULT IN NEW THEORIES<br />
AN<br />
ADAMS, V<br />
0151<br />
FORGOTTEN FIELD SALES MANAGER<br />
THE<br />
REVIEW VOL 85-3 45-4 MARCH, 1965.<br />
DUNS<br />
PRDHOTING, SUPERVISORS<br />
TRAINING<br />
ATTITUDE TOWARD THE FIELD SALES MANAGER TODAY IS<br />
THE<br />
IT IS REALIZED THAT THE BEST SALESMAN IS NOT<br />
CHANGING<br />
THE BEST SALES MANAGER RATHER THE IMPORTANCE IS<br />
ALWAYS<br />
PLACED ON A MANAGER SKILLED IN SALES TRAINING FIRMS<br />
BEING<br />
UNDERTAKING WHOLE TRAINING PROGRAMS FOR MANAGERS TO<br />
ARE<br />
THEM TO TRAIN THE SALESMEN WHO WILL WORK UNDER THEM<br />
ENABLE<br />
OF THE TECHNIQUES USED ARE SENSITIVIIY TRAINING AND<br />
TWO<br />
LEARNING<br />
PROGRAMMED<br />
THE FUTURE MANAGERS WILL CONTINUE TO BE SELECTED<br />
IN<br />
THE SALES RANKS, BUT MORE CARE WILL BE EXERCISED IN<br />
FROM<br />
NEW WAYS OF REWARDING TOP SALESMEN WHO SHOULD<br />
PROMOTION<br />
BE MANAGERS WILL BE DEVISED THE TREND TOWARD MANAGER<br />
NEVER<br />
IS JUST BEGINNING THE BIGGEST OBSTACLE IS THE<br />
TRAINING<br />
OF CAPABLE TRAINERS<br />
SHORTAGE<br />
ROBERTS E8<br />
0152<br />
DIRECTIONS IN INDUSTRIAL DYNAMICS<br />
NEW<br />
MANAGEMENT REVIEW VDL 6-I 2-12e FALL 1964.<br />
INDUSTRIAL<br />
FEEDBACK<br />
ARTICLE REVIEWS THE BASES FOR AND GROWTH OF<br />
THIS<br />
DYNAMICS AND AITEMPIS TO ASSESS ITS FUTURE<br />
INDUSTRIAL<br />
DYNAMICS IS THE STUDY OF TOP MANAGEMENT PROBLEMS<br />
INDUSTRIAL<br />
A FEEDBACK CONTROL SYSIEMS POINT OF VIEW<br />
FROM<br />
PRINCIPAL CHANGES HAVE BEGUN TO COME ABOUT IN<br />
THREE<br />
DYNAMICS. TWO ARE IN THE AREA OF RESEARCH ONE<br />
INDUSTRIAL<br />
BROADLY TD THE NATURE OF APPLICATION" THE MAJOR<br />
RELATES<br />
IS NOW BEING DIRECTED AT PROBLEMS OF DYNAMIC<br />
EFFORT<br />
CR ECONOMIC CHANGES THAT APPEAR<br />
TRANSIENTS--ORGANIZATIONAL<br />
BE NONREPETITIVE ANOTHER TOPIC UNDER DISCUSSION IS THE<br />
TO<br />
RECOGNITION OF THE INFLUENCE OF INTANGIBLE FACTORS<br />
GREATER<br />
TOP MANAGEMENT POLICY<br />
ON<br />
DIRECTION IN THE USE AND APPLICATION OF INDUSTRIAL<br />
NEW<br />
INCLUDE TEACHING PROGRAMS, AND INCREASED FLOW OF<br />
DYNAMICS<br />
RESULTING IN GREATER AWARENESS* NEW CONSULTING<br />
PUBLICATIONS<br />
HAVE BEEN CREATED TO MEET THE INCUSTRYS NEED<br />
ORGANIZATIONS<br />
INTEREST OVERSEAS IS GROWING<br />
AND<br />
TELLA A<br />
0153<br />
FORCE SENSITIVITY TO EMPLOYMENT 8Y AGE AND SEX<br />
LABOR<br />
RELATIONS VOL 4-2 69-83, FEBRUARY 1965<br />
INDUSTRIAL<br />
EDUCATION MINORITY-GROUP<br />
TRAINING,<br />
ARTICLE BUILDS ON AN EARLIER STUDY WHICH ATTEMPTED<br />
THIS<br />
EXPLAIN ANNUAL FLUCTUATIONS IN MALE AND FEMALE LABOR<br />
TO<br />
PARTICIPATION RATES IN THE POSTWAR PERIOD ON THE BASIS<br />
FORCE<br />
CHANGING JOB OPPORTUNITIES AS REFLECTED IN TFE BEHAVIOR<br />
DF<br />
EMPLOYMENT RELATIVE TO TEH WORKING AGE POPULATION<br />
OF<br />
ANALYSIS SUGGESTS THAT AS DEMAND EXPANDS IN THE<br />
THE<br />
AHEAD THERE MAY BE LARGE INCREASES IN CERTAIN<br />
YEARS<br />
OF THE LABOR FORCE EMPLOYMENT NAY HAVE TO EXPAN<br />
CAIEGORIES<br />
RAPIDLY IF UNEMPLOYMENT IS TO BE SIGNIFICANTLY REDUCED<br />
MORE<br />
ON THE RESULTS THE AUTHOR SUGGESTS THAT MORE<br />
BASED<br />
SHOULD BE GIVEN TC A VARIETY OF SPECIAL TRAINING<br />
ATTENTION<br />
EDLCATION PROGRAMS DESIGNED TO MEET THE NEEDS OF<br />
AND<br />
GROUPS OF WORKERS IN THE POPULATION<br />
PARTICULAR<br />
KIRCHNER WK<br />
0t54<br />
BASIC FALLACY IN PERSONNEL TESTING<br />
A<br />
VOL 62-1. 50-52, JAN-FEB 1965.<br />
PERSONNEL<br />
VALIDITY<br />
SELECTICNt<br />
WIDE USAGE OF TESTING BY PERSONNEL DEPARTMENTS AND<br />
THE<br />
COMPLETE RELIANCE ON THE RESULTS LEADS THE AUTHOR TO<br />
THEIR<br />
HOW MUCH THE PERSONNEL DIRECTOR KNOWS ABOUT THE<br />
WONDER<br />
AND INTERPRETATION OF THE PERSONALITY TESTS<br />
VALIDITY<br />
BASIC FALLCY HE POINTS OUT IS THAT MANY PERSONNEL<br />
A<br />
TEST ONLY THE GOOD PERFORMERS AND DO NET GET A TRUE<br />
MEW<br />
BY NOT TESTING A REPRESENTATIVE GROUP IT IS ENTIRELY<br />
SAMPLE<br />
POSSIBLE THAT POOR PERFORMERS SCORE THE SAME AS GOOD
HE SHOWS THAT TEST DATA ARE MEANINGFUL IN<br />
PERFORMERS.<br />
ONLY IF THEY CAN BE SHOWN TO DIFFERENTIATE BETWEEN<br />
SELECTION<br />
RANKED BY SOME CRI[ERION OF JOB PERFORMANCEt<br />
INDIVIDUALS<br />
ANY TESTS WILL DIFFERENTIATE BETWEEN WIDELY DIVERSE<br />
BECAUSE<br />
GROUPS* THE TEST HAS TO SEPARATE THE COMPETENT<br />
OCCUPATIONAL<br />
FROM THE RELATIVELY INCOMPETENT WITHIN THE PARTICULAR<br />
PEOPLE<br />
GROUP CONCERNED, OR IT IS NOT A VALID TEST.<br />
OCCUPATIONAL<br />
PETRIE, OJ<br />
0155<br />
PERSONNEL PROFESSIONALS--WHO NEEDS THEM°'<br />
THE<br />
VOL 42-1 66-70t JAN-FEB, 1965.<br />
PERSONNEL<br />
EDUCATION<br />
TRAINING,<br />
CONCERN OF THE PERSONNEL MAN WITH HIS PROFESSIONAL<br />
THE<br />
IS MORE OF A HINDERANCE TO HIM THAN A HELP. THEY<br />
STATUS<br />
THEIR GROWTH WITHIN THEIR FUNCTION AND ALSO PRECLUDE<br />
STYMIE<br />
POSSIBILITY OF BEING CONSIDERED FOR TOP MANAGEMENT<br />
ANY<br />
THE REASON THIS POSSIBILITY IS NEVER<br />
RESPONSIBILITIES.<br />
IS HE DOES NOT KkOW ENOUGH ABOUT THE REST OF THE<br />
CONSIDERED<br />
BECAUSE HE HAS BEEN CONCENTRATING ALL HIS EFFORTS<br />
BUSINESS<br />
BECOMING A PROFESSIONAL PERSONNEL MAN<br />
ON<br />
TRAINING OF A PERSONNEL MAN IS PARTLY TO BLAME. THE<br />
THE<br />
OFTEN ASKEO FOR INCLUDE AN ADVANCED DEGREE.<br />
QUALIFICATIONS<br />
THE STUDIES ARE APT TO BE TOO LIMITING IN THEIR SCOPE<br />
BUT<br />
SHOULD HAVE AS BROAD AN EDUCATION AS POSSIBLE AND SHOULD<br />
HE<br />
TO SEEK WORK IN OTHER AREAS OF BUSINESS BEFORE GOING<br />
TRY<br />
THE PERSONNEL DEPARTMENT<br />
INTO<br />
WALLIS, RH<br />
0156<br />
BETTER USE OF THE NON-CONFORMIST<br />
MAKING<br />
ADMINISTRATION VOL 28-1. 6-14, JAN-FEB, 1965o<br />
PERSONNEL<br />
ROLE FUNCTION<br />
TESTING,<br />
THEORY ADVANCED HERE IS THAT THE PERSONNEL PAN CAN<br />
THE<br />
PERSONALITY AND SITUATIONAL VARIABLES TO PLACE AND<br />
UTILIZE<br />
PEOPLE BETTER. HE BEGINS BY COMMENTING EXTENSIVELY ON<br />
USE<br />
BOOKS BY WHYTE GROSS AND PACKARD WHICH DENOUNCE THE<br />
THE<br />
ON CONFORMITY HE THEN DEFINES AND USES AS EXAMPLES<br />
EMPHASIS<br />
ASPECTS OF CONFORMITY HE STATES THAT STATUS IS AN<br />
SEVERAL<br />
FACTOR IN COMBATING CONFORMITY IN THAT IT BOLSTERS<br />
IHPDRTANT<br />
AND PROMOTES ACCEPTANCE IN THE GROUP IN THE FACE<br />
SELF-ESTEEM<br />
DEVIATIONS FROM GROUP NORMS.<br />
OF<br />
FEW OF THE BASIC POINIS MADE INCLUDE--NEITHER<br />
A<br />
DR NON-CONFORMITY IS BAD, PER SEe SITUATIONAL<br />
CONFRMITY<br />
ARE AS IMPORTANT AS PERSONALITY AND THE<br />
DETERMINANTS<br />
THING IS TO MAKE THE BEST USE OF THE INFORMATION<br />
IMPORTANT<br />
ABOUT A PERSON THROUGH TESTING<br />
GLEANED<br />
SCHONERe B HARRELL, TW<br />
0157<br />
QUESTIONABLE DUAL LADDER.'<br />
THE<br />
VOL 42-1 53-STe JAN-FEB 1965<br />
PERSONNEL<br />
SALARYt PROMOTIONS<br />
SATISFACTIONe<br />
STUDY WAS INITIATED TO DETERMINE WHETHER THERE IS<br />
THIS<br />
SIGNIFICANT DIFFERENCE IN MORALE BETWEEN TECHNICAL AND<br />
ANY<br />
PERSONNELt AND WHETHER THE DUAL LADDER IS<br />
MANAGERIAL<br />
IN GIVING EQUAL RECOGNITION TO BOTH GROUPS THE<br />
SUCCESSFUL<br />
WAS DESIGNED TO MEASURE FOUR DIMENSIONS OF<br />
QUESTIONNAIRE<br />
AS WELL AS ATTITUDES TOWARD THE DUAL LADDER AND<br />
MORALEe<br />
MANAGEMENTS RECOGNITION OF THE INDIVIDUALS CONTRI<br />
HIGHER<br />
OT THE ORGANIZATION<br />
BUTION<br />
THE MOST PARTt THE RESPONSES OF THE TWO GROUPS WERE<br />
FOR<br />
STATISTICALLY SIGNIFICANT HOWEVER, SIGNIFICANT<br />
NOT<br />
SHOWED ON TWO ATTITUDE QUESTIONS--THE TECHNICAL<br />
DIFFERENCE<br />
WERE MORE STRONGLY CONVINCED THEY WERE NOT PAID AS<br />
PERSONNEL<br />
AS MANAGERIAL PERSONNELe AND A SIGNIFICANT MINORITY OF<br />
WELL<br />
PERSONNEL WERE DISSATISFIED WITH BEING ON THE<br />
TECHNICAL<br />
LADDER. ThE STUDY SHOWED THAT THE DUAL LADDER<br />
TECHNICAL<br />
TO PROVIDE EQUAL PRESTIGE AND COMPENSATION.<br />
FAILED<br />
LIPSTREUe 0 REEDe KA<br />
0138<br />
IMPACT DN PERSOkNEL--A CASE STUDY<br />
AUTOMATIONS<br />
VOL 42-Io.40-49, JAN-FEB, 1965.<br />
PERSONNEL<br />
DECISION-MAKING<br />
EVALUATIONe<br />
STUDY OF ONE COMPANYS CHANGE TO AUTOMATION COVERED<br />
THIS<br />
ONE YEAR PERIOD BEFORE THE CHANGE AND A ONE YEAR PERIOD<br />
A<br />
THE CHANGE. IT WAS CARRIED OUT BY MEANS OF CONTINUOUS<br />
AFTER<br />
OBSERVATIONS AND THREE ATTITUDE SURVEYS SOME OF<br />
IN-PLANT<br />
ASSUMPTIONS ARE PRESENTED AND THE CONCLUSIONS DISCUSSED<br />
THE<br />
FINDINGS INDICATED THAT THE NEW PLANT WOULD ATTRACT<br />
THE<br />
AND BETTER QUALIFIED PERSONNEL, BUT THAT TURN-OVER RATE<br />
MORE<br />
ALSO THEY ALSO SHOWED THAT WHILE AUTOMATION<br />
INCREASED<br />
SKILL LEVELS, IT INCREASED THE NEED FOR DECISION<br />
REDUCED<br />
AILITY ALUNG WITH THIS THEY FOUND THAT NEH METHODS<br />
MAKING<br />
JOB EVALUATION IN PRICING MACHINE-TENDING JOBS IS NEEDED,<br />
OF<br />
THAT OPPORTUNITIES FOR PROMOTION ARE REDUCED<br />
AND<br />
FINDINGS ARE ONLY HIGHLIGHTS FROM THE STUDY, BUT<br />
THESE<br />
1S POSSIBLE THAT THEY ARE APPLICABLE IN OTHER CASES<br />
IT<br />
FISHBURNt PC<br />
0159<br />
WITH INCOMPLETE KNOWLEDGE OF PROBABILITIES<br />
DECISIONS<br />
RESEARCH, VOl 13-2.o217-237, MARCH-APRIL, I965.<br />
OPERATIONS<br />
SUBJECTIVE<br />
PAPER DISCUSSES THE APPLICATION OF PERSONALISTIC<br />
THIS<br />
THEORY IN A TYPICAL SETTING OF DECISION MAKING<br />
DECISION<br />
UNCERTAINTY. THE CRITERION FOR CHOICE OF STRATEGY IS<br />
UNDER<br />
OF EXPECTED UTILITY. IN THIS SETTING IT IS<br />
MAXIMIZATION<br />
DIFFICULT TO OBTAIN VERY PRECISE MEASUREMENTS OF THE<br />
OFTEN<br />
MAKER S PROBABILITIES ON THE STATES OF NATURE.<br />
DECISION<br />
AUTHOR PAYS PARTICULAR ATTENTION TO SEVERAL IMPRE<br />
THE<br />
MEASURES OF PROBABILITY, INCLUDING SETS QF INEQUALITIES<br />
CISE<br />
BOUNDSv AND SEE HOW THIS INFORMATION MAY BE USED TO DE<br />
AND<br />
AN ORDERING OR PARTIAL ORDERING OF THE EXPECTED U-'<br />
TERMINE<br />
OF ALTERNATIVES.<br />
TILITIES<br />
PAPER CONCLUDES WITH PRACTICAL EXPLANATION OF OB<br />
THE<br />
THE MEASURES OF PROBABILITY PRESENTED HEREIN.<br />
TAINING<br />
FOX, PD<br />
0160<br />
THEORY OF COST-EFFECTIVENESS FOR MILITARY SYSTEMS ANALYSIS<br />
A<br />
RESEARCH, VOL 15-2..I91-20Lt NARCH-APRILt 1965<br />
OPERATIONS<br />
QPTIMISEt ANALYSIS<br />
SELECTIONt<br />
PAPER PRESENTS A THEORETICAL BASIS FOR COST-EF-'<br />
THIS<br />
ANALYSIS. IT IS ARGUED THAT FREQUENTLYv A RANGE<br />
FECTIVENESS<br />
EFFECTIVENESS OR COST LEVELS NAY BE ACCEPTABLE TO WHOEVER<br />
OF<br />
DECIDE WHICHt IF ANYt MILITARY SYSTEM SHOULD BE AC<br />
MUST<br />
102<br />
THE ANALYSTS FUNCTION IS TO PRESENT A SCFEOULE OF<br />
QUIRED*<br />
NOT TC OPTIMISE IN RECOMMENDING SELECTION OF A<br />
ALTERNATIVES,<br />
METHOD<br />
PARTICULAR<br />
FORMULATION OF THE SCHEDULE IS DISCUSSED WHERE COST<br />
THE<br />
EFFECTIVENESS ASSOCIATED WITH EACH ALTERNATIVE ARE SEEN<br />
AND<br />
RANDOM VARIABLES<br />
AS<br />
PAPER CONCLUDES WIIH SOME GENERAL OBSERVATIONS RE<br />
THE<br />
TO MILITARY SYSTEM SELECTION<br />
LATING<br />
STULL, RA<br />
OIAI<br />
MEANING OF MONEY.'<br />
THE<br />
JOURNAL VOL 44-4. 187-I88, APRIL 1965<br />
PERSONNEL<br />
MOTIVATION, SALARY<br />
INCENTIVES,<br />
PECPLE SHOULD LEARN THE MEANING OF MONEY--<br />
PERSONNEL<br />
JUST AS A MEDIUM OF EXCHANGE, BUT IN ITS PSYCHOLOGICAL<br />
NOI<br />
AS A SYMBOL OF OTHER THINGS THE EMPLOYEE WANTS.<br />
ASPECT<br />
WANT THEIR COMPENSATION TO REFLECT THEIR<br />
EMPLOYEES<br />
THEY ARE INTERESTED IN FAIR PLAY BASED ON<br />
RESPONSIBILITIES.<br />
MERIT.<br />
RESEARCH HAS BEEN SCARCE IN THE AREA 0 FMONEY<br />
ALTHOUGH<br />
THE RESULIS OF A FEW OD STAND OUT. THESE ARE THAI<br />
MATTERSe<br />
PLANS WORK BECAUSE MEETING THE QUDIA KEEPS THE<br />
INCENTIVE<br />
AWAY SETTING A QUOTA HAKES A GAME OF WORK, AND<br />
FOREMAN<br />
AT A BRISK PACE IS LESS TIRING 2 TRADITIONAL<br />
PRODUCING<br />
ARE NOT AS IMPORTANT TO ENGINEERSe ACCOUNTANTSe<br />
MOTIVATORS<br />
SCIENTISTS 3. YOUNG MANAGERS ARE MORE INTERESIEO IN<br />
AND<br />
CASH THAN IN OPTIONS ANO OTHER PLANS THESE FINDINGS<br />
REAOY<br />
ALL IMPORTANT FROP THE VIEW POINT OF THE PERSONNEL MAN<br />
ARE<br />
MAIERe MRF<br />
OIAZ<br />
IN THE INDUSTRIAL SETTING<br />
DISCIPLINE<br />
JOURNAL VUL 44-4 189-192 APRIL I965<br />
PERSONNEL<br />
SUPERVISORS<br />
DISCIPLINE IN INDUSTRY IS NECESSARY IS<br />
THAT<br />
BUI IIS ADMINISTRATION MAY OFTEN BE ATTENDED<br />
INDISPUTABLE<br />
UNDESIRABLE SIDE EFFECTS WHAT THESE SIDE EFFECTS ARE<br />
BY<br />
HOW THEY CAN BE OVERCOME IS THE THEME OF THIS PAPER<br />
AND<br />
FIRST SUCH EFFECT IS THAT IT MAY FRUSTRATE THE<br />
THIS<br />
CAUSING SUCH BEHAVIOR AS HOSTILITY, REGRESSION,<br />
INDIVIDLAL<br />
FIXATION ANOTHER EFFECT IS THAT THE PERSON MAY MAKE<br />
AND<br />
WORNG ASSOCIATION ANOTHER NEGATIVE ASPECT OF DISCIPLINE<br />
THE<br />
ITS NONCONSTRUCTIVE APPROACH TO BEHAVIORe IN THAT PEOPLE<br />
IS<br />
TAUGHT WHAT NOT TO DOe AND IS DETRIMENTAL TO CONSTRUC-'<br />
ARE<br />
THINKING<br />
TIVE<br />
AUTHOR FINDS THAT THE SUPERVISORS WHO ARE MOST<br />
THE<br />
ARE THE ONES WHO ARE THE MOST CONSIDERATE OF<br />
EFFECTIVE<br />
BUT THESE ARE THEVERY ONES WHO ARE LEAST INCLINED<br />
PEOPLE<br />
CARRY OUT THE DISCIPLINARY ACTION THAT IS ESIABLISHED AT<br />
TO<br />
TOP<br />
THE<br />
BASSETT, GA<br />
0163<br />
AND CANDIDATE<br />
MANAGER<br />
VOL 2-2 8-16t MARCH-APRIL 1965.<br />
PERSONNEL<br />
EMPLOYMENT APPLICANT RECRUIT<br />
INTERVIEW<br />
AUTHOR DEFINES INTERVIEWING AS KNOWING WHAT YOUR<br />
THIS<br />
POINT OF VIEW IS AND BEING ABLE TD FIND OUT WITH SOME<br />
OWN<br />
WHAT THE OTHER PARIY POINT OF VIEW SEEMS TO BE.<br />
ACCURACY<br />
INTERVIEWER MAY BE ABLE TO ASCERTAIN A CANDIDATES ABILITY<br />
AN<br />
A CERTAIN ASPECT OF THE JOB BY DIRECT QUESTIONING, BUT HE<br />
IN<br />
NOT BE ABLE TO DETERMINE HOW MUCH VALUE THE CANDIDATE<br />
MAY<br />
ON THAT ASPECT THEREFOREt THE EMPLOYMENT INTERVIEW<br />
PLACES<br />
STILL BE BASED UPON A PERSONAL RELATIONSHIP OF SOME<br />
MUST<br />
WHERE BASIC UNDERSTANDING AND COMPATIBILITY IS ASSURED<br />
KIND<br />
WITH ALL THE TECHhIQUES AVAILABLE THERE ARE PLENTY<br />
EVEN<br />
OBSTACLES BETWEEN INTERVIEWER AND APPLICANT TO VIEW A BIT<br />
OF<br />
WHAT IS IMPORTANT THEN IS A BROAD APPRECIATION OF BOTF<br />
HAZY<br />
OWN AND THE OTHER FELLOWS POINT OF VIEW. THE IDEA THAT<br />
YOUR<br />
ARE BAD SHOULD BE UNACCEPTABLE ANOTHER OBSTACLE<br />
DIFFERENCES<br />
A CLEAR VIEW IS THE LIMITATION OF PERSPECTIVE AND<br />
TO<br />
LEARNING TO KNOW PEOPLE IS A FULLY EXPLORATORY<br />
EXPERIENCE<br />
ACTIVITY<br />
LESLYt P<br />
0164<br />
MANAGEMENT AND THE HUMAN FACTOR.'<br />
EFFECTIVE<br />
OF MARKETING 27. I-4, APRILe I965.<br />
JOURNAL<br />
ATTITLDES<br />
PUBLIC-RELATIONSe<br />
AUTHOR CLAIMS THAT THE MAJOR PROBLEMS FACING<br />
THE<br />
TODAY ARE MOSTLY INTANGIBLE IPMEASURABLEe AND<br />
BUSINESS<br />
SUBJECT TO FACTUAL ANALYSIS THESE PROBLEMS ARE IN THE<br />
NOT<br />
OF MEN, WORKER ATTITUDES CUSTOMER AND DEALER<br />
WINDS<br />
INVESTOR ATTITUDES, AND PUBLIC REACTIONS TO<br />
REACTIONSt<br />
COMPANYt ITS POLICIESe ADVERTISING, AND PRODUCTS<br />
THE<br />
APPEARS TO BE A GREAT NEED FOR THE REALIZATION<br />
THERE<br />
THE PRACTICAL-PINGED MAN MUST ALWAYS PARE A SPECIAL<br />
THAT<br />
TO SEEK OUT THE FACTS THAT CANNOT BE MEASURED<br />
EFFORT<br />
NEEDED IS AN AWARENESS OF WHAT THE INTANGIBLES ARE<br />
ALSO<br />
THEIR NATURE AND OF THEIR IMPORTANCE IN DETERMINING THE<br />
AND<br />
OF ANY POLICY, PROGRAM, OR ACTION FINALLYt THERE<br />
RESULTS<br />
A NEED TO KNOW HOW TO DIRECT IHE COURSE OF ATTITUOES<br />
IS<br />
PERSUADEr INFLbENCEt INFCRM PROSELYTIZEr OR AT LEAST<br />
TO<br />
THE PEOPLE WITH WHOM WE DEAL<br />
RECONCILE<br />
WEISBROO, BA<br />
0165<br />
PROBLEMS OF PRICING AND RESOURCE ALLOCATIEN IN A<br />
SOME<br />
HOSPITAL<br />
JOURNAL OF BUSINESS 38 18-28, JANUARY, I965.<br />
ARTICLE IS AN ANALYSIS OF TWO ASPECTS OF THE<br />
THIS<br />
INDUSTRY--THE STRUCTURE OF ROOM PRICES AND THE<br />
HOSPITAL<br />
OF DEMAND.<br />
INSTABILITY<br />
ROOM PRICES, THE AUTHOR DISCUSSES SOME<br />
CONCERNING<br />
OF DISTORIIONS OF REOM-RATE SIRUCTURES RESULTING9<br />
EFFECTS<br />
THE INFLUENCE OF BLUE CROSS PLANS THAT ARE DEVELOPED<br />
FROM<br />
CONJUNCTION WITH HOSPITALS. TABLES ARE INCLUDED WHICH<br />
IN<br />
OCCUPANCY RATES BY TYPE OF ROOM AND OPERATING COSTS<br />
GIVE<br />
TYPES OF ROOM<br />
BY<br />
THE SECIION ON THE INSTABILITY DF DEMANDe THE AUTHOR<br />
IN<br />
THAT ALTHOUGH THE DEMAND FOR SERVICES OF A SINGLE<br />
CLAIMS<br />
MAY BE UNSIABLE THROUGH TIME, THE HOSPITALS SHOULD<br />
HOSPITAL<br />
ADVANTAGE OF THE GREATER STABILITY OF INDUSTRY DEHANO<br />
TAKE<br />
THE AREA NOT BEING SEIZED IN ITS EFFORTS TO REDUCE COSTS.<br />
IN
0166<br />
FOR REDUCING THE INSTABILITY ARE ALSO CCNSIDERED<br />
METHODS<br />
GIVE OCCUPANCY RATES<br />
TABLES<br />
LW HENRY, MM<br />
PORTERt<br />
ATTITUDES IN MANAGEMENT--VI PERCEPTIONS OF THE IMPOR-'<br />
JOB<br />
OF CERTAIN PERSONALITY TRAITS AS A FUNCTION OF LINE<br />
TANCE<br />
STAFF TYPE OF JOB<br />
VERSUS<br />
JOURNAL OF APPLIED PSYCHOLOGY, VOL 48-5 .305-3L0, OCT, 1966.<br />
A QUESTIONAIRE STUDY OVER 1800 MANAGERIAL RESPONO-'<br />
IN<br />
RANK-ORDERED 5 OTHER-DIRECTED OR ORGANIZATION MAN<br />
ENTS<br />
TRAITS AND INNER-DIRECTED TRAITS IN TERMS OF<br />
SONALITY<br />
IMPORTANCE FOR JOB SUCCESS. RESPONSES WERE TABULATED<br />
THEIR<br />
3 TYPES OF MANAGERIAL POSITIONS--LINE, COMBINED LINE--'<br />
BY<br />
AND STAFF.<br />
STAFF<br />
SHOW THAT STAFF MANAGERS PLACED RELATIVELY MORE<br />
RESULTS<br />
ON THE OTHER-DIRECTED TRAITS AND LESS EMPHASIS ON<br />
EMPHASIS<br />
INNER-DIRECTED TRAITS THAN DID LINE MANAGERS MANAGERS<br />
THE<br />
COMBINED LINE-SIAFF JOBS WERE INTERMEOIATE BETWEEN THE<br />
IN<br />
TWO GROUPS IN THEIR RESPONSES<br />
OTHER<br />
OF THE AUTHORS ARE SUPPORTED BY TABLES<br />
CONCLUSIONS<br />
THE RESPCNSES OF MAkAGERS SURVEYED<br />
TABULATING<br />
H.<br />
KUNKEL<br />
AND BEHAVIOR IN ECONOMIC OEVELGPMENT.<br />
VALLES<br />
DEVELOPMENT AND CULTURAL CHANGE VOL 13 NO 3<br />
ECONOMIC<br />
65 PP 257-277<br />
APRIL<br />
ATTITUDES<br />
ARTICLE ANALYZES AND EMPHASIZES THE RCLE OF THE<br />
THIS<br />
IN ECONOMIC PROGRESS AND SOCIAL CHANGE IN THE<br />
INOIVIOUAL<br />
THIS WAS IGNORED THE TWO IMPORTANT QUESTIONS ARE<br />
PAST<br />
ARE THE DETERMINANTS OF HUMAN BEHAVIOR WHAT IS THE<br />
WHAT<br />
BETWEEN THE IN£IVIDUAL AND THE SOCIETAL CON<br />
RELATIONSHIP<br />
PSYCHODYANMICS AND BEHAVIORAL APPROACHES ARE THE TWO<br />
TEXT<br />
MODELS USED TODAY IF BEHAVIOR IS TO BE CHANGED THE<br />
MAJOR<br />
OF THE INTERNAL STATE MUSI BE CHANGED FIRST.<br />
CHARACTERISTICS<br />
MEANINGS AND APPLICATIONS OF VALUES, ATTITUOESr<br />
THE<br />
ARE TREATED. EXAMPLES OF BEHAVIORAL ANALYSIS ARE<br />
PERSONALITY<br />
VALUES AND ECONOMIC DEVELDPMENTr VALUES AND CHANGES<br />
INDIAN<br />
THE PERUVIAN ANDES THE ARGENTINE VALUE ORIENTATION AND<br />
IN<br />
DEVELOPMENT MC CLELLANDS PRINCIPLE OF N--ACHEIVE<br />
ECONOMIC<br />
IS ILLUSTRATED. THE BEHAVIORAL PREREQUISITES OF ECONO<br />
MENT<br />
DEVELOPMENT INCLUDE SAVING OF MONEYe INVESTMENT OF SAV<br />
MIC<br />
R[SK--TAK[NG, AND ECONOMIC INNOVATION<br />
INGSr<br />
G.<br />
HEMINGr<br />
DOES HANDWRITING REVEAL<br />
WHAT<br />
VOL 58-3 SEPTEMBER 1965 2<br />
BANKING<br />
EVALUATING GRAPHOLOGY<br />
SELECTION<br />
INTERESTING ARTICLE POINTS OUT THAT THE SCIENTIFIC<br />
THIS<br />
OF HANDWRITING CAN BE A USEFUL TOOL IN DETECTING FOR<br />
STLDY<br />
DOCUMENTS AND A VALUABLE AID IN BANK CREDIT AND PERSON-'<br />
GED<br />
DEPARTMENTS ANALYSIS OF THE SLANT AND PRESSURE OF<br />
NEt<br />
STROKE FORMATION LETTER SPACING, AND CHARACTER<br />
WRITING,<br />
GIVE CLUES TO A PERSONS PERSONALITY.<br />
SIROKES<br />
GRAPHOANALYSIS PRINCIPLES ARE BEING APPLIED IN<br />
THESE<br />
SELECTION HANDWRITING TESTS CAN BE ADMINISTERED<br />
EMPLOYEE<br />
SATISFACTORILY THAN MANY OTHER TYPES OF TESTS<br />
MORE<br />
DETECTION IS ANOTHER FIELD IN WHICH GRAPHDAN-'<br />
FORGERY<br />
IS BECOMING POPULAR TELL--TALE EVIDENCES ENABLE THE<br />
ALYSIS<br />
TO JUDGE THE AUTHENTICITY OF SIGNATURES. ANALYS[S OF<br />
EXPERT<br />
HELPS APPRAISE CREDIT RISKS BY EVALUATING A<br />
HANDWRITING<br />
CHARACTER. GRAPHOANALYSIS WHICH HAS LONG BEEN THE<br />
PERSONS<br />
OF SKEPTICS HAS FINALLY GAINED RECOGNITICN AS AN<br />
VICTIM<br />
INDICATOR<br />
AUIHENIIC<br />
P B JR.<br />
OLNEYr<br />
SUCCESSFUL TRAINING OF MANAGEMENT TALENT<br />
THE<br />
VOL 58-3 SEPTEMBER 1965<br />
BANKING<br />
SUPERVISOR<br />
COLNSELING<br />
OLNEY TALKS ABOUT THE INCREASES IN BANKING SERVICES<br />
MR<br />
ON BANK MANAGEMENT PROGRAMS OF MANAGEMENT DEVELOP<br />
EFFECTS<br />
FOR EXISTING MANAGERS AS WELL AS FOR NEW TRAINEES ARE<br />
PENT<br />
OEFINEABLE GUIDEPOSTS HELP IDENTIFY GOOD MANAG<br />
APPEARING<br />
POTENTIAL A RESOURCEFUL, PERSUASIVE MAN WITH PROFES-'<br />
MENT<br />
KNOWLEDGE IS WHAT MANAGEMENT WANIS.<br />
SIONAL<br />
FAILURES COME WHEN ORGANIZATIONAL AND INDIVIDUAL<br />
MOST<br />
AND OBJECTIVES ARE SEGREGATED GOOD TECHNIQUES CAN BE<br />
NEEDS<br />
IN MANY WAYS THE MANAGER NEEDS BASIC INFORMATION<br />
TAUGHT<br />
COMMUNICATION WITH OTHER MANAGERS MANAGEMENT CHARAC-'<br />
AND<br />
CAN BE DEVELOPED IHROUGH COUNSELING UNDERSTUOIESr<br />
TERISTICS<br />
AND POSITION ROTATION. A DEVELOPMENT PROGRAM WILL<br />
COURSES,<br />
CAPABLE MANAGEMENT EVEN WHEN KEY EXECUTIVES SERVICES<br />
ASSURE<br />
SUDDENLY LOST<br />
ARE<br />
S<br />
FREEDGCCD,<br />
CHURNING MARKET FOR EXECUTIVES<br />
THE<br />
VOL72-3 SEPTEMBER 1965<br />
FORTUNE<br />
RECRUIT<br />
ARTICLE EMPHASIZES THAT CAPABLE EXECUTIVES HAVE<br />
THIS<br />
BEEN IN GREATER DEMAND THAN TODAY MANAGEMENT--RICH<br />
NEVER<br />
HAVE GONE OUTSIDE THEIR RANKS TO RECRUIT SEASONED<br />
FIRMS<br />
EXECUTIVE--RECRUITING FIRMS HAVE GROWN IN NUMBER<br />
EXECUTIVES<br />
DOZENS TO HUNDREDS SALARIES MATCH THE MUSHROOMING<br />
FROM<br />
FOR MANAGEMENT TALENT AND THE SUPPLY IS SCARCE. THE<br />
DEMAND<br />
HIMSELF, USUALLY STABLEr HAS BECOME MORE UNSEITLED<br />
EXECUTIVE<br />
HE BECOMES CONSCIOUS OF NEW OPPORTUNITIES SINCE ONE<br />
AS<br />
DECISION CAN CHANGE HUNDREDS DF EXECUTIVE JOBSr TODAY<br />
POLICY<br />
EXECUTIVE HAS ABANDONED LOYALTY TO HIS CORPORATION AND<br />
THE<br />
BECOME LOYAL TO HIS PROFESSION INSTEAD. CH[EFLYr HE WILL<br />
HAS<br />
A NEW JOB FOR IIS CHALLENGEr BUT SALARY OPTIONS AND<br />
TAKE<br />
BENEFITS SWEETEN THE OFFER IT SEEMS TRUE THAT A NEW<br />
FRINGE<br />
OF PROFESSIONAL SELF--CONFIDENCE AND SECURITY IS MOVINE<br />
AURA<br />
THE EXECUTIVE SUITE REPLACING THE USUAL RISK AND<br />
INTO<br />
INSECURITY<br />
F.<br />
ROETHLISBERGER,<br />
FOREMAN--MASTER AND VICTIM OF DOUBLE TALK<br />
THE<br />
BUSINESS REVIEW VOL 43-5 SEPTEMBER-OCTOBERr I965 I5<br />
HARVARD<br />
SUPERVISE<br />
REPUBLISHED ARTICLE IS CONCERNED WITH THE FDREMANS<br />
THIS<br />
HE HAS BECOPE A VICTIM OF TECHNOLOGY WITH FORCES<br />
DILEMMA.<br />
103<br />
ON ALL SIDES OF HIM CAUSING INSECURITY THE MODERN<br />
PUSHING<br />
NEEDS MORE KNOWLEDGEr BUT IN RETURN HE RECEIVES LESS<br />
FOREMAN<br />
HE HAS BECOME MANAGEMENTS PUPPET<br />
AUTHORITY<br />
SCOPE OF INTERACTIONS WITH PEOPLE CAUSE THE MOST<br />
THE<br />
FOR FOREMEN HE MUST RELATE HIMSELF SUCCESSFULLY<br />
PROBLEMS<br />
HIS SUPERIDRSr DEPARTMENT HEADS SUBORDINATES STAFF<br />
WITH<br />
AND HIS WDRKERS. HE MUST BE LOYAL TO MANAGEMENT<br />
SPECIALISTS,<br />
BEING DISLOYAL TO WORKERS. HE IS PLACED BETWEEN THE<br />
WITHOUT<br />
SOCIAL PROCESSES OF THE ORGANIZATION AND THE INFORMAL<br />
FORMAL<br />
PROCESSES OF HUMAN ACTIVITY.<br />
SOCIAL<br />
RIGIDITIES OF N;USTRYS SOCIAL STRUCTIRE ARE THE<br />
THESE<br />
OF NEW MANAGEMENT WHOSE GOAL IS TO IMPROVE SOCIAL<br />
CONCERN<br />
IN INDUSTRY AND BREAK DOWN RIGID BARRIERS IN<br />
COMMUNICATIONS<br />
TO ACHIEVE A NEW SOCIAL ORGANIZATION IN BUSINESS. THIS<br />
ORDER<br />
BE A PARIIAL ANSWER TO THE PROBLEMS OF THE FOREMAN<br />
SHOULD<br />
DIEBOLO J<br />
El?2<br />
AHEAD IN INFORMATION TECHNOLOGY<br />
WHATS<br />
BUSINESS REVIEW V0L 43-5 SEPTEMBER-OCTOBER I965 7<br />
HARVARD<br />
INFORMATION-SYSTEMS DATA<br />
REIRIEVALr<br />
DISCUSSES AN INFORMATION REVOLUTION WHICH WILL<br />
DIEBOLD<br />
AFFECT MANAGEMENT PRACTICES COMPUTERS HAVE PUT BUS<br />
VASTLY<br />
ON THE THRESHCLO OF THIS REVOLUTION MARKETS FOR<br />
INESS<br />
SYSTEMS HAVE SKYROCKETED AND EXPENDITURES WILL<br />
INFORMATION<br />
ALONG WITH PERFORMANCE IMPROVEMENT.<br />
INCREASE<br />
WILL BE MORE VERSATILE, WILL REFLECT EVENTS AS<br />
SYSTEMS<br />
OCCUR WILL BE LESS COSTLY, WILLPROVIOE INSTANTANEOUS<br />
THEY<br />
TO MANAGERIAL DATA WILL HAVE NEW STORAGE AND PRO<br />
ACCESS<br />
CAPABILITIESr WILL EMPHASIZE DATA RETRIEVAL AND<br />
CESSING<br />
MAKE GREAT IMPROVEMENTS IN MAN--MACHINE COMMUNICATIONS<br />
WILL<br />
POINTS WILL FORM THE BASIS OF THE INFORMATION<br />
THESE<br />
INFORMATION IEGHNOLOGY DEVELOPMENTS WILL ERAS<br />
REVOLUTION.<br />
CHANGE BOTH WHAT A COMPANY DOES AND HOW IT IS DOWEr<br />
TIDALLY<br />
THE TASK FOR IHE MANAGEMENT TEAM IS TO APPLY NEW INFOR<br />
AND<br />
DEVELOPMENTS TO ITS COMPANY EFFECTIVELY.<br />
MATION<br />
GRAPHS<br />
FIEDLERr F<br />
0173<br />
THE JOB TO FIT THE MANAGER<br />
ENGINEER<br />
8USINESS REVIEW VOL 43-5 SEPTEMBER-OCTOBER lg65<br />
HARVARD<br />
FbNCTION LEADERSHIP-STYLEr TRAINING<br />
ROLE<br />
ARTICLE STATES THAT IN ORDER TO KEEP A GOOD MAN<br />
THIS<br />
STAFF FIRMS SHOULD TRY TO MAKE JOBS FIT A MANAGERS<br />
AGEMENT<br />
STYLE, INSTEAD OF DEMANDING THAT HE FIT HIS STYLE<br />
LEADERSHIP<br />
IHE JOB THE LEADER OPERATES EITHER BY TELLING PEOPLE<br />
TO<br />
TO DO OR BY INVOLVING THEM IN PLANNING THE TASK.<br />
WHAT<br />
SUGGESTED METHOD FOR DETERMINING THE TYPE OF LEADER<br />
A<br />
STYLE CALLED FOR IN DIFFERENT SITUATIONS IS TO MEASURE<br />
SHIP<br />
CRITICAL DIMENSIONS OF LEADER--MEMBER RELATIONS TASK<br />
THE<br />
AND POSITION POWER BY FITTING THE JOB TO THE MAN<br />
STRUCTURE,<br />
THIS WAY THE COSTLY TASK OF RETRAINING CAN BE ELIMINAIED<br />
IN<br />
METHOD CAN BE HELPFUL TO BUSINESSES NOW TRYING TO<br />
THIS<br />
AN INCREASINGLY LARGE NUMBER OF INTELLIGENTr WELL--<br />
AIIRACI<br />
MEN IT IS CLEAR THAT MANAGEMENT CAN CHANGE THE<br />
TRAINED<br />
OF A LEAOERSHIP SITUATION MORE EASILY THAT IT<br />
FAVORABLENESS<br />
TRANSFER LEADERS FROM ONE JOB TO ANOTHER.<br />
CAN<br />
GRAPHS<br />
ANOERSON T. H.<br />
0174<br />
STRATEGIC AND OPERATIONAL PLANNING<br />
COORDINATING<br />
HORIZONS VCL 8 NO SUMMER 965 7PAGES<br />
BUSINESS<br />
COMMUNICATION<br />
PLANNING INVOLVING DECISIONS CONCERNING<br />
STRATEGIC<br />
IECHNOLOGICAL BASE, MANAGERIAL SKILLS AND GROWTH<br />
FIRMS<br />
MUST BE PERFORMEC IN CLOSE RELATIONSHIP WITH OP<br />
PROCESSES,<br />
SOMETIMES CALLED FUNCTIONALr PLANNING. BROAD<br />
ERAT[ONAL,<br />
EXIST BETWEEN THE TWO BUT THE PROBLEMS CREATED<br />
DIFFERENCES<br />
BE RESOLVED AND THE EFFORTS OF THE PLANNING UNITS CAN<br />
CAN<br />
BLENDED<br />
BE<br />
ARTICLE INCLUDES A REVIEW OF THE eASIC ASPECTS AND<br />
THIS<br />
DIFFERENCES BETWEEN THE TWO TYPES OF PLANNINGr AN<br />
IMPORTANT<br />
OF THE MAJCR PROBLEMS OF COORDINATED MANAGEMENT<br />
ANALYSIS<br />
CREATED BY THE DIFFERENCES AND SUGGESTIONS OF AP<br />
PLANNING<br />
FOR ACHEIVING EFFECTIVE WORKING RELATICNSHIPS BE<br />
PROACHES<br />
THE TWO PLANNING ACTIVITIES<br />
TWEEN<br />
THE GENERALLY ACCEPTED METHODS FOR IMPROVING COM<br />
IF<br />
AMONG SPECIALIZED UNITS WITHIN MANAGEMENT SIRUC<br />
MUNICATIDN<br />
ARE EMPLOYED, IHE COMPETITION AND CONFLICTS BETWEEN THE<br />
TURE<br />
PLANNING GROUPS CAN BE MORE EASILY HELD TO MINIMAL LEVEL<br />
TWO<br />
FOX W M<br />
0175<br />
ANO THE UNEMPLCYABLES<br />
UNEMPLOYMENT<br />
HORIZDNS VOL 8 NO 2 SUMMER 965 L4 PAGES<br />
BUSINESS<br />
EDUCAIION<br />
TRAINING<br />
DATA DO NOT SUPPORT EITHER COMPLACENCY OR DES<br />
CURRENT<br />
IN AN APPRAISAL OF THE UNEMPLOYMENT PROBLEM. THE<br />
PERATION<br />
IS REALLY A COMPLEX OF INDIVIDUAL PROBLEMS THAT CAN<br />
PROBLEM<br />
SHOULD BE DEALT WITH IN THE FRAMEWORK OF OUR EXISTING<br />
AND<br />
AND ECONOMIC WAY EF LIFE.<br />
INSTITUTIONS<br />
ARTICLE EXPLAINS UNEMPLOYMENT STATISTICS AND<br />
THIS<br />
INCLUDING IECHNOLOGICAL UNEMPLDYMENT THE TWISTING OF<br />
TRENDS<br />
OF THE LABOR FORCE AND PREDICTIONS OF TOMORROWS<br />
DEMAND<br />
OF DEMAND. II FURTHER DESCRIBES TODAYS UNEMPLOYABLES<br />
PAIIERN<br />
SUMMARIZES PRESENT METHODS OF DEALING WITH THESE PEOPLE<br />
AND<br />
TERMS OF PROMISING METHODS SUCH AS EDUCATION AND TRAIN<br />
IN<br />
AND POOR METHODSm SUCH AS FEATHERBEDDINGr SHORTENING<br />
ING<br />
WORKWEEK, SEVERANCE PAY AND RELOCATION THE ADEQUACY OF<br />
THE<br />
AGENCIES DEALING WITH UNEMPLOYMENT IS DISCUSSED<br />
EXISTING<br />
IS FELT THAT INDUSTRY HAS THE SKILLSt MOTIVATIDN<br />
IT<br />
MANY OF THE FACILITIES FOR CARRYING OUT AN EFFECTIVE<br />
AND<br />
OF ACCOMMODATION FOR ITS DISPLACED WORKERS.<br />
PROGRAM<br />
MEE, J. F<br />
C176<br />
ITEMS / SYNERGISTIC EFFECT.'<br />
IDEATIONAL<br />
HORIZONSe VOL 8 NO 2 SUMMER, 1965, 3 PAGES<br />
BUSINESS<br />
ROLE FUNCTION<br />
WORK-ASSIGNMENT<br />
SCIENTISTS AND ORGANIZATIONAL PLANNERS HAVE<br />
BEHAVIORAL<br />
THE CONCEPT OF SYNERGY USEFUL IN EXPLAINING THE IMPACT<br />
FOUND<br />
AN ORGANIZATIONAL SYSTEM ON HUMAN BEHAVIOR A SYNERGY<br />
OF<br />
BY THE UNITED ACTIONS OF ELEMENTS PROOUCING A GREATER<br />
OCCURS<br />
THAN THE EFFECT OF THE ELEMENTS WORKING INOEPENDENTLY<br />
EFFECT
UNITED EFFORTS OF A GROUP WITH AN OBJECTIVE INSTEAD<br />
THE<br />
A WORK ASSIGNMENT CAN RESULT IN A SYNERGISTIC EFFECT FOR<br />
OF<br />
PRODUCTIVITY AND ACHIEVEMENT<br />
GREATER<br />
THIS IYPE OF SYSTEM, ALL MEMBERS OF THE GROUP ARE<br />
WITH<br />
TOWARD THE OBJECTIVE CR TOTAL RESULTS POSSIBLE IN-'<br />
ORIENTED<br />
OF PRESCRIBED ROUTINES OF WORK, ALL ENJOY THE SELF--<br />
SIEAD<br />
OF A ROLE ASSIGNMENT INSTEAD OF FDLLDWINC AUTHORITA-'<br />
ESTEEM<br />
WORK PROCEDURES AND A CONSIRAINING JOB DESCRIPTION,<br />
TIVE<br />
IS PERMITTED TO WORK AT THE HIGHEST AND BEST USE OF HIS<br />
EACH<br />
SKILLS, AND VALUE SYSTEM<br />
KNOWLEDGE,<br />
TMOMPSGN WM KEMPER, L<br />
ClTT<br />
MEASURES FOR ESTIMATED DATA<br />
PROBABILITY<br />
ACCOUNTING REVIEW, VOL 40, NO 3, JULY, 1965, 5 PAGES<br />
THE<br />
SUBJECTIVE<br />
DECISION-MAKING,<br />
PROVIDES A GENERAL FRAMEWORK FOR CONVERTING<br />
ARTICLE<br />
ESTIMATED DATA INTO THAT OF MORE SIGNIFICANCE AD<br />
SUBJECTIVE<br />
COMBINING INDIVIDUAL ESIIMATES INTO A MORE MEANINGFUL<br />
FOR<br />
IN UTILIZING IHIS APPROACH, MANAGEMENT WCULD BE AOD-'<br />
TOTAL<br />
A NEW DIMENSION TO THE DATA UTILIZED IN DECISION MAKING.<br />
ING<br />
BASIS FOR THE FRAMEWORK IS THE CONVERSION OF SUB-'<br />
THE<br />
ESTIMATES INTO PROBABILITY DISTRIBUTICNS--SUBJECTIVE<br />
JECTIVE<br />
OCCURRING EITHER IN YOUR EXPECTED VALUE OR IN YOUR<br />
ESTIMATES<br />
OF VARIABILITY OF THE ESTIMATE FOR THE PURPOSE OF<br />
MEASURE<br />
DATA, THREE THEORMS WERE PRESENTED AND USED IN AN<br />
COMBINING<br />
EXAMPLE<br />
ALLEN, L A<br />
0[78<br />
C179<br />
0180<br />
WHO FAIL THEIR COMPANIES<br />
LEADERS<br />
HORIZONS, VOL 8 NO 2 SUMMER 1965, PAGES<br />
BUSINESS<br />
LEADERSHIP-STYLE<br />
WELL--KNOWN COMPANIES ARE FACING LEADERSHIP<br />
SEVERAL<br />
AND THE PRINCIPALS ARE TOO DEEPLY INVOLVED TO UNDER-'<br />
CRISES<br />
WHAT IS HAPPENING<br />
STAND<br />
DEVELOP IN THREE STAGES, AND EACH STAGE<br />
ORGANIZATIONS<br />
A DIFFERENT SIYLE OF LEADERSHIP SIRDNG NATURAL<br />
DEMANDS<br />
HAVE THE ¢LALITIES FOR BUILDING THE ORGANIZATION,<br />
LEADERS<br />
OFTEN THEY CANNOT CHANGE THEIR STYLE TO ACCOMMODATE THE<br />
BUT<br />
COMPANY DURING THE TRANSITION STAGE, THE ORGANIZA-'<br />
GROWING<br />
HAS OUTGROWN THE LEAOERSHIP OF SOME STRONG INDIVIDUALS<br />
TICN<br />
THE TOP INTUITIVE LEADERSHIP BECOMES INADEQUATE BECAUSE<br />
AT<br />
THE INABILITY OF THE LEADER TO 00 AND BE EVERYTHING FOR<br />
OF<br />
GROUP HE LEADS<br />
THE<br />
MATURE COMPANY REQUIRES MATURE LEADERSHIP AS FOUND<br />
A<br />
MANAGEMENT LEADER WHO HAS LEARNED TC OISCIPLINE HIS<br />
THE<br />
LEADERSHIP STYLE AND TO CONCENTRATE UPON THE PER-'<br />
NATURAL<br />
OF WORK THAT WILL ENABLE HIM TO GET MOST EFFECTIVE<br />
FORMANCE<br />
THROUGH AND WITH OTHERS<br />
RESULTS<br />
EDUCATION IN SINGAPORE, 1950-61<br />
AOLLT<br />
EDUCATION DIGEST VOL 28 NO 4 APRIL-JUNE 64 PP<br />
FOREIGN<br />
TRAINING<br />
DIGEST DISCUSSES THE ACTIVITIES AND ACHIEVEMENTS<br />
THIS<br />
THE ADULT EDbCATICN PROGRAMS BEGINNING WITH THE FORMATION<br />
IN<br />
THE SINGAPORE COUNCIL FOR ADULT EDUCATICN IN [950 THE<br />
OF<br />
AIM WAS TC CONDUCT EVENING CLASSES FOR YOUTHS AND<br />
FIRST<br />
IN THE ENGLISH AND CHINESE LANGUAGES CLASSES WERE<br />
ADLLTS<br />
IN GOVERNMENT AND GOVERNMENT--AIDED SCHOOLS IN 195[,<br />
HELD<br />
WERE CONDUCTED IN ENGLISH, CHINESE, MALAY ANO TAMIL<br />
CLASSES<br />
WERE ALSO ORGANIZED AT HIGHER LEVELS THAN THE<br />
CLASSES<br />
SCHOOL LEVEL 1952 MANY COURSES WERE OFFERED IN<br />
PRIMARY<br />
TRAINING, ECONOMICS, FILM APPRECIATION, LABOR PROB-'<br />
SPEECH<br />
IRADE UNIEN[SM, SOCIAL PSYCHOLOGY, MUSIC APPRECIATION,<br />
LENS,<br />
CULTURE, AND MANY OTHERS. ADULT EDUCATION TEACHERS<br />
CHINESE<br />
TO BE TRAINED AND QUALIFIED ADULT EDUCATION WORK IN-'<br />
HAO<br />
A GREAT DEAL IN 1957 NEW CHANGES WERE INTRODUCED BY<br />
CREASED<br />
NEW POLITICAL PARTY IN I959 MALAY WAS MADE THE NATIONAL<br />
THE<br />
BY 1960 CLASSES IN ENGLISH, CHINESE, AND TAMIL<br />
LANGUAGE<br />
STATIC, BUT ENROLLMENT IN MALAY DROPPED STEEPLY<br />
REMAINED<br />
VILLAGE FROM A JCHCCL TO A TEN-ACRE CAMPUS<br />
LITERACY<br />
EDUCATION DIGEST VDL 28 NO JANUARY-MARCH 64, PP<br />
FOREIGN<br />
EDUCAIIONAL<br />
TRAINING,<br />
DIGEST DESCRIBES LITERACY ACHIEVEMENT IN INDIA AS<br />
THIS<br />
RESULT OF THE INITIATIVE CF A 72-YEAR OLD AMERICAN WOMAN,<br />
A<br />
MELTHY FISHER WHO STARTED A SMALL LITERACY CLASS AT<br />
MRS<br />
IN ALLAHABAD, INDIA, IN 1953 THE LITERACY HOUSE<br />
VERANDA<br />
TO LUCKNOW IN 1958 AND IT INCLUDES OFFICES, CLASSROOMS<br />
MOVED<br />
LIBRARY, AN OUTDOOR TEEATER, A WORKSHOP, A CAFETERIA,<br />
A<br />
HOSTELS, AND STAFF EUARTERS<br />
STbDENI<br />
MAIN PROGRAM IS FOR TRAINING OF TEACHERS WHO GO OUT<br />
THE<br />
TEACH THEIR ILLITERATE CITIZENS THESE MERCHANTS OF LIT-'<br />
TO<br />
COME FROM DIFFERENT WALKS DF LIFE STRESS IS DN<br />
ERACY<br />
LITERACY AND NOT MERELY ON ABILITY TO READ IM-'<br />
FUNCTIONAL<br />
OF AGRICULTURE HEALTH, CIVIL RIGHTS AND RESPON-'<br />
PROVEMENT<br />
ARE TAUGHT A SPECIAL KIT SUPPLIED BY CARE IS<br />
SIBILITIES<br />
GRANTS COME FROM FORD FOUNDATION AND OTHER EDUCATIONAL<br />
USED<br />
THE LITERACY HOUSE ALSO CONDUCTS 16 EXPERI-'<br />
ORGANIZATIONS<br />
ADULT SCHOOLS AND WORKSHOPS FOR RESEARCHERS<br />
MENTAL<br />
NYLEN, O STOUT, J A<br />
0181<br />
TRAINING IN AFRICA<br />
LEAOERSHIP<br />
LEADERSHIP VOL 14 NO MAY, 1965 PAGES<br />
ADLLT<br />
EDUCATION<br />
ARTICLE DISCUSSES THE SCOPE OF TRAINING GIVEN TO<br />
THIS<br />
IN GHANA, NIGERIA, UGANDA, TANGANYIKA AND KENYA<br />
LEADERS<br />
LEADERSHIP LABORATORIES, WORKSHCPS IN STAFF DEVEL-'<br />
THROUGH<br />
AND HUMAN RELATIDNS BEGUN IN 960 PARTICIPANTS IN<br />
DPMENT<br />
WORKSHOPS COME FROM GOVERNMENT, BUSINESS, EDUCATION, AND<br />
IHE<br />
SERVICE AFRICA NEEDS TRAINED LEADERShiP TO BIND<br />
COMMUNITY<br />
TECHNOLOGICAL DEVELOPMENT, NATURAL RESOURCES, AND<br />
TOGETHER<br />
TO PRODUCE DESIRABLE ECONOMIC AND SOCIAL DEVELOPMENTS<br />
LABOR<br />
LEADER MUSI BE TRAINED TO COPE WITH PROBLEMS OF<br />
THE<br />
TRADITIONAL VALUES AND SYSTEMS OF WORK AND IRADE<br />
BLENDING<br />
PRESENT REQUIREMENTS WITHOUT OISRUPTING THE SOCIETY HE<br />
WITH<br />
USE HIMSELF AND HIS PERSONAL RESOURCES AND MUST BE ABLE<br />
MUST<br />
WORK IN HARMONY WIIH OTHERS /HE CONIENT AND METHOD USED<br />
TO<br />
THE TRAINING INVOLVE PSYCHOLOGY, SOCIOLOGY, AND ANTHRO<br />
IN<br />
THE PROGRAM DOES NOT TELL PARTICIPANT WFAT TO CO BUT<br />
POLOGY<br />
104<br />
HELPS AND ENCOURAGES HIM TO ANALYZE HIS OWN PROBLEMS OF<br />
IT<br />
AN EFFECTIVE GROUP AND DEFIING PRACTICAL GOALS<br />
BUILDING<br />
HUNSARER, H C<br />
C182<br />
EDUCATION IN TURKEY<br />
ADLLT<br />
ADULT LEADERSHIP VCL 13 NO 9 MARCH 65 PP 281-282,<br />
ARTICLE ANALYZES THE GROWTH OF ADULT EDUCATION IN<br />
THIS<br />
SINCE THE ESTABLISHMENT OF THE REPUDLIC IN 1923 FOR<br />
TURKEY<br />
YEARS FOLLOWING THE ADOPTION OF THE NEW ALPHABET IN<br />
SIX<br />
CLASSES WERE MADE COMPULSORY FOR PERSCNS UP TO AGE<br />
1928,<br />
ATTACK ON ILLITERACY WAS REINFORCE IN I940 ILLITERACY<br />
THE<br />
DROPPED FROM 93 PERCENT IN 1920 TO 60 PERCENT IN 1960<br />
RATE<br />
AMONG FEMALES IS GREATER THAN AMONG MALES THE<br />
ILLITERACY<br />
OF 1960 SHCWED THAT MORE THAN 75 PERCENT OF FEMALES<br />
CENSUS<br />
46 PERCENT LF MALES WERE ILLITERATE THERE WAS AN IN-'<br />
AND<br />
DF PERCENT IN THE ILLITERACY RATE BETWEEN 1955<br />
CREASE<br />
1960 BECAUSE THE EOUCATION SYSTEM COULD NOT CATCH UP<br />
ANC<br />
INCREASE IN POPULATION<br />
WITH<br />
ARTICLE MAKES USE GF STUDY DONE BY DR EASTMDNC AND<br />
THE<br />
AND COMPARES LITERACY BY AGE GROUPS BETWEEN 1955<br />
ANALYZES<br />
1960 THE 25 PROVINCES IN EASTERN TURKEY WERE THE LEAST<br />
AND<br />
IT USES FIGURES TE COMPARE GENERAL EDUCATION LEV-'<br />
LITERATE<br />
AND EXPENDITLRES IN TURKEY AND UNITED STATES OF AMERICA<br />
ELS<br />
GILLETT, A N<br />
C183<br />
SCHOOLS IN THE PHILIPPINES<br />
COMMUNITY<br />
OF THE OXFORD LNIVERSITY INSTITUTE OF ECONOMICS AND<br />
BULLETIN<br />
VOL 26 NC AUGUST 64, PP 213-216<br />
STATISTICS,<br />
EDUCATION<br />
ECONOMICS<br />
ARTICLE ILLUSTRATES kITH MANY EXAMPLES HOW THE<br />
THIS<br />
SYSTEM IN THE PHILIPPINES HAS TURNED TO 8E VERY ECC-'<br />
SCHCDL<br />
TO THE CUMMLNITY ALL THE VILLAGE SCHOOLS FORMED INTO<br />
NOMIC<br />
SCHOOLS IN 1950 FOUR PRINCIPLES ARE USED BY EACh<br />
COMMUNITY<br />
THE SCHUOL DRAWS ON THE COMMUNIIY TO IMPROVE ITS<br />
SCHOOL<br />
IT CONDUCTS A SURVEY OF ThE NEEbS OF THE VILLAGE<br />
TEACHING<br />
SUCH FIELDS AS FARMING, hEALTH, HOME INDUSTRIES, RECREA-'<br />
IN<br />
IT ASSISTS THE COMMUNITY BY ENGAGING IN PRACTICAL AC-'<br />
TION<br />
TO MEET NEEDS AND IT BASES ITS CURRICULU ON THOSE<br />
TIVITIES<br />
IN ORDER TO FELP DIMINISH THE LACK CF PROTEINS, THE<br />
NEEDS<br />
STARTED REARING CF FAST-GROWING FISh, TILAPIA, AND<br />
SCFCOL<br />
PERSLADED VILLAGERS TO BEGIN FISH-FARMING THE<br />
SUCCESSFULLY<br />
HELP FARMERS TO KFEP THEIR PIGS UNDER CONTROL THE<br />
CHILDREN<br />
LEARN CITIZENSHIP FASIER BY DOING THIS SYSTEM<br />
CHILDREN<br />
WORK VERY WELL IN MANY DEVELOPING NATIONS<br />
WOLLD<br />
ANDREWS, R B<br />
CI8<br />
PLANNING FOR SMALL AREAS THE PLANNING PROCESS<br />
ECONOMIC<br />
ECONOMICS, VOL 39 NO AUGUST 63, PP 253-264<br />
LAND<br />
RURAL<br />
URBAN,<br />
ARTICLE DESCRIBES VARIOUS PHASES AND STEPS IN ECO-'<br />
THE<br />
PLANNING DF THE METROPOLITAN COUNTY, URBAN AND RURAL<br />
NOMIC<br />
THAT MIGHT COMPOSE THE PLANNING AREAS CF STATE<br />
COLNTIES<br />
CHARACTERISIICS OF ECDNEMIC OPTIMUM ARE ADJUSTMENT OR<br />
THE<br />
AND PERSONAL ECONOMIC WELFARE THE ATTAINMENT OF<br />
ADAPTATION<br />
LAIIER REQUIRES ECONOMIC BALANCE WITHI A AREA<br />
THE<br />
PROCESS CF ECOKOMIC PLANNING IS CIVIDEC INTO IN-'<br />
THE<br />
DEVELOPMENT, RESOURCE DEVELOPMENT, AND [NSTITU-'<br />
DUSTRIAL<br />
DEVELOPMENT INDUSTRIAL DEVELOPMENT PLANNING SHOULD<br />
TIONAL<br />
BASED ON A PRIERITY SYSTEM SUCH AS EXISTING ECONOMY DUN-'<br />
BE<br />
MATURE OGRE, SELECTED SUB-DOMINANTS, NEW INDUSTRY-FIRM<br />
INANT<br />
TO PRESENT INDUSTRY TYPES, AND DEVELOPMENT OF NEW<br />
ADDITIONS<br />
TYPES RESOURCE DEVELOPMENT INVOLVES LCCAL PHYSICAL<br />
INDUSTRY<br />
HUMAN RESOURCES, AND PHYSICAL ENVIRONMENT IN<br />
RESOURCES,<br />
DEVELOPMENT INVOLVES PROPERTY TAX ASSESSMENT<br />
STITGTICNAL<br />
LOCAL GOVERNMENT REORGANIZATION, STANDARDS CF PUB-'<br />
SYSTEMS,<br />
EDUCATION AND RESEARCH PROBLEMS CHART INCLUDED<br />
LIC<br />
EDITORIAL COMMIITEE<br />
0185<br />
IN THE LABCR MARKET<br />
EXPANSION<br />
RESERVE BLLLETIN, VEL 51-9, SEPTEMBER 1965 14 PP<br />
FEDERAL<br />
UNEMPLOYMENT<br />
ANALYSIS CF THE LABOR MARKET EMPHASIZES THAT<br />
THIS<br />
IN EMPLOYMENT IN 1965 HAVE BEEN THE LARGEST SINCE<br />
INCREASES<br />
EXPANSION BEGAN IN 1961 AND HAVE EXCEEDED THE GROWTH DF<br />
THE<br />
LABOR FORCE RESULTING IN THE LOWEST UNEMPLOYMENT RATE<br />
THE<br />
OCTOBER, 1957 WORKER SHORTAGES EXIST IN SOME SKILLS<br />
SINCE<br />
EMPLOYMENT GAINS ARE LARGER ABSOLUTELY AND HAVE<br />
THESE<br />
MAINTAINED LONGER THAN THEY WERE IN EARLIER POSTWAR<br />
BEEN<br />
EXPANSIONS THE WORKWEEK HAS BEEN LENGTHENED BY<br />
BUSINESS<br />
INDUSIRIES AS PRCOUCTION SCHEDULES INCREASE<br />
MANUFACIURING<br />
ACCELERATED GROWTH IN YOUNGER AGE BRACKETS AND SUMMER<br />
THE<br />
OPPORTUNITIES EXPANDED YOUTH EMPLOYMENT<br />
JOB<br />
IS DOWN TD 4 PERCENT OF THE TOTAL FORCE,<br />
UNEMPLOYMENT<br />
YOLTH AND NON-WHITE WORKERS STILL SHOW HIGH RATES<br />
BUT<br />
CONIINUING HIGH RATE DF PRODUCTIVITY GROWTE IS FURTHER<br />
THE<br />
BY STABLE LABOR COSTS HOWEVER, COLLECTIVE BAR-'<br />
STIMULATED<br />
DURING THIS EXPANSION HAS RESULTED IN COST DIFFER-'<br />
GAINING<br />
NEW BENEFITS, AND LONGER CONTRACIS CRAPHS<br />
ENCES,<br />
BEESLEY, L<br />
C186<br />
HEALTH SERVICES<br />
COMMUNITY<br />
INSURANCE NEWS, VDL 66 NC 5 SEPTEMBER, 1965 PAGES<br />
BESTS<br />
DISCLSSES NEED FOR COMPREHENSIVE COMMUNITY<br />
ARTICLE<br />
SERVICES AND CONSEQUENT FORMATION DF TEE NATIONAL<br />
HEALTH<br />
ON COMMUNITY HEALTH SERVICES, WHICH HAS THE GOAL<br />
COMMISSION<br />
DEFINING WHAT HAS TO BE CONE AND THE MOST EFFECTIVE MEANS<br />
OF<br />
ACCOMPLISHING IT<br />
OF<br />
HAVE ORGANIZED SIX TASK FORCES ENVIRONMENTAL<br />
THEY<br />
ORGANIZATION OF COMMUNITY HEALTH SERVICES, FINANCINC<br />
HEALTH,<br />
COMMUNITY HEALTH SERVICES, HEALTH MANPOWER, COMPREHENSIVE<br />
OF<br />
HEALTH SERVICE, AND HEALTH SERVICE FACILITIES THE<br />
PERSONAL<br />
ALSO SEEKS TO DEVELOP A BETTER UNDERSTANDING OF<br />
COMMISSION<br />
DYNAMICS OF CCMMUNITY BEHAVIOR AND TO GAIN THE ADVICE<br />
THE<br />
COUNSEL OF THE WIDEST POSSIBLE CROSS SECTION OF THE<br />
AND<br />
COMMUNITY AND PROFESSIONAL OPINION<br />
AMERICAN<br />
THLLIN, W B<br />
C187<br />
MOTIVATION--PLUS CR MINUS<br />
EXECUTIVE<br />
EXECUTIVE, VOL 33 NO 9, SEPTEMBER 1955, PAGES<br />
FINANCIAL<br />
MOTIVATION GOAL-PLANNING
DEFIRES MOTIVATIOR AS A STIMULUS THAT URGES AN<br />
ARTICLE<br />
TO TAKE SOME ACTION TOWARD AN OBJECTIVE FOCUSSED<br />
INDIVIOGAL<br />
HIS FIELD MOTIVATION CAR EITHER BE PLUS, MINUS, OR<br />
IN<br />
WITH THE ABSENCE OF A MINUS BEING MERELY NEUTRAL<br />
NELTRAL<br />
PRLBLEM THEN IS TO PROMOTE THE PLUS AND NOT MERELY<br />
THE<br />
THE MINUS MOTIVATION<br />
PREVENT<br />
MLST BE CENTERED AROUND THE JOB ITSELF AND<br />
MOTIVATION<br />
ON JOB SURROLNDINGS TO BE A PLUS AND THE TECHNIQUE TO BE<br />
NOT<br />
IS SELF-INCENTIVE EMPLOYEES WILL DEVELOP SELF-INCEN-'<br />
USED<br />
THROUGH PARTICIPATION IN GOAL-PLANN[NG ACTIVITIES THE<br />
T[VE<br />
PLUS COMES FROM THE JOB ITSELF, THE BIG MINUS COMES FROM<br />
BIG<br />
AROUND THE JOB<br />
CONDITIONS<br />
÷APANEK, G F BURESHI, M A<br />
OIBB<br />
USE OF ACCOURTING PRICES IN PLANNING<br />
THE<br />
SCIENCE, TECHNOLOGY, AND DEVELOPMENT, VCL 8, 1962, IT PAGES<br />
PAPER DISCUSSES THE OPERATIONAL USE ARD SIGNIEI-'<br />
THIS<br />
CF ACCOUNTING PRICES, ILLUSTRATING WITH EXAMPLES FROM<br />
CANCE<br />
THE ACCOLNTING PRICES ARE USED IN ECONOMIC CALCU-'<br />
PAKISTAR<br />
WHERE MARKET PRICES ARE INAPPROPRIATE TO EXPRESS<br />
LATIONS<br />
AND SOCIAL VALUES THE PRICES AIM AT ELIMINATING<br />
ECCNOMIC<br />
DIFFICULTY ARISIRG FROM THE WIDESPREAD DIFFERENCES BE-'<br />
THE<br />
MARKET PRICES OF FACTORS OF PRODUCTION AND THEIR MAR-'<br />
TWEEN<br />
PRODUCTIVITY IN THE DEVELOPING ECONOMIES<br />
GINAL<br />
SYSTEM IS LIFFICULT TC EXPLAIN, JUSTIFY, CALCULATE,<br />
THE<br />
IMPLEMENT THE LSERS SHOULD CONSIDER EFFECT OF INTEREST<br />
AND<br />
ON THE SLPPLY AND GERARD OF CAPITAL, SOCIAL TIME ERE-'<br />
RATES<br />
AND MARGINAL PRODUCTIVITy OF LABOR THE PURCHASING<br />
FERENCE,<br />
PARITY THEORY, FOREIGN EXCHANGE, COMPARISCN OF NAT-'<br />
POWER<br />
ARD INTERNATIONAL WAGES, AND PROFITABILITY OF EXPORTS<br />
IONAL<br />
IMPORTS SHOULD BE NOTED THE GOVERRMENT COULD USE DIRECT<br />
AND<br />
INDIRECT CONTROLS AND INSTRUCTIONS TO IMPLEMENT THE<br />
AND<br />
EFFECTS OF TFE METHOD ARE REALIZED IN TEE LONG RUN<br />
SCHEME<br />
PESHKIN, A<br />
C189<br />
OF EDLCATICNAL INVESTMENT<br />
DILEMMAS<br />
REVIEW CF EDUCATION, VOL I0 NO 3, 1964<br />
INTERNATIONAL<br />
355 357<br />
PP<br />
PLANS, EDUCATION<br />
PSYCHDLOGICALr<br />
ARTICLE EMPHASIZES THAT EDUCATION COMPETES WITH<br />
THIS<br />
OEVELOPMENT SECTORS FCR ATTENTION AND SCARCE CAPITAL<br />
OTHER<br />
THE DEVELOPING COUNTRIES THE CITIZEN, PRIEST, POLITICIAN<br />
IN<br />
SCIENTIST, ECONOMIST, AND EDUCATOR DEMAND EDUCA-'<br />
POLITICAL<br />
MORE THAN ANY OTHER IRSTITCTIGR IN THE SOCIETY<br />
TION<br />
TRADITIONAL SYSTEM OF LITERAL AND URBAN PHENOMENON<br />
THE<br />
WITH THE REFORMERS PLANS FOR TECHNICAL, AGRICUL-'<br />
CORFLICTS<br />
AND RURAL DEVELOPMENT EDUCATION IS IDENTICAL WITH<br />
TURAL,<br />
IN THE DEVELOPING AREAS OF AFRICA AND SIA THERE<br />
ELITEDOM<br />
ALSO DEMAND FOR MORE AND MORE GENERAL EDUCATION THAT<br />
IS<br />
BENIFIT THE PUBLIC DEMANDS ALSO CALL FOR CHANGES IN<br />
COULD<br />
SPIRIT OF THE SCHOOL AND IN THE INTRODUCTION OF PARTI-'<br />
THE<br />
COURSES, WHILE ANOTHER IS EMOTIONAL AND PSYCHOLOGICAL<br />
CULAR<br />
CHARACTER PRIDE IN BUILDING NEW UNIVERSITIES<br />
IN<br />
WILLIAMS, L K<br />
OlgO<br />
CCRRELATES DF RISK TAKING<br />
SOME<br />
PSYCHOLOGY, VCL I8 NO 3, AUTUMN 1965, I3 PAGES<br />
PERSONNEL<br />
DECISILN-MAKING<br />
WITH DECISION-MAKIRG PROCESSES HAS CREATED NEEE<br />
CONCERN<br />
IDENTIFY INDIVIDLAL ORIENTATIONS TOWARD DECISION MAKING<br />
TO<br />
THE ASSbMPTIOR OF RISK THE FIVE STUDIES REPORTED<br />
INCLUDING<br />
ARE A SERIES OF ATTEMPTS I0 RELATE A MEASURE OF RISK--'<br />
HERE<br />
PROPENSITY, THE JOB PREEERENCE INVENTORY, TO VARIOUS<br />
TAKING<br />
AND BEHAVIORS WITHIN AN INDUSTRIAL ENVIRONMENT<br />
ATTIILDES<br />
JOB PREFERENCE INVENTORY CONSISTS OF EIGHT PAIRS OF<br />
THE<br />
CONCERNING ALTERNATIVES OF JOB PREFERENCE SCORING<br />
ITEMS<br />
ASSIGNMENT CF A WEIGHT OF FOR EACH RISK ALTERNA-'<br />
INVOLVES<br />
CHOSEN AND 0 FOR EACH RON-RISK ALTERNATIVE<br />
TIVE<br />
WAS FOUNO THAT HIGH RISK TAKERS ARE MORE LIKELY TO<br />
IT<br />
FOR AND OBTAIN JOB OPPORTUNITIES WHICH THEY THINK WILL<br />
LOCK<br />
MORE SATISFYING LOW RISK TAKERS WERE MORE CONCERNED WITH<br />
BE<br />
EXTRINSIC CHARACTERISTICS OF THE WORK, AND FIGH RISK<br />
THE<br />
WITH THE INTRINSIC CHARACTERISTICS USE OF TH,S MEA<br />
TAKERS<br />
ALLOWS CONSIDERATION OF IRDIVIDUALS AND ORGANIZATIONAL<br />
SURE<br />
IN THE SAME VARIABLE LANGUAGE TABLE<br />
EVENTS<br />
JONES, O H CARRON,<br />
CI91<br />
OF A READING DEVELOPMENT PROGRAM FOR SCIENTISTS<br />
EVALUATION<br />
PSYCHOLOGY, VOL 18 NO 3, AUTUMN IgBS, 14 PAGES<br />
PERSONNEL<br />
TRAINING<br />
STUDY CONCERNS LONG-TERM EVALUATION OF A PROGRAM<br />
THIS<br />
IMPROVE THE REAOING SKILLS OF 114 SCIENTISTS AND ENGIN-'<br />
TO<br />
IN AN INDUSTRIAL RESEARCH LABORATORY, STRESSING THE<br />
EERS<br />
OF REAOING GAINS AND EFFECTIVENESS OF MACHINE VS<br />
PERMANENCE<br />
METHODS OF TRAINING<br />
NONMACHINE<br />
FOR 2 OF THE SUBJECTS WAS ACHIEVED ITH THE<br />
TRAINING<br />
OF MECHANICAL EQUIPMENT THE OTHERS WERE TRAINED BY A<br />
AID<br />
METHOD EQUATED FORMS OF THE DIAGNOSTIC READ-'<br />
BOOK-CENTERED<br />
TESTS WERE USED AS A CRITERIA OF SUCCESS.<br />
ING<br />
PARTICIPANTS GAINED SIGNIFICANTLY IN RATE, COMPRE-'<br />
ALL<br />
AND INDEX BY THE END LF THE PROGRAM FOLLOW-UP,<br />
HERSICN,<br />
MONTHS LATER, SHOWED THE SUPERIORITY OF BOOK-CEN-'<br />
EIGHTEEN<br />
TRAINING<br />
TERED<br />
TABLES<br />
SIEGEL, A PFEIFFER, M. G<br />
0192<br />
CONGRUENCE IN CRITERION DEVELOPMENT<br />
FACTORIAL<br />
PSYCHOLOGY, VCL 18 NC 3, AUTUMN 1965, 11 PAGES<br />
PERSONNEL<br />
JOB-ANALYSIS, ELECTRONICS-TECHNICIAN<br />
SELECTION,<br />
PERFORMANCE-JOB<br />
STUDY WAS DESIGNEC TC DETERMINE THE DIMENSIONS OF<br />
THIS<br />
JOB CONSTELLATION OF THE JOURNEYMAN AVIATION ELECTRONICS<br />
THE<br />
AS PERCEIVED BY THEM, COMPARE THIS JOB STRUCTURE<br />
TECHNICIAN<br />
THAT OF THE SUPERVISORY PERCEPTIONS OF THE JCURNEYMANS<br />
TO<br />
ANO INVESTIGATE THE UTILITY OF THE METHOD EMPLOYED A<br />
JOB,<br />
FOR ESTABLISHING PERCEPIUAL HOMOGENEITY OR HETERO-'<br />
METHOD<br />
HAS IMPORTANT IMPLICATIONS FCR JOB ANALYSIS, TRAINING<br />
GENITY<br />
AND SELECTION STUDIES<br />
PROGRAMS,<br />
STUDY WAS DONE BY DEVELOPING A LIST CF TASKS PER-'<br />
ThE<br />
BY JOURNEYMEN, SUBMIITING THE LIST TO JOURNEYMEN TO<br />
FORMED<br />
ESTIMATES OF SIMILARITY, AND FACTOR ANALYSIS OF THE<br />
OBTAIN<br />
DATA THESE FACTORS WERE THEN COMPARED TO THOSE<br />
RESULTANT<br />
IN A PREVIGUS STUDY OF SUPERVISORY PERSONNEL<br />
ISOLATED<br />
PERCEPTLAL DIMENSIONS OF THE JOB AS VIEWED BY<br />
THE<br />
SEEM CONGRUENT WITH THOSE OBTAINED FROM SUPER<br />
JOURNEYMEN<br />
THE METHOD HAS POTENTIAL FOR ESTABLISHING PERCEPTUAL<br />
VOSCRS<br />
AND MEANINGFULNESS CF JOB PERFORMANCE CRITERIA<br />
GERBRALITY<br />
FLEISHMAN, A<br />
C193<br />
VERSUS SKILL FACTORS IN WORK GROUP PRODUCTIVITY<br />
ATTITUDE<br />
PSYCHOLEGY, VOL IB NC 3, AUTUMN 1965, I PAGES<br />
PERSONNEL<br />
WORK GROLP SITLATION INVCLVING PERIODIC WORK CHANGES<br />
A<br />
IRTO THE PRODUCTION PROCESS OFFERS AR OPPORTUNITY TO<br />
BUILT<br />
MANY BASIC CUESTIGNS CF HUMAN BEHAVIOR IN THE INDUST-'<br />
STUDY<br />
ENVIRONMENT SINCE RECURRENT CHANGE IN WORK PATTERNS<br />
RIAL<br />
EXPERIMENTAL DESIGNS NOT FEASIBLE IN ROUTINE, STABLE,<br />
ALLOWS<br />
OPERATIONS THIS ARTICLE DESCRIBES RESEARCH DONE<br />
PRODUCTION<br />
A DRESS MANUFACTLRING COMPANY<br />
IN<br />
EACH STYLE CHANGE TFERE IS A RESULTANT CROP IN PRO-'<br />
AT<br />
WITH A LOSS IN INCOME TO WGRKERS PAID ON A PIECE<br />
DUCTTON,<br />
AND PROFIT FOR MANAGEMENT THIS SIUDY INVOLVES THE<br />
RATE,<br />
OF WHETHER THE DROFARD RECOVERY IS DUE TO ATrITUDE<br />
QUESTION<br />
OR TG SKILL LEARNING FACTORS.<br />
FACTORS<br />
PROVIDED BY THE STUDY IS IN FAVOR OF AN ATTI<br />
EVIDENCE<br />
INTERPRETATION RATHER THAN A SKILL RELEARNING ONE SINCE<br />
TUOE<br />
IS ALREADY VERY HIGH AND THERE IS A HIGH TRANSFER EF<br />
SKILL<br />
FROM ONE STYLE TO ANOTHER FURTHER STUDY DN MECHANISMS<br />
FECT<br />
GOAL SETTING AND PARTICIPATION IS PLANNED GRAPHS<br />
OF<br />
THOMAS, 0 P<br />
0194<br />
AND THE INDIVIDUAL<br />
TECHNOLOGY<br />
VOL Q2 NO 5, SEPTEMBER-UCTOBER 1965, PAGES<br />
PERSONNEL,<br />
EDCCATIOII<br />
TRAINING,<br />
IS CONVINCED THAT THE INDIVIDUALS HORIZONS CAN<br />
THOMAS<br />
BROADENED BY ThE NEW TECHRCLUGY IF WE CAN CAPITALIZE ON<br />
BE<br />
ABILITY TO PERCEIVE CHANGE AND MOLD HIS ENVIRONMENT,<br />
HIS<br />
THAN BE MOLDED BY IT INSTEAD OF PLANNING HOW WE CAN<br />
RATHER<br />
THE TECHNOLOGICAL FUTURE, WE SHOULD PLAN WAYS TO<br />
COMBAT<br />
AND DEVELOP IT EDUCATIGN IS THE GRAVEST PROBLEM, AND<br />
CREATE<br />
IS AN IRRITART<br />
AUIOMATION<br />
REQLIRES APPLIED IMAGINATION, ANO THEREFDRE<br />
PROGRESS<br />
BE ACHIEVED WITHOUT PEOPLE BUSINESS HAS SHIFTED<br />
CANNOT<br />
TO THE MARKETING CONCEPT, THUS CREATING A DEMAND FOR<br />
PHASIS<br />
TO DEVELCP NEW KNOWLEDGE AND USE IT HOWEVER,<br />
INDIVIDLALS<br />
PACE OF TECHNOLOGICAL PROGRESS HAS CREATED EDUCATIONAL<br />
THE<br />
OBSOLESCENCE<br />
MUST ASSUME RESPONSIBILITIES IN PRODUCING<br />
MANAGEMENT<br />
INDIVIDUAL WHO, IHROUGH EOUCATION TRAINING, AND CEVEL-'<br />
THE<br />
CAN REACH THE LEVEL OF COMPETENCE NEEDED<br />
DPMENT,<br />
MICHAEL, M<br />
0195<br />
SITUATIONS IN PERFORMANCE COUNSELING<br />
PROBLEM<br />
VOL 2 NL 5, SEPTEMBER-OCTOBER 1965, PAGES<br />
PERSONNEL,<br />
TREND TOWARD RESULTS-ORIENTED APPRAISALS HAS GIVEN<br />
THE<br />
EMPHASIS 10 THE MANAGERS COUNSELING SKILLS THIS<br />
ADDED<br />
GIVES SUGGESTIONS ON HOW TO HANOLE SOME TYPICAl COUN-'<br />
TICLE<br />
PROBLEMS<br />
SELING<br />
PREREQUISITE FOR EVERY SESSION IS A CAREFUL REVIEW OF<br />
A<br />
EMPLOYEES PERSONAL RECORD THE SESSION ITSELF SHOULD BE<br />
THE<br />
IN A RELAXED ENVIRONMENT THE BOSS SHOULD STRIVE, USING<br />
HELD<br />
QUESTIONING, TC GAIN THE EMPLOYEES MAXIMUM<br />
NONEIRECTIVE<br />
FEATURES OF THE DISCUSSION SHOULD BE SUMMAR-'<br />
PARTICIPATION<br />
AT THE END<br />
IZED<br />
TWO COUNSELING SESSIONS WILL FOLLOW THE SAME COURSE<br />
NO<br />
SOME BASIC SIMILARITIES EXIST MICHAEL LISTS 0 COMMON<br />
BUT<br />
INVOLVING EMPLOYEE ATTITUDES AND ACTIONS THAT MAY<br />
SITUATIONS<br />
SUCH AS ACCEPTANCE OR NON-ACCEPTANCE F AN EVALUATION<br />
OCCUR<br />
FOR PROMOTION OR FINANCIAL REWARD COMPLETE AG-'<br />
EAGERNESS<br />
WITH SUSPICIOUS READINESS, SHIFI OF BLAME TO OTHERS,<br />
REEMENT<br />
OF TEMPER, RESENTFUL OR PASSIVE ATTITUDES, ETC<br />
LOSS<br />
BASSETT, G A. HAWK, H<br />
0196<br />
AND DYSFLNCTION IN THE ORGANIZATION<br />
FUNCTION<br />
VOL 2 NC 5, SEPTEMBER-OCTOBER 1965 9 PAGES<br />
PERSONNEL,<br />
COUNSELING<br />
THE PREROGATIVES OF LINE AND STAFF WORK AT CROSS<br />
OFTEN,<br />
THE PROBLEM IS HOW TO MAKE THEM MESH AND THUS<br />
PURPOSES<br />
THE HEALTH CF THE ORGANIZATION THE TECHNIQUE OF<br />
PROMOTE<br />
ANALYSIS PROVIDES A MEANS FOR IDENTIFYING, AND<br />
FURCTIONAL<br />
CONTROLLING, THE HUMAR CONDITIONS THAT GEl IN THE WAY<br />
HENCE<br />
ORGARIZATIONAL EFFECTIVENESS<br />
OR<br />
OF FUNCTIORAL ANALYSIS CALLS FOR AN OBJEC-'<br />
APPLICATION<br />
OBSERVER WHOSE AIM IS TO DEFINE THE CONSEQUENCES DF THE<br />
TIVE<br />
OF ALL PARTIES TO IHE PROBLEM LOGICALLY, THE<br />
BEHAVIOR<br />
FOR APPLYING FUNCTIORAL ANALYSIS SHOULD BE VESTED<br />
AUTHORITY<br />
THE PERSONNEL DEPARTMENT THE GREATEST POTENTIAL CONTRI-'<br />
IN<br />
OF THE PERSORNEL DEPARTMENT LIES IN THE PROVISION CF<br />
BUTTON<br />
LINES OF COMMUNICATION ENABLING INFORMATION TC<br />
SUPPLEMENTARY<br />
IN ALL OIRECTIONS BY RE-ORIENTING ITSELF TO ORGANIZA-'<br />
FLOW<br />
OBJECTIVES, IT CAN COUNSEL MANAGERS AND EMPLOYEES HOW<br />
TIDNAL<br />
RECONCILE THEIR PERSONAL OBJECTIVES WITH ORGANIZATIONAL<br />
TO<br />
GOALS<br />
JENSEN, J<br />
C197<br />
TO GET STARTED CN SUPERVISORY TRAINING<br />
HOW<br />
PERSONNEL, VOL 2 NO 5, SEPTEMBER-OCTOBER 1965, 6 PAGES<br />
WAY A TRAINING PROGRAM IS INTRODUCED IS A VITAL<br />
THE<br />
IN ULTIMATE SUCCESS JERSEN GIVES SOME GUIDEPOSTS<br />
FACTOR<br />
TRAINERS SHOULD BEAR IN MIND<br />
THAT<br />
STRATEGY IN INTRODUCING AND RUNNING A SUPERVI-'<br />
CAREFUL<br />
TRAINING PROGRAM IS AS IMPORTANT AS ITS CORTENT THE<br />
SORY<br />
GROUP SHOULD BE ACTIVELY INVOLVED IR THE EARLY<br />
SUPERVISORY<br />
OF PROGRAM PLARNING ALL TRAINING MATERIAL SHOULD BE<br />
STAGES<br />
PRETESTED TO ASSURE ACCEPTANCE BY TRAINEES AT-'<br />
CAREFULLY<br />
AT TRAINING SESSIORS SHOULD BE VOLUNTARY A TRAIN-'<br />
TENDANCE<br />
PROGRAM SHOULD GROW AND DEVELOP ON THE BASIS OF SUCCESS,<br />
IG<br />
BEGIRNINGS BEING BEST TOP AND MIDDLE MARAGEMENT IN-'<br />
MODEST<br />
SHOULD BE MAINTAINED THROUGH REGULAR REPORTS EMPHA-'<br />
TEREST
THE RELATIONSHIP BETWEEN IRAINING, PROBLEM SOLVING,<br />
SIZING<br />
PROFIT MAKING.<br />
AND<br />
WORTMAN, M S JR. LOTHANS, F<br />
01g8<br />
EVIDENCE ON CONTRACT CLAUSES BANNING DISCRIMINATION.<br />
NEW<br />
VOL 42 NO 5, SEPTEMBER-OCTOBER I965, 5 PAGES<br />
PERSONNEL,<br />
PREJUDICE<br />
FINDINGS OF THIS SURVEY INDICATE THAT PROGRESS IS<br />
THE<br />
MADE IN MAKING NONDISCRIMINATION AN INTEGRAL PART OF<br />
BEING<br />
LABOR CONTRACT, AS COMPARED TO A PREVIOUS STUDY MADE OF<br />
THE<br />
PAUL MANUFACTURING FIRMS BY THE AUTHORS<br />
MINNEAPOlIS-ST<br />
RANDOM SAMPLE OF MANUFACTURING FIRMS IN IOWA WAS THE<br />
A<br />
OF THE STLDY THEIR UNION CONTRACTS WERE ANALYZED AS<br />
SUBJECT<br />
THE INCLUSION OF ANTIDISCRIMINATION CLAUSES AND COMPANY<br />
TO<br />
THE CLASSIFICATION OF THESE CLAUSES ACCORDING TO IN-'<br />
SIZE,<br />
UNION REPRESENTATION, AND GEOGRAPHICAL LOCATION, AND<br />
DUSIRY<br />
SPECIFIC TYPES OF BIAS THAT WERE BARRED BY THE CLAUSES.<br />
THE<br />
OF THE CONTRACTS HAD A CLAUSE SPECIFICALLY<br />
ONE-THIRD<br />
PREJUDICE IN HIRING AND PROMOTION BECAUSE OF<br />
PROHIBITING<br />
COLOR, CREED, POLITICAL AFFILIATION, NATIONAL ORIGIN,<br />
RACE,<br />
SEX IF MOST OF THESE BASES FOR NONDISCRIMINATION WERE<br />
OR<br />
THE CLAUSE WAS INCLUDED IN THE STUDY<br />
MENTIONED,<br />
TABLE.<br />
PAZER H PRIEST, D. A<br />
Olgg<br />
FACTOR IN IOTAL QUALIIY CONTROL<br />
HUMAN<br />
PERSONNEL JOURNAL, VOL 44 NO g, OCTOBER 1965, 3 PAGES<br />
TOTAL QUALITY CONTROL PROGRAM, CAPABLE OF ACHEIVING<br />
A<br />
GOAL OF MAXIMUM UTILIZATION OF RESOURCES, REQUIRES THE<br />
ITS<br />
EFFORTS OF THE ENTIRE MANAGEMENT TEAM IHE HUMAN<br />
INTEGRATED<br />
THE NECESSARY EMPHASIS ON INDIVIDUAL INTERACTION,<br />
FACTOR,<br />
FOR THE ABILITIES AND FACILITIES OF IHE PERSONNEL<br />
CALLS<br />
RECTOR<br />
LINE SELECTION THROUGH SYSTEM STARTUP, THE CON-'<br />
FROM<br />
INTERACTION BETWEEN THE GROUPS WHO COMPRISE THE<br />
TINOOUS<br />
ORGANIZATION SHOULO BE RELATED TO THE STEPS IN<br />
INDUSTRIAL<br />
DEVELOPMENT. THE SUCCESS OF THE QUALITY CONTROL<br />
PROGRAM<br />
DEPENDS ON THE CONTINUATION OF THIS TEAM SPIRIT<br />
PROJECT<br />
MUST BE USED TO CONTROL PROGRAM OEVELOPMENT AND<br />
MEETINGS<br />
AS A SCHEDULEO PART DF THE LINE OPERATION WITHOUI<br />
CONTINUED<br />
AND CONTROL OF THE HUMAN FACTOR, TOTAL QUALITY<br />
CONSIDERATION<br />
CANNOT SUCCEED<br />
CONTROL<br />
ZIESSOW, B W.<br />
0200<br />
BY EXCEPTION THROUGH INFORMATION PROCESSING<br />
MANAGEMENT<br />
PROCESSING VOL 7-10, OCTOBER 1965, 4 PAGES<br />
DATA<br />
INCREASE OF THE USE OF COMPUTERS AND THE RAPID<br />
THE<br />
IN COMPLTER TECHNOLOGY IS THE RESULT OF MANAGE<br />
ADVANCEMENT<br />
DEMAND FOR INFORMATION. HOWEVER, SOME FEEL THAT DATA<br />
MENTS<br />
SYSTEMS PROVIDE TOO MUCH 0ETAIL WHOSE COST IS<br />
PROCESSING<br />
A SOLUTION TO THIS PROBLEM IS MANAGEMENT BY<br />
UNJUSTIFIED<br />
A CONCEPT OF NOT PRINTING REPORTS DESCRIBING<br />
EXCEPTION,<br />
BUSINESS TRANSACTIONS. IT IS SOMETIMES DIFFICULT TO<br />
NORMAL<br />
SINCE MANAGEMENT FREQUENTLY WANTS THE WHOLE STORY<br />
ACHIEVE<br />
OF THE APPLICATIONS OF THE USE OF THE PRINCIPAL OF<br />
SOME<br />
BY EXCEPIION WHICH ARE PRODUCING REAL BENEFITS<br />
MANAGEMENT<br />
IN PRODUCTION SCHEDULING CONTROL, EFFICIENCY REPORTING,<br />
ARE<br />
CONTROL, INVENTORY CONTROL REPORTING, MACHINE DOWN<br />
QUALIIY<br />
REPORTING AND CRITICAL PATH METHOD ALL OF THESE AP<br />
TIME<br />
ALLOW THE COMPUTER TO MAKE THE DECISIONS THE JOB<br />
PLICATIONS<br />
TO UTILIZE THE INFORMATION POTENTIAL OF THE COMPUTER IN A<br />
IS<br />
TO GIVE MANAGEMENT THE GREATEST BENEFIT<br />
WAY<br />
DAVENPORT, W.<br />
0201<br />
TOUCH-TCNE<br />
PROCESSING, VOL 7-10, OCTOBER 1965, 3 PAGES<br />
DATA<br />
REMOTE-TERPINAL, TELEPHONE, DATA-PHONE<br />
EDP,<br />
TOUCH-TONE TELEPHONE IS FINDING EVER-INCREASING USE<br />
THE<br />
THE KEY INGREDIENT OF LOW-COST DATA COLLECTION AND MAN<br />
AS<br />
INFORMATION SYSTEMS. THE MAIN INGREDIENT OF THIS<br />
AGEPENT<br />
IS THE IOUCH TONE TELEPHONE. THE ONLY POWER NEEDED IS<br />
SYSIEM<br />
GENERATED BY THE TELEPHONE LINE.<br />
THAT<br />
EQUIPMENT CONSISTS OF A DATA SUBSET= COOE<br />
RECEIVING<br />
AND BUSINESS MACHINE WHICH MAY BE A COMPUTER, OR<br />
TRANSLATOR,<br />
THE FLEXIBILITY OF A TOUCH-TONE DATA GATH-'<br />
TELETYPE-WRITER<br />
SYSTEM MAKES IT EASILY ACAPTABLE TO APPLICATIONS OF<br />
ERING<br />
DEGREE OF COMPLEXITY AND SIZE ITS EASE OF USE PORTA<br />
ANY<br />
LOW COST, VERSATILITY, AND EASY INSIALLATION HAVE<br />
BILITY,<br />
THIS SYSTEM AN ECONOMIC BREAKTHROUGH IT CAN EASILY BE<br />
MADE<br />
INTO EXISTING SYSTEMS WITH LITTLE COST TRANSMITTERS<br />
TIED<br />
BE OPERAIED MANUALLY OR WITH PUNCHED CARD-DIALER CARDS<br />
CAN<br />
CONCEPT MAY SOON INITIATE A NATION-WIDE COMPLEX OF DATA<br />
THIS<br />
GATHERING<br />
BRANDEIS, P<br />
0202<br />
COMPREHENSIVE LOOK AT MAGNETIC TAPE REHABILITATION.<br />
A<br />
DATA PROCESSING, VOI 7-10, OCIOBER 1965, 5 PAGES<br />
TAPE REHABILITATION INCLUOES TECHNIQUES OF<br />
MAGNETIC<br />
CLEANING, RECERTIFICATION FORMAT CONVERSION, AND RE-'<br />
TAPE<br />
THE PURPOSE OF REHABILITATION IS TO INCREASE COMPUTER<br />
PAIR<br />
EFFICIENCY THROUGH ELIMINATION OF LOST TIME AND<br />
OPERATING<br />
DUE TO TAPE ERROR.<br />
DATA<br />
CLEANING TECHNIQUES ARE CONCERNEO ABOUT THE HEIGHT<br />
TAPE<br />
THE DIRT AND CLEAN BY SCRAPING THE TAPE SURFACE TAPE<br />
OF<br />
INVOLVES CHANGING THE NUMBER OF TAPE CHANNELS BY<br />
CONVERSION<br />
TAPE CONDITION CAN BE DETERMINED AND TAPE CAN BE<br />
TESTING<br />
FOR REPAIR OR REPLACEMENI TESTING IS PERFORMEO<br />
CLASSIFIED<br />
REAOING AND WRIIING ON THE TAPE.<br />
BY<br />
ORGANIZATION CAN DETERMINE REHABILITATION TIMES<br />
LIBRARY<br />
ROIATIONAL APPROACH CYCLES TAPES THROUGH REHABILITATION<br />
THE<br />
A YEAR. THE IMMEDIATE PLANNED USAGE METHOD REHABILI<br />
IWICE<br />
TAPES JUST PRIOR TO USE. THE EFFECT OF TAPE REHABIL-'<br />
TRIES<br />
IS NOT ONlY INCREASED EFFICIENCY BUT IS A COST<br />
TATION<br />
SAVINGS.<br />
TRIMBLE, G* R.<br />
0203<br />
A COMPUTER TO SIMULATE A COMPUTER.<br />
USING<br />
PROCESSINGt VOL 7-10, CCTCBER 1965, 6 PAGES<br />
DATA<br />
OF THE MORE EXOTIC APPLICATIONS OF DIGITAL COMPUTER<br />
ONE<br />
SIMULATING A COMPUTER ON AN ENTIRELY DIFFERENT COMPUTER<br />
IS<br />
IS VERY USEFLL DURING COMPUTER INSTALLATION REPLACE-'<br />
THIS<br />
TWO SIMULATION OBJECTIVES ARE THAT THE SIMULATOR MUST<br />
MENTS<br />
DUPLICATE FUNCTIONS OF THE MACHINE BEING SIMU-'<br />
ACCURATELY<br />
AND EVERY ADVANTAGE MUST BE TAKEN TC INCREASE SIMU-'<br />
LATED,<br />
SPEED<br />
LATION<br />
SECTION OF THE SIMULATED COMPUTER MUST BE REPRE<br />
EACH<br />
BY USING SPECIFIC REGISTERS OR SUBROUTINES THE MOST<br />
SEATED<br />
PROBLEM IS SIMULATION OF INPUT-OUTPUT FACILITIES<br />
DIFFICULT<br />
FOR DEBUGGING OPERATIONS REQUIRE AODITIONAL CON<br />
SIMULATORS<br />
INFORMATION.<br />
TROL<br />
MANY COMMON CHARACTERISTICS OF COMPUTERS CAN BE<br />
THE<br />
USING GENERALIZED SUBROUTINES. A SIMULATION GEM-'<br />
SIMULATED<br />
CAN BE USED TO PRODUCE SPECIFIC SUBROUTINES TO SIM-'<br />
ERAIOR<br />
SPECIFIC CHARACTERISTICS EMULATION IS A RECENT MEANS<br />
ULATE<br />
FACILITATING SIMULATION LSING COMPUIER HARDWARE FEATURES<br />
OF<br />
SAVOIE, L M.<br />
0204<br />
CONTINUING EDLCATION DROP-OUT, AN INCREASINC PROBLEM<br />
THE<br />
WATERHOUSE REVIEW, VDL 10-2, SUMMER 1965, 4 PAGES<br />
PRICE<br />
TRAINING<br />
UNEMPLOYMENT AND INADEQUATE EDUCATION IN BUST<br />
SEVERE<br />
CONTRIBUTE TO THE PROBLEM OF THE CONTINUING EOUCATION<br />
MESS<br />
OUT THE MAN WHO DOES NOT CONTINUE HIS EDUCATION OUR<br />
DROP<br />
HIS CAREER SAVOIES CONCEPT OF CONTINUING EDUCATION<br />
ING<br />
GRADUATE PROGRAMS, VOCATIONAL TRAINING, CORPORATE<br />
INCLUOES<br />
PROGRAMS, NIGHT SCHOOL, CORRESPONDENCE COURSES, AND<br />
TRAINING<br />
THESE OPPORTUNITIES FLOURISH TODAY MORE THAN EVER<br />
READING<br />
HUGE INCREASES IN BUSINESS RESOURCES HAVE BEEN DE-'<br />
BEFORE.<br />
TD EDUCATION<br />
VOTED<br />
IS A VITAL NECESSITY FIRST IT IS A MEANS OF<br />
EDUCATION<br />
AHEAD. SECOND WITH TODAYS TECHNOLOGICAL CHANGES<br />
GETTING<br />
GREAT DEAL OF EOUCATION IS NEEDED JUST TO STAY EVEN.<br />
A<br />
THERE IS A NEED FOR CONTINUING EOUCATICN APART FROM<br />
THIRD,<br />
REQUIREMENTS II RELATES TO INDIVIDUAL SELF-FULFILLMENT<br />
JOB<br />
TO CULTIVATING INTERESTS FOR A FULLER LIFE EDUCATION IS<br />
AND<br />
AS A WAY OF THINKING TO ENABLE US TO SOLVE PROBLEMS,<br />
NEEDED<br />
TECHNIQUES, AND APPROACH PROBLEMS WITH CREATIVITY<br />
LEARN<br />
JAQLES, ELLIOT<br />
C205<br />
MANY MANAGEMENT LEVELS<br />
TOO<br />
MANAGEMENT REVIEW, VOL 8, I, FALL 1965, 8 PAGES<br />
CALIFORNIA<br />
ABILITIES<br />
ROLE<br />
COMPANIES TODAY SUFFER FROM HAVING TOO MANY<br />
MANY<br />
IN THEIR MANAGERIAL LINES THE AUTHOR ARGUES THAT<br />
LEVELS<br />
NUMBER OF LEVELS THAT AN ORGANIZATION SHOULD HAVE CAN<br />
THE<br />
DECIDED ON PRINCIPLE SEVEN LEVELS IN ALL ARE SUFFICIENT<br />
BE<br />
MANAGE THE VERY LARGEST DF CORPORATIONS THESE SEVEN<br />
TO<br />
OF ORGANIZATION ARISE FROM THE FACT THAT THERE ARE<br />
LEVELS<br />
DISTINGUISHABLE LEVELS OF CAPACITY GROUPINGS AMONG THE<br />
SEVEN<br />
OF ANY LARGE POPULATION AFTER DISCUSSION OF THE<br />
MEMBERS<br />
ABILIIIES OF MANAGER, AND DEFINING THE MANAGERIAL<br />
DIFFERENT<br />
AND THE MANAGER-SUBORDINATE RELATIONSHIP JAQUES SHOWS<br />
ROLE<br />
EXISTENCE OF CERTAIN ORGANIZATIONS OF DIFFERENT MAGNI-'<br />
THE<br />
THESE COMPANIES ARE ORGANIZED WITHIN A RANGE OF TWO TC<br />
TUOE<br />
LEVELS, DEPENDING ON IHEIR SIZE AND SCALE OF OPERATION<br />
SEVEN<br />
MORE THAN THE NUMBER OF LEVELS REQUISITE FOR THE OR-'<br />
HAVING<br />
IMPAIRS IHE DEVELOPMENT OF EFFECTIVE MANAGERS,<br />
GANIZATION<br />
SOUND MANAGER-SLBORDINATE RELATIONSHIPS<br />
AND<br />
MENKHAUS, E J.<br />
0206<br />
TOOL IN A TOTAL SYSTEM<br />
ESSENTIAL<br />
AUTOMATION, VOL 12 NO 10, OCTOBER 1965, PAGES<br />
BUSINESS<br />
STORAGE-DATA, MICROFILM<br />
DOCUMENT<br />
ARTICLE DESCRIBES THE MICROFILM METHODS USED BY<br />
THIS<br />
C PENNY CO. CATALOG DIVISION AS PART OF A DESIGN FOR<br />
J.<br />
THE EFFICIENCY OF THEIR ELECTRONIC SYSTEM. BASIC<br />
ENLARGING<br />
METHODS ARE PLAYING VITAL, EVERYDAY ROLES IN THE<br />
MICROFILM<br />
BILLING AND CREDIT CONTROL OPERATIONS<br />
ORGANIZATIONS<br />
EVERY TYPE OF DOCUMENT THAT GOES THROUGH THE<br />
VIRTUALLY<br />
IS FILMED AI SOME STAGE OF THE PROCESSING CYCLE IN<br />
SYSTEM<br />
VARIOUS OPERATING REPORTS AND RESEARCh LISTINGS,<br />
ADDITION<br />
FROM ACTIVITY PROCESSED THROUGH THE COMPUTER, ARE<br />
COMPILED<br />
OUT AND MICROFILMED<br />
PRINTED<br />
MICROFILM SYSTEM HAS PROVEN TO BE A COMPACT, RAP<br />
THE<br />
ACCESSIBLE STORAGE MEDIA DAILY USE OF THE EXISTING<br />
IOLY<br />
HAS FOCUSED ATTENTION CN AREAS OF POTENTIAL<br />
INSTALLATION<br />
WHERE TIME CAN BE SAVED AND EFFICIENCY IMPROVED<br />
APPLICATION<br />
OF CATALOG CYCLE<br />
DIAGRAM<br />
LUSIIG, H. A<br />
C20T<br />
ON FILM FROM BIT TO MICRO-IMAGE<br />
PRINIOUT<br />
AUTOMATION, VOL 12 NO 0, OCTOBER 1965, 6 PAGES<br />
BUSINESS<br />
STORAGE-DATA, MICROFILM<br />
DOCUMENT,<br />
KODAK CO IS PIONEERING NEW WAYS OF USING<br />
EASTMAN<br />
AND ALONG WITH IT FILM READING AND PRINTING<br />
MICROFILM,<br />
FOR THE COMPANYS OWN INTERNAL BENEFITS AS WELL<br />
EQUIPMENT,<br />
TO SET AN EXAMPLE FOR OTHERS. THEIR WIDE-RANCING MANAGE-'<br />
AS<br />
INFORMATION SYSIEM UTILIZES SOPHISTICATED COMPUTER<br />
PENT<br />
LINKS IN MULTIPLE CONTROL AREAS.<br />
MICROFILM<br />
DATA PROCESSING PROVIDED A SOLUTION TO MOST<br />
ELECTRONIC<br />
THE GROWING AMOUNT OF PAPERWORK, BUT IT DID NOT PROVIDE A<br />
OF<br />
TO THE BASIC HANDLING PROBLEMS CREATED BY A RISING<br />
SOLUTION<br />
OF PAPER MICROFILM SEEMED TO PROVIDE THE ANSWER<br />
AMOUNT<br />
DIONT ELIMINATE THE NEED FOR SOME HARDCOPY PRINTOUT,<br />
THIS<br />
MAKING EXTRA COPIES FROM FILM PROVED TO BE FASTER AND<br />
BUT<br />
THAN COMPUTER PRINTOUT IHE AMOUNT OF PAPER REPAINEE<br />
CHEAPER<br />
PROBLEM UNTIL THEY INSTALLED THE S-C 4400 COMPUTER OOCU<br />
A<br />
RECORDER, CAPABLE OF TRANSFERRING DATA FROM MAGNETIC<br />
PENT<br />
TO A CATHODE RAY TUBE, AS AN OFF-LINE PRINTER TOGETHER<br />
TAPE<br />
A MAGNETIC TAPE UNIT, A FILM PROCESSOR, AND A READER<br />
WITH<br />
KORNBLbM, R. D.<br />
0208<br />
MACRO VIEW OF MICROFILM<br />
A<br />
AUTOMATION, VOL 12 NO TO, OCTOBER 19&5, PAGES<br />
BUSINESS<br />
STORAGE-OATA<br />
RETRIEVAL,<br />
ARTICLE IS A REPORT OF AN IN-DEPTH SURVEY OF EX-'<br />
THIS<br />
ON VARYING ASPECTS OF MICRO-IMAGE DATA SICRAGE ON FILM<br />
PERTS<br />
OATA PROCESSING AND FILM-INVOLVED ASSOCIATIONS,<br />
REPRESENTING<br />
OF DP EQUIPMENT, PRODUCERS OF FILM ORIENTED<br />
MANUFACTURERS
STORAGE HARDWARE AND SUPPLIES, AND EDP USERS WITH PRE-'<br />
DATA<br />
OR FUTURE FILM APPLICATIONS.<br />
SENT<br />
STRESS THAT MICRC-IMAGE, FILM-BASED, DATA<br />
RESULTS<br />
AND RETRIEVAL METHODS ARE ALREADY PERFORMING SOME<br />
STORAGE<br />
MICROFILM, MICROFICHE, APERTURE CARDS, AND OTHER MICRO-'<br />
OF<br />
WILL BEGIk IN CUANTITY MCST APPLICATIONS WILL BE AS<br />
FORMS<br />
TO COMPUTER DATA PROCESSING METHOCSt USUALLY OFF<br />
ADJUNCTS<br />
BIT WITH SOME FASCINAIING ON-LINE PROJECTS<br />
LINE,<br />
INDUSTRY OPINION SURVEY SHOWS UP MUCH VARIETY AS<br />
THIS<br />
THE WHERES, WHYS, AND WHIMS OF FILM-BASEO DATA HANDLING<br />
TO<br />
INDICAIING THAT OFFICE AUTOMATION WILL SEE IN<br />
PRDCEDLRES,<br />
MORE FILM-DRIENTED TECHNIQUES.<br />
CREASINGLY<br />
O SHIELDS, J B<br />
0209<br />
OF EDP PERSONNEL.'<br />
SELECTION<br />
JOURNAL, VGL 44 NE 9, OCTOBER 196fi PAGES<br />
PERSONNEL<br />
PROGRAMMER, COMPUTER<br />
RECRUITING,<br />
DATA PROCESSING REVOLUTION HAS BROUGHT NEW JOB<br />
THE<br />
PRESENTING PROBLEMS OF RECRUITING, SELECTING,<br />
CONCEPTS<br />
CCMPENSATING, AND MOTIVATING FOR THE PERSONNEL MAN<br />
TRAINING,<br />
OF THE HEAD MEN SHOULD REST WITH IHE EXECUTIVE<br />
SELECTION<br />
WILL BE HELD ACCCUNTABLE IF THE SYSTEM FAILS PEOPLE WHC<br />
WHO<br />
CAPABLE, WILLING, ALERT, ENERGETIC, AND IMAGINATIVE ARE<br />
ARE<br />
PEOPLE CHOSEN SHOULD HAVE THE ABILITY TO DETERMINE<br />
NEEOEO<br />
AND KEEP IHEM UNDER CONTROL THEY SHOULD BE ENTHUSI<br />
COSTS<br />
ABOUT CHANGE<br />
ASTIC<br />
SCREENING PEOPLE FOR ECP, TESTING CAN BE A SIGNIFI<br />
IN<br />
HELP, BUT IT IS MERELY ONE OF A NUMBER OF TOOLS TEST<br />
CANT<br />
IS NOT A SUBSTITUTE FOR DEPTH INTERVIEWS, REFERENCE<br />
ING<br />
CREDIT CHECKS, AND OTHER DEVICES<br />
CHECKS,<br />
IN SELECTING THE RATA PROCESSING EXECUTIVE, PLAN<br />
CARE<br />
AND BUDGET MAKER, AND MANAGER SUPERVISOR* AS WELL AS<br />
NER,<br />
ANALYST PROGRAMMER, COMPUTER DPERATOR AND TAPE<br />
SYSTEMS<br />
IS ESSENTIAL<br />
LIBRARIAN<br />
BOCKLEY, P W.<br />
C2IO<br />
DISCIPLINE A POSITIVE PROFIT TOOL.'<br />
EFFECTIVE<br />
JOURNAL VOL 44 NO 9 OCTOBER I965 PAGES<br />
PERSONNEL<br />
SUPERVISORS<br />
TRAINING<br />
ESTABLISHING OR REVITALIZING AN INDUSTRIAL DISCIP<br />
IN<br />
PROGRAM CONSIDERATION MUST BE GIVEN TO PRESENT DIS<br />
LINE<br />
PROCEDURE PAST PRACTICE, TYPES OF EMPLOYEES LINE<br />
CIPLINARY<br />
OPERATING PHILOSOPHY AND NEEDS<br />
MANAGEMENTS<br />
MUST BE WELL TRAINED TO ADMINISTER SUCH A<br />
SUPERVISORS<br />
IF IT IS NOT ADMINISTERED FAIRLY AND CONSISTENTLY<br />
PROGRAM<br />
ALL WORK AREAS IT WILL NET WORK IF EMPLOYEES DDNT UN<br />
IN<br />
IT, THEIR REACTION WILL BE NEGATIVE AND THE PROGRAM<br />
DERSTAND<br />
BE INEFFECTIVE TRAINING REQUIRES THOROUGH PLANNING IN<br />
WILL<br />
INTRODUCTION AND APPLICATION<br />
THE<br />
BASIC OBJECTIVE OF INDUSTRIAL DISCIPLINE SHOULD BE<br />
THE<br />
MAKE THE COMPANY STRONGER IT SHOULD BE VIEWED AS APOS-'<br />
TO<br />
PROFIT TGOL IHE PROGRAM SHOULD BE DESIGNED WITH A<br />
ITIVE<br />
TO ITS OVER-ALL EFFECT UPON THE ABILITY OF SUPERVISORS<br />
VIEW<br />
MEEI PRODUCTIDN OBJECTIVES. EFFECT UPON PRODUCTIVITY AND<br />
TO<br />
SHOULD BE MEASURED, AND IMPAT UPCN EMPLOYEE<br />
PROFITABILITY<br />
SHOULD BE ANTIC[PATEO<br />
GROUP<br />
BEHLING, O.<br />
C21I<br />
OTHER HALF OF RECRUITING<br />
THE<br />
JOURNAL, VEt 44 NC 9, OCTOBER Ig65, S PAGES<br />
PERSONNEL<br />
RECRUITER HIRING<br />
SELECT,<br />
IS A SECOND HALF OF RECRUITING, THE ACTUAL HIRINC<br />
THERE<br />
THE BEST QUALIFIED CANDIOATES. GIVEN THE COMPETITION FOR<br />
OF<br />
CANDIDATES THE PERSONNEL OIRECTCR SHOULD REALIZE<br />
QUALIFIED<br />
NECESSITY FOR ORGANIZED EFFORTS TO HIRE AS WELL AS SE-'<br />
THE<br />
EMPLOYEES HOWEVER, THERE IS A LACK OF MATERIAL AVAIL<br />
LECT<br />
TO RECRUITERS WISHING IO IMPROVE THEIR HIRING SKILLS<br />
ABLE<br />
FALLACIES TYPIFY THE APPROACH F MANY RECRUIT<br />
CERTAIN<br />
THEY MAY TAKE THE APPRCACH THAT NOTHING ThEY CAN CD<br />
ERS<br />
INFLUENCE THE CANDIDATE THE IOEA THAT THE DECISION TO<br />
WILL<br />
AN EMPLOYMENT OFFER IS BASED STRICTLY ON THE APPLI-'<br />
ACCEPT<br />
PERCEPTION OF THE JOB ITSELF IS ALSO FALSE THE AS-'<br />
CANTS<br />
THAT HIRING EFFORTS MAY BE LIMITED TO SPECIFIC<br />
SUMPTION<br />
OF THE SERIES OF CGNTACTS THAT MAKE UP THE RELA<br />
PORTIONS<br />
BETWEEN CANDIDATE ANd COMPANY IS ANOTHER FALLACY<br />
TIONSHIP<br />
OF TFE IMPORTANCE OF THE HIRING FUNCTION AND<br />
AWARENESS<br />
INFLUENCE OF THE RECRUITER ON ITS EFFECTIVENESS ARE<br />
THE<br />
ADDITIONAL HELPFCL TECHNIQUES ARE GIVEN<br />
IMPORTANT.<br />
ADELBERG, M<br />
02L2<br />
CHALLENGE OF TODAYS PERSONNEL ADMINISTRATION<br />
THE<br />
VDL 42 NO 5 SEPTEMBER-OCTOBER L965, 4 PAGES<br />
PERSONNEL,<br />
AITITbDES* SATISFACTION<br />
MOTIVATION,<br />
THE PERSONNEL MANAGER IS TO KEEP ABREAST OF THE<br />
IF<br />
HE MUST REDEFINE HIS RCLE AND REFOCUS HIS OBJECTIVES<br />
TIMES,<br />
TIE THEM IN MORE CLOSELY WITH CORPORATE GOALS. TOOAYS<br />
TO<br />
ENVIRONMENT DEMANDS THAT THE PERSONNEL MANAGER<br />
CORPORATE<br />
BETWEEN THE MICROSCOPE AND THE TELESCOPE IN LOOKING<br />
CHOOSE<br />
HIS JOB.<br />
AT<br />
FEELS THAT IF PERSONNEL MANAGERS ARE TO BE<br />
AOELBERG<br />
MEMBERS OF THE MANAGEMENT TEAM, THEY SHOULD<br />
CONTRIBLTING<br />
THINKING OF THE CDNPANYS WORKFORCE AS A COLLECTION OF<br />
STOP<br />
WHOSE SOCIAL BEHAVIOR, MOTIVATICN, ATTITUDES,<br />
INDIVIDLALS<br />
AND MENTAL HEALTH ARE OF CHIEF CCNCERN. RATHER<br />
OPINIONS<br />
SHOULD BE REGARDED MORE AS A PRIME INDUSTRIAL RE<br />
MANPOWER<br />
THAT MUST BE INTELLIGENTLY PLANNED AND CENTROLLED<br />
SOURCE<br />
THE PERSONNEL FUNCTION, THE MAJOR CHALLENGE IS THAT<br />
IN<br />
ALTERING AND ENLARGING PERSPECTIVE AND COMPETENCY<br />
OF<br />
BAILEY, R. E JENSEN, B<br />
B213<br />
TROUBLESOME TRANSITION FROM SCIENTIST TO MANAGER<br />
THE<br />
VDL 42 NO 5 SEPTEMBER-OCTOBER 1965, 7 PAGES<br />
PERSONNEL,<br />
SELECTION, PROMOTIONS<br />
SUPERVISION,<br />
AUTHORS BELIEVE THE TROUBLE WITH R AND D MANAGEMENT<br />
THE<br />
FRDM THE FACT THAT NEITHER THE TECHNICAL MANt NOR<br />
STEMS<br />
RESPONSIBLE FOR APPOINTING MANAGERS UNDERSTAND THE<br />
THOSE<br />
OF THE TRANSITION CONSEQUENTLY, THE WRONG MEN ARE<br />
STRESSES<br />
PROMOTED TO MANAGEMENT AND LEFT TO FLOUNDER IN A<br />
OFTEN<br />
OF DIFFICULTIES THEY HAVENT BEEN PREPARED FOR.<br />
MORASS<br />
FULL SIGNIFICANCE CF THE TRANSITION FROM SPECIALIST<br />
IHE<br />
SELOOM EVIDENT AT THE FIRST-LINE SUPERVISORY LEVEL WHERE<br />
IS<br />
107<br />
MAN IS STILL IMMERSED IN TECHNICAL OETAILS THE CRUCIAL<br />
THE<br />
IAKES PLACE AT THE SECOND LEVEL OF SUPERVISION AS<br />
CHANGE<br />
NUMBER OF PEOPLE UNDER THE MANAGERS DIRECTION INCREASES<br />
THE<br />
TIME MUST BE SPENT COORDINATING THEIR EFFORTS<br />
MORE<br />
SOME EXTENT, THE PROBLEM COULD BE REDUCED BY BETTER<br />
TO<br />
STEPS SHOULD BE TAKEN TO SEE THAT THE MANAGER IS<br />
SELECTION<br />
ADEQUATE INSTRUCTION IN HANDLING PURELY ADMINISTRATIVE<br />
GIVEN<br />
OF HIS JOB ABOVE ALL, HE SHOULD BE HELPED TO FIND<br />
ASPECTS<br />
IT MEANS FOR HIM TO BE A MANAGER<br />
WHAT<br />
ROBERTS, To S.<br />
0214<br />
MANAGERS IO MAKE DECISIONS THE IN-BASKET METHOD<br />
TRAINING<br />
VOL 42 NO S, SEPTEMBER-OCTOBER 1965, 9 PAGES<br />
PERSONNEL<br />
COMPANIES ARE FINOING THE IN-BASKET TECHNIQUE<br />
MANY<br />
MANY ADVANTAGES AS A MEANS OF DEVELOPING THE MAN-'<br />
POSSESSES<br />
DECISION-MAKING SKILLS.<br />
AGERS<br />
IN-BASKET METHOD IS A VARIANI OF THE CASE MEIHOD,<br />
THE<br />
THE BEST THE CASE METHOD HAS TO OFFER, BUT<br />
INCCRPORATING<br />
MORE FLEXIBILITY, MORE REALISM AND EASIER TRANSFER<br />
OFFERING<br />
THE BEHAVIOR LEARNED TO IHE JOB IN-BASKETS ARE USUALLY<br />
OF<br />
WITH MORE THAN ONE ASPECT OF A PARTICULAR MAN<br />
ASSOCIATED<br />
POSITIDN. TFE IN-BASKET PROVIDES ONLY SIGNIFICANT<br />
AGEMENT<br />
OF INFORMAIION &ITH FEW EXTRANEOUS ONES* AND IT IS DE-'<br />
BITS<br />
AROUND IYPICAL BUSINESS SITUATIONS.<br />
SIGNED<br />
PARTICIPANT SIARTS OUT BY WORKING THRDUGH THE CASE<br />
THE<br />
WITHIN A SPECIFIED TIME LIMIT HE APPLIES HIS NORMAL<br />
HIMSELF<br />
OF MAKING DECISIONS AND SOLVING PROBLEMS ON THE JOB<br />
MEIHODS<br />
ALL THE PARTICIPANTS MEET TD DISCUSS THE IN<br />
SUBSEQUENTLY,<br />
AND IT IS IN THIS PHASE THAT FRUE LEARNING OCCURS.<br />
BASKET,<br />
TRAINING SATISFACTORILY SIMULATES DECISION-MAKING.<br />
IN-BASKET<br />
SEGALL,<br />
O215<br />
PROPAGATION OF BULLDOZERS A REVIEW ARTELEo'<br />
THE<br />
JOURNAL OF BUSINESS VOL 8 NO 4, OCTOBER 1965, 6 PAGES<br />
THE<br />
URBAN-RENEWAL<br />
WELFARE<br />
MIGHT EXPECT THAT MANY ECONOMIC POLICIES ARE INEF<br />
WE<br />
OR ONLY MODERATELY EFFECTIVE OR EFFECTIVE BUT TOb<br />
FECTIVE<br />
RELATIVE TO BENEFITS WE SHOULD NOT EXPECT TO FINO<br />
COSTLY<br />
POLICIES WHOSE RESULTS ARE THE OPPOSITE OF THOSE IN-'<br />
ANY<br />
MARTIN ANDERSON, IN THE FEDERAL BULLDOZER, CHARGES<br />
TENDED<br />
THE URBAN-RENEWAL PROGRAM HAS THIS RESULT WHAT MAKES<br />
THAT<br />
FINDING SO SUGGESTIVE IS THAT IT OCCURS IN A<br />
ANDERSONS<br />
AREA WHERE PERVERSE RESULTS ARE LEAST<br />
IAL-WELFARE-POLICY<br />
TOLERABLE<br />
ARTICLE IS A REVIEW OF THE FEDERAL BULLDOZER, AN<br />
THIS<br />
BOOK BECAUSE EMPIRICAL EVALUATIONS OF ECONOMIC<br />
IMPORTANT<br />
ARE RARE THE MAIN FAULT OF THE BCOK IS THAT THE<br />
POLICIES<br />
DOES NOT ALWAYS OBSERVE THE LIMITATIONS IMPOSE ON<br />
AUTHOR<br />
BY THE DATA NEVERTHELESS THE BOOK IS WORTH REAOING<br />
HIM<br />
ROSENFELD, M SMITH, M<br />
0216<br />
EMERGENCE OF MANAGEMENT THEORY Z, PART ONE<br />
THE<br />
JOURNAL, VOL 44 NC 9, OCTOBER Ig&5 6 PAGES<br />
PERSONNEL<br />
ARTICLE SERVES AS A GENERAL INTRODUCTION AND DEF<br />
THIS<br />
OF PRESENT MANAGEMENT THEORIES AS EXPRESSED IN<br />
INITION<br />
THEORY X AND THEORY Y, AND INTRODUCES A NOOIFI<br />
MACGREGDRS<br />
TERMED THEORY Z<br />
CATION<br />
BASIC ASSUMPTION CENCERNINO HUMAN BEHAVIOR IN<br />
THE<br />
IS THAT THE WANTS AND NEEDS OF THE INDIVIDUAL ARE<br />
THEORY<br />
CONSISTENT WITH THE DEMANDS OF THE FIRM, THUS THE MAIN<br />
NOT<br />
OF MANAGEMENT BECOMES COERCIVE IN NATURE THE BASIC<br />
TASK<br />
ABOUT HUMAN BEHAVIOR IN THEORY Y IS THAT INDIV<br />
ASSUMPTION<br />
DESIRES ARE USUALLY CCNSISTENT WITH THOSE OF THE OR<br />
IDUAL<br />
THE BASIC FAULT WITH THESE THEORIES IS THEIR<br />
GANIZATION.<br />
ASSUMPTION OF A CERTAIN SET OF BEHAVIDRIAL CHARAC<br />
BLANKET<br />
COMMON TO ALL PEOPLE<br />
TERISTICS<br />
BASIS OF THEORY Z IS THE CONTENTION THAT MOST HU<br />
THE<br />
IN AN INDUSTRIAL FRAMEWORK EXIST IN ONE OR MORE OF FOUR<br />
MAWS<br />
STAGES THE PURITANICAL, POWER, GROUP, OR FREE<br />
BEHAVIOR<br />
STAGE<br />
CAMPBELL S G<br />
C217<br />
SOME PROBLEMS POTENTIALITIES, AND IMPLICATION<br />
TIME-SHARING<br />
PRDCESSING VOL 7-9 SEPTEMBER 1965, 4 PAGES<br />
DATA<br />
CAMPBELL DEFINES TIME-SHARING IN TERMS OF ITS OB-'<br />
DR.<br />
OF MULTIPLE USERS AVAILABILITY DF FULL POWER, USER<br />
JECTIVES<br />
AND COMMUNICATIONS THE PRIMARY OBJECTIVE IS THAT<br />
LOCATION,<br />
NUMBER OF USERS CAN USE TFE COMPUTER AT THE SAME TIME<br />
A<br />
HAVE BEEN GREATLY SUCCESSFUL IN ANALYZING<br />
COMPUTERS<br />
COMPLEX DATA STRUCTURES ON THE OTHER HAND LIITLE<br />
LARGEr<br />
HAS BEEN ACHIEVED IN SYNTHETIC OR CREATIVE APPLICA-'<br />
SUCCESS<br />
PROVIDING BEITER INF£RMATION AT THE RIGHT TIME MAY<br />
TICNS<br />
TO QUALITATIVE IMPROVEMENTS<br />
LEAD<br />
PROGRAMMING CHALLENGE OF TIME-SHARING IS TO PROVIDE<br />
THE<br />
AND MINIMIZE OVERHEAD DEVELOPMENTS OF NEW<br />
TRANSPARENCY<br />
LANGUAGES FCR SPECIFIC PROBLEMS SHOULD HELP TIME<br />
SPECIFIC<br />
SYSTEMS ABILITIES<br />
SHARING<br />
ECONOMICS OF TIME-SHARING STSTEMS IS TO ALLOW HAN<br />
THE<br />
OF PROBABLE LOADS EFFICIENTLY WITH OOSIS SHARED MAR<br />
DLING<br />
DEMANDS FOR TIME-SHARING APPLICATIONS IN ANALYSIS IS<br />
KIT<br />
BUT NEW DEMAND FOR DECISION-MAKING APPLICATIONS GROWS<br />
GREAT<br />
SANDERS, O H<br />
C218<br />
EXPERIENCES OF SMALL COMPANIES.<br />
EDP<br />
INSURANCE NEWS* VCL 66, 7 NOVEMBER 1965, 5 PAGES<br />
BESTS<br />
DATA-PROCESSING<br />
ELECTRONIC DATA-PROCESSING HAS BEEN BROUGHT<br />
SINCE<br />
REACH OF SMALLER ORGANIZATIONS, A RECENT STUDY WAS<br />
WITHIN<br />
TO ANALYZE THE EXPERIENCES OF SMALL BUSINESSES<br />
UNDERTAKEN<br />
THESE DEVELOPMENTS ONE OF THE CLASSIFICATIONS IN THE<br />
WIIH<br />
WAS FINANCE AND INSURANCE.<br />
SAMPLE<br />
ANNUAL VOLUMES DF PAPER WORK PROCESSED IN YEAR<br />
AVERAGE<br />
THE COMPUTER WAS USE WERE COMPARED TO THE AVERAGE<br />
BEFORE<br />
VOLUME FIGLRES AT THE TIME OF INTERVIEW SUCH VOLUME<br />
ANNLAL<br />
INCREASED IN SEVEN OF TEN SMALL INSURANCE COMPANIES. IF<br />
HAD<br />
ASSUMES THAT INCREASED VOLUME REPRESENTS ADDITIONAL<br />
ONE<br />
THEN THE LOWERING OF THE AVERAGE COST REPRESENTS A<br />
GAINS,<br />
DESIRABLE EXPERIENCE. ONE-HALF OF THE FIRMS WERE ABLE TO
THEIR AVERAGE COSTS. IN ADDITION TO THE REDUCTION OF<br />
REDUCE<br />
COST OBJECIIVE, OTHERS WERE GREATER ACCURACY, FASTER<br />
AVERAGE<br />
AND BETIER CUSTOMER SERVICE FEAR OF A REOUCTION<br />
REPORTS,<br />
AND SOCIAL NEED SATISFACTIONS PLAYED MAJOR ROLE<br />
SECURITY<br />
CREAIING RESISTANCE TO THE CHANGE TO COMPUTER METHODS<br />
IN<br />
JONES, L D<br />
0219<br />
REPORTS ON PROGRAMMED INSIRUCTION<br />
BANK<br />
VOL 58-2, AUGUST 1965 2 PAGES<br />
BANKING,<br />
TRAINING<br />
INSTRUCTION, A NEW TECHNIQUE IN LEARNING,<br />
PROGRAMMED<br />
BEEN IMPLEMENTED IN THE EMPLOYEE TRAINING AND ORIENTA-'<br />
HAS<br />
PROGRAM AT THE NATIONAL BANK OF WESTCHESTER ITS SUC-'<br />
TION<br />
DEPENDS ON SELF-INSIRUCTION, DECENTRALIZATION OF<br />
CESS<br />
UNIFORMITY OF CONIENT, SHORTER TRAINING PROGRAMS<br />
TRAINING,<br />
PILOT PROGRAM WITH SUMMER COLLEGE TRAIN-'<br />
WESTCHESTERS<br />
WAS AIMED AT TWO GOALS REDUCE THE LENGTH OF THE<br />
EES<br />
SCHEDULE AND MAINTAIN OR INCREASE THE GUALITY OF<br />
TRAINING<br />
A BRIEF CONCEPT OF PROGRAMMED INSTRUCTION WAS<br />
INSTRUCTION<br />
TO THE TRAINEES TO MOTIVATE THEM TO WANT TO LEARN.<br />
GIVEN<br />
ADMINISTERED AFTER EACH SEGMENT OF LEARNING SHOWED<br />
TESTS<br />
RESPONSES AND YIELDED HIGH SCORES THE SPEED OF LEARN-'<br />
GOOD<br />
CAN BE GEARED IO INDIVICUAL PACES AND CAPABILITIES<br />
ING<br />
ANO REVIEW LEARNING SERVE WELL IN TEACHING BANK<br />
REPITITIVE<br />
THE BANK STATES THAT EMPLOYEE MORALE IS HIGHER<br />
INFORMATION<br />
TURNOVER IS LOWER SINCE PROGRAMMED INSIRUCTION WAS IN-'<br />
AND<br />
EFFICIENCY AND MOTIVATION ALSO INCREASED NOTICABLY<br />
TROCUCED<br />
KUSHNER, A<br />
0220<br />
PLANNING<br />
SYSTEMS<br />
INSURANCE NEWS, VOL 66, 7, NOVEMBER 19&5, & PAGES<br />
BESTS<br />
DATA-PROCESSING<br />
MORE DATA-PROCESSING WORK HAS BEEN CONVERTED TO<br />
AS<br />
THE PROPER ROLE AND ORGANIZATIONAL LOCATION FOR<br />
COMPUTERS,<br />
PLANNING RESPONSIBILITIES HAS BECOME AN INCREAS-'<br />
SYSTEMS<br />
IMPORTANT PROBLEM THE CONTROVERSIES SYMPTOMATIC OF<br />
INGLY<br />
PROBLEM ARISE OVER THE ROLE OF THE SYSTEMS FUNCTION,<br />
THIS<br />
ROLE OF THE COMPUTER PROGRAMMING FUNCTION, AND OVER<br />
THE<br />
OPERATIONS A SUBSTANTIAL NUMBER OF THESE PROBLEMS<br />
COMPUTER<br />
BE SOLVED BY PROPER ORGANIZATION WITH CCMPETENT PEOPLE<br />
MAY<br />
AS PROGRAMMING IS CONCERNED, THE SOLUTION IS A SEP-'<br />
INSOFAR<br />
PROGRAMMING GROUP BUT ONE WHICH IS CLOSELY COORDINATED<br />
ARAIE<br />
THE SYSTEMS PLANNING GROUP<br />
W[TH<br />
RELATIONSHIP BETWEEN SYSTEMS PLANNING AND DATA--'<br />
THE<br />
OPERATIONS IS CRITICAL AND THE ULTIMATE GOAL IS<br />
PROCESSING<br />
DEVELOP A COOPERATIVE SPIRIT BETWEEN THE TWO THE CONDUCT<br />
TO<br />
A SPECIAL STUDY BY THE GROUPS HAS FOUR BASIC STEPS DE-'<br />
OF<br />
OF A PLAN, FACTFINDING, DEVELOPMENT OF A SOLUTION<br />
VELOPMENT<br />
DETAIL, AND INSTALLATION OF APPROVED PROCEDURES<br />
IN<br />
CLARK, H A<br />
0221<br />
INCOME GOALS<br />
RETIREMENT<br />
JOURNAL OF THE AMERICAN SOCIETY OF CHARTEREC LIFE<br />
THE<br />
UNDERWRITERS, VOL 19, 4 FALL 1965, 11 PAGES<br />
SOCIAL SECURITY ADMINISTRATION STUDY IN 1963 INOI-'<br />
A<br />
AN INCREASING USE OF THE OPTION OF RETIRING AT AGE 62<br />
CATES<br />
REDUCED BENEFITS ONE OF THE KEY ELEMENTS IN A SATIS-'<br />
WITH<br />
ADJUSTMENT TO RETIREMENT IS AN ADEQUATE RETIREMENT<br />
FACTORY<br />
TO WHAT EXTENT WILL SOCIAL SECURITY BENEFITS, PRI-'<br />
INCOME<br />
RETIREMENT INCOMES, AND PERSONAL SAVINGS PROVIDE THE<br />
VATE<br />
LEVEL OF INCOME<br />
NECESSARY<br />
INCREASES IN SOCIAL SECURIIY BENEFITS ARE<br />
PLANNED<br />
THE OPPORTUNITIES FOR INDIVIDUAL SAVINGS THROUGH<br />
CONSIDERED<br />
AND INSURANCE CONTRACT ARE EXPLORED. THE AUTHOR<br />
ANNUITY<br />
THAT FORTHER STUDY IS NECESSARY TO ESTABLISH<br />
CONCLUDES<br />
OVER-ALL RETIREMENT INCOME GOALS, THAT A LEVEL<br />
APPROPRIATE<br />
RETIREMENT INCOME SUBSTANTIALLY GREATER THAN PRESENTLY<br />
OF<br />
WILL BE NECESSARY, AND THAT GREATER EMPHASIS WILL BE<br />
ASSLMEO<br />
ON INDIVIDUAL FINANCIAL PLANNING FOR RETIREMENT.<br />
PLACED<br />
BELOA, 8 J.<br />
0222<br />
AT WORK<br />
OPERATIONS-RESEARCH<br />
ASSOCIATION OF ACCOUNTANTS BULLETIN, VOL 46, 12,<br />
NATIONAL<br />
AUGUST 1965, PAGES<br />
PRESENTATION OF THE OPERATIONS-RESEARCH APPRADCH<br />
THIS<br />
MANAGEMENT PROBLEMS STRESSES THE OPPORTUNITIES CREATED BY<br />
TO<br />
SCIENTIFIC METHODOLOGY AS OPPOSED TO THE LIMITATIONS<br />
ITS<br />
IN THE ACCOUNTING CONVENTIONS.<br />
INHERENT<br />
IS AIMED AT THE DEVELOPMENT OF<br />
OPERATIONS-RESEARCH<br />
SOLUTIONS OF COMPLEX MANAGEMENT PROBLEMS BY USING<br />
TIMUM<br />
EXAMPLES THE AUTHOR ILLUSTRATES THE OPERATIONS--'<br />
SPECIFIC<br />
APPROACH AND SOME OF ITS ACHIEVEMENTS<br />
RESEARCH<br />
EMPHASIZED IN THE ARTICLE WERE THE RESEARCH<br />
ESPECIALLY<br />
CONTROL FEATURES ONCE IHE PROBLEM IS IOENTIFIEO, THE<br />
AND<br />
SPECIFIED, AND PROBABLE RESULTS ESTIMATED, THE<br />
PROGRAM<br />
TECHNICIAN THEN ORGANIZES HIS PRODECURES TO PROVIDE A<br />
SEARCH<br />
CHECK ON HIMSELF AND THE VALIDITY OF THE OBJECTIVES<br />
CONSTANT<br />
OPERATIONS-RESEARCH SOLUTIONS TO RECURRING OPERATING<br />
MOST<br />
INCLUDE A CONTROL MECHANISM THAT IS SENSITIVE TO<br />
PROBLEMS<br />
CHANGES IN THE SYSTEM, THE ORGANIZATION, OR OBJECTIVES<br />
ANY<br />
ZUBAY, E A.<br />
0223<br />
STUDY OF OPERATIONS-RESEARCH IN INSURANCE<br />
FEASIBILITY<br />
THE JOURNAL OF RISK AND INSURANCE VOL 32, 3 SEPT. 1955. I0 P<br />
ARTICLE OUTLINES SOME OF THE OPERATIONS-RESEARCH<br />
THIS<br />
BEING APPLIED IN THE INSURANCE FIELD AND DISCUS-'<br />
IECHNIQUES<br />
SOME OF THE PROBLEMS WHICH THESE TECHNIQUES HAVE COME TO<br />
SES<br />
SOLVE<br />
IN ALL, OPERATIONS-RESEARCH IECHNIZUES ARE NOT USEC<br />
ALL<br />
EXTENSIVELY IN THE INSURANCE INDUSTRY AS IN OTHER INDUS-'<br />
AS<br />
WITHOUT EXCEPTION, HOWEVER, THOSE COMPANIES WHICH<br />
TRIES<br />
APPLIED THE TECHNIQUES WERE JUSTIFIEO IN TERMS OF<br />
HAVE<br />
EFFICIENCY AND ATTAINMENT OF COMPANY OBJECTIVES. THE<br />
CREASED<br />
FRUITFUL APPROACHES ARE MODELS AND SIMULATION, LINEAR<br />
MOST<br />
MONTE CARLO TECHNIQUES, AND CRITICal PATH<br />
PROGRAMMING<br />
ALTHOUGH THERE SEEMS TO BE GENERAL AGREEMENT<br />
SCHEDULING.<br />
STEPS SHOULD BE TAKEN TO FAMILIARIZE MANAGEMENT WITH<br />
THAT<br />
METHOOS THE TWO ACTUARIAL SOCIETIES<br />
OPERATIONS-RESEARCH<br />
108<br />
NOT DEVELOP AN EXAM OEVOTED SOLELY TO OPERATIONS-RE-'<br />
SHOULD<br />
IECHNIQUES HOWEVER, STOPS SHOULC BE TAKEN TO MAKE<br />
SEARCH<br />
METHODS WIDELY UNDERSIOOC IN THE INSURANCE INDUSTRY<br />
THESE<br />
MCFARLANO, O E<br />
C224<br />
HEALTH AND COMPANY EFFICIENCY<br />
ORGANIZATIONAL<br />
TOPICS, VOL 13 NO 3, SUMMER 1965, I3 PAGES<br />
BUSINESS<br />
BUSINESS ORGANIZATION IS HEALTHY TO IHE EXTENT THAT<br />
A<br />
CAN THRIVE IN A COMPETITIVE AND OFTEN HOSTILE ENVIRONMENT<br />
IT<br />
HEALIHY ORGANIZATION IS ACAPTIVE AND INNCVATIVE WITH A<br />
A<br />
TOLERANCE FOR INTERNAL AND ESTERNAL CRISES, AND IHE<br />
HICH<br />
TO FORGE AHEAD TO NEW LEVELS OF ACTIVITY<br />
ABILITY<br />
STRUCTURES EVCLVE THROUGH THREE STAGES<br />
ORGANIZATION<br />
EARLY PATTERN IS BUILT AROUND STRONG LEADERSHIP BY DOM-'<br />
THE<br />
EXECUTIVES THE SECOND STAGE IS MARKED BY THE EMER-'<br />
INANT<br />
OF BUREAUCRATIC STRUCTURES AND ASSOCIATED PATTERNS OF<br />
GENCE<br />
FINALLY, THE FIRM EVOLVES ORGANIZATIONAL<br />
AOMINISTRATION<br />
TO REMEDY THE DEFICIENCIES OF TRADITIONAL BUR-'<br />
ADAPTATIONS<br />
STRUCTURES AND EQUIP THE FIRM FOR FUTURE DEMANDS<br />
EAUCRATIC<br />
TREND IS TOWARD LOOSENING THE STRUCTURE THROUGH THE<br />
THE<br />
OF MORE FLUID AND INFORMAL ARRANGEMENTS AMONG THE<br />
CREATION<br />
POTENTIALLY LEADING TO SUCH RESULTS ARE PROJECT<br />
DEVICES<br />
TASK FORCES AND MANAGEMENT TEAM CONCEPTS, AND<br />
MANAGEMENT,<br />
RESULTS SCHOOL OF THOUGHT IN MANAGEMENT CHART<br />
THE<br />
MCKERSIE, R B<br />
0225<br />
CIVIL RIGHTS REVOLUTION ANC THE BUSINESSMAN<br />
THE<br />
TOPICS, VOL I3 NO , SUMMER 1965, 9 PACES<br />
BUSINESS<br />
CIVIL RIGHTS MOVEMENT HAS PASSED THROUGH THE SIAGES<br />
THE<br />
DEVELOPMENT OF A SOCIAL REVOLUTION WIIH UNPRECEDENTED<br />
OF<br />
LEAVING IHE BUSINESSMAN BEWILDERED BY THE CURRENT<br />
SPEED,<br />
RIGHTS SCENE.<br />
CIVIL<br />
ARTICLE GIVES A REVIEW OF THE MOVEMENT, ANO OIS-'<br />
THIS<br />
THE COURSE IT WILL TAKE IN THE FUTURE DIRECT ACTION<br />
CUSSES<br />
THE NORTH WILL NOT BE AS PROMINENT WITH MANY OF THEIR<br />
IN<br />
ACHIEVED CN PAPER, IN THE CIVIL RIGHTS BILL, THE<br />
OBJECTIVES<br />
COULD TURN TO REALIZING THESE GAINS THROUGH LITI-'<br />
MOVEMENT<br />
MOST OF THE ATTENTION IN THE FUTURE WILL BE TURNEC<br />
GAIION<br />
FILLING JOB OPPORTUNITIES CREATED BY DIRECT ACTION WIT<br />
TO<br />
NEGROES<br />
QUALIFIED<br />
SUBJECT OF NEGRO ENTREPRENEURSHIP SHOULD NOT BE<br />
IHE<br />
BUSINESS OWNERSHIP AND MANAGEMENT BY NEGROES<br />
OVERLOOKED<br />
BE STIMULAIED PROGRAMS AIMED AT LOCATINC AND UP-'<br />
SHOULD<br />
NEGRO TALENT ARE BEING INITIATED MORE BY BUSINESS<br />
GRADING<br />
GOVERNMENT AGENCIES THAN BY THE MOVEMENT ITSELF<br />
AND<br />
HENDERSON, J P.<br />
0226<br />
AS A SOLRCE OF INCOME IN THE LOGGING INOUSIRY<br />
GRATUITIES<br />
TOPICS, VOI 3 NO 3, SUMMER 955, IB PAGES<br />
BUSINESS<br />
TIPS<br />
A SMALL NUMBER OF HOTEL-MOTEL EMPLOYEES, INCOME<br />
FOR<br />
TIPS REPRESENTS AN IMPORTANT SOURCE OF REMUNERATION<br />
FROM<br />
FOR EACH OF THESE CLASSIFICATIONS, INCOME FROM GRATUI-'<br />
BUT<br />
IS THE MAJOR CONSIDERATION SO FAR AS EARNINGS IN THE<br />
TIES<br />
INDUSTRY ARE CONCERNED<br />
LODGING<br />
PATTERN OF INCOME FROM TIPS REFLECTS THE PATTERN OF<br />
THE<br />
INCOME RECEIVED FROM WAGES LOW WAGE AREAS ARE ALSO LOW<br />
THE<br />
AREAS, AND TIPS O0 NOT COMPENSATE FOR REGIONAL DIFFER<br />
TIP<br />
IN WAGES EPLOYEES WORKING IN SMALL ESTABLISHMENTS<br />
ENCES<br />
LESS IN TIPS THAN THOSE IN LARGE ESTABLISHMENTS.<br />
RECEIVE<br />
TIPS AS WELL AS WAGES SHOW A RESPONSE TO MARKET<br />
THUS<br />
AND ARE CLEARLY INFLUENCED BY THE SIZE OF THE ES-'<br />
FORCES<br />
VOLUME OF BUSINESS, COMPOSITION OF THE LABOR<br />
TABLISHMENT,<br />
UNIONIZATION, AND REGIONAL LEVELS OF ECONOMIC<br />
FORCE,<br />
ACTIVITY<br />
TABLES<br />
COCHRAN, R<br />
C22T<br />
EFFICIENT DISTRICT OFFICE<br />
AN<br />
INSURANCE NEWS VOL 66, 8. DECEMBER 965, 2 PAGES.<br />
BESTS<br />
SUPERVISION, CLERICAL<br />
TRAINING,<br />
ASSISIANT VICE PRESIDENT OF INTERSTATE LIFE<br />
COCHRAN,<br />
ACCIDENT, OUTLINES THE PRIMARY FUNCTIONS OF THE DISTRICT<br />
AND<br />
ANO STRESSES THE NEED FOR EFFICIENCY IN THE PROOUC-'<br />
OFFICE<br />
AND SERVICE OF THIS MULTIPLE LINE THE ADVENT OF THE<br />
TICN<br />
HAS HAD A PROFOUND EFFECT UPON OISIRICT OPERATIONS<br />
COMPUTER<br />
HAVE OTHER INPROVEMENTS AS A RESULT OF BETTER PROCEDURES,<br />
AS<br />
ATTENIION, AND BETTER SUPERVISION AND TRAINING<br />
INCREASED<br />
THE CLERICAL DIVISION OF THE DISTRICT OFFICE ANOTHER<br />
IN<br />
WHICH HAS SERVED TO INCREASE EFFICIENCY IS A CASHIERS<br />
AREA<br />
CONSTANT VIGILANCE IS REQUIRED IN ALL AREAS OF<br />
CONVENTION<br />
OFFICE OPERATION, FROM PERSONNEL TO PROCEDURES, TO<br />
OISIRICT<br />
EFFICIENCY. ALSO, MORE COMPANIES ARE GIVING<br />
MAINTAIN<br />
TO DIRECT MAILING OF PREMUIMS FROM POLICY HOLDER<br />
SIDERATIDN<br />
HOME OFFICE, ELIMINATING ANY ADDITIONAL HANOLING BY THE<br />
TO<br />
OFFICE.<br />
OISTRICI<br />
HIRSCH, P<br />
0228<br />
BILL BECOMES LAW<br />
BROOKS<br />
VOL II, I, NOVEMBER I965, 2 PAGES<br />
DAIAMATION,<br />
DATA-PROCESSING, EQUIPMENT<br />
EDP,<br />
BEFORE ADJOURNMENT, CONGRESS PASSED TFE BROOKS<br />
JUST<br />
HR 4845 ALONG WITH SOME OTHER LEGISLATIVE CHANGES<br />
BILL,<br />
IS LIKELY TO HAVE A PROFOUND EFFECT ON UNCLE SANS EDP<br />
IT<br />
NEEDS<br />
EQUIPMENT<br />
HR 4845 SETS UP AN ADMINISTRATOR IN THE GSA<br />
BASICALLY,<br />
PRIME JOB IS TO COORDINATE AND STANCAROIZE THE FUR-'<br />
WHOSE<br />
UTILIZATION, AND DISPOSAL OF ALL EDP EQUIPMENT OWNEO<br />
CHASE,<br />
LEASED BY THE FEDERAL GOVERNMENT THE BUREAU OF THE BUD-'<br />
OR<br />
HAS RESPONSIBILITY FOR FRAMING THE BASIC POLICIES UNDER<br />
GET<br />
IHE ADMINISTRATION OPERAIES. THE MONEY ThE USERS HAVE<br />
WHICH<br />
RECEIVING FROM CONGRESS TO BUY HARDWARE AND SOFTWARE<br />
BEEN<br />
NOW GO INTO A REVOLVING FUND wHICH WILL FINANCE<br />
WILL<br />
OPERATIONS AFTER DISCUSSING THE EFFECTS DF<br />
ADMINISTRATORS<br />
4BB, THE AUIHOR ANALYZES WHEN THEY WILL LIKELY COME<br />
HR<br />
ABOLT.<br />
JONES, H M PONTIUS, V E<br />
0229<br />
OF ACCOUNTING TEACHING VIA TELEVISION.'<br />
SURVEY<br />
THE ACCOUNTING REVIEW, VOL 40, 4, OCTOBER 1965, PAGES
VIA TELEVISION IS ONE METHDD OF COPING WITH<br />
INSTRUCTION<br />
EXPANDING NUMBER OF STUOENIS AND PRLVIDING UALITY IN-'<br />
THE<br />
TO THEM THIS REPORT IS BASED ON A RECENT SURVEY<br />
STRUCTION<br />
IS DESIGNED TO PROVIDE A GENERAL IMPRESSION OF THE IF-'<br />
AND<br />
OF TELEVISED INSTRUCTION AND A STARTING POINT<br />
FECTIVENESS<br />
THOSE WHO WISH TO INVESTIGATE FUR/HER IN THIS REGARD.<br />
FOR<br />
THE SURVEY IT WAS FOLND THAT THE GENERAL REACTION<br />
FROM<br />
TELEVISED INSTRUCTION IS FAVORABLE, THAT THE METHOD AP-'<br />
TO<br />
MOST APPLICABLE IN FIRST-YEAR COURSES, THE USE OF<br />
PEARS<br />
ASSISTANTS DURING TV LECTURES AND LABS IS ADEQUATE,<br />
TEACHING<br />
THAT SOME ADDITIONAL TYPES OF VISUAL AIOS, SUCH AS A<br />
AND<br />
ARE NECESSARY AND DESIRABLE THE OVERRIDING INFER-'<br />
VUGRAPH,<br />
FROM THE SURVEY IS THAT THE SUCCESS OF TELEVISION AS A<br />
ENCE<br />
MEDIUM FOR ACCOUNTING IS HIGHLY DEPENDENT UPON THE<br />
TEACHING<br />
AND CONSCIENTIOUS EFFORTS OF THOSE RESPONSIBLE<br />
ENTHUSIASM<br />
CONDUCTING THE PROGRAM PROPER PLANNING, INSTALLATIDN,<br />
FOR<br />
OPERATION OF TELEVISION INSTRUCTION IS ESSENTIAL.<br />
AND<br />
HYLTON, D<br />
C230<br />
MATCHING REVENLE WITH EXPENSE<br />
ON<br />
ACCGUNTING REVIEW, VOI 40, 4, OCTOBER 1965, PAGES<br />
THE<br />
COST-ACCOUNTING<br />
RECENT YEARS ACCOUNTANTS HAVE SEEN INCREASING<br />
IN<br />
DN MATCHING REVENUE WITH EXPENSE IT MAY BE SUGGEST-'<br />
PHASIS<br />
THAT THIS ACCOUNTING CONVENTICN BE DEFINED AS ASSIGNING<br />
ED<br />
EARNED AND EXPENSE INCURREO TO THE ACCOUNTING PER[DO<br />
REVENUE<br />
WHICH THESE EVENTS OCCUR THE ESSENCE OF THE CONVENTION<br />
IN<br />
REDUCING THE VALUE OF ASSETS IN ACCORD WITH THE FLOW OF<br />
IS<br />
TO WHICH THAT ASSET CONTRIBUTES<br />
REVENUE<br />
SHOWING HOW TO IMPLEMENT AND APPLY ThE CONVEN-'<br />
AFTER<br />
THE AUTHOR EXAMINES A FEW OF THE CURRENT PROCEDURES<br />
TIDN,<br />
HAVE RESULTED FROM THE MATCHING PROCESS SEVERAL CON-'<br />
WHICH<br />
CAN BE DRAWN FROM THE ANALYSIS THE ABSENCE OF<br />
CLUSIONS<br />
SHOULD NOT BE USED AS A JUSTIFICATION FOR CAPITAL-'<br />
REVENUE<br />
EXPENSES COSTS SHOUL BE WRITTEN OFF OVER THE PERIODS<br />
IZING<br />
EXPECTED CONTRIBCTION TO REVENUE THE DECISICN TO CAPI-'<br />
OF<br />
EXPENDITURES FOR AMORTIZATION IN FUTURE PERIODS<br />
TALIZE<br />
BE BASED ON THE PROBABILITY THAT SUCH COSTS WILL<br />
SHOULD<br />
ADDITIONAL REVENUE IN IHOSE PERIODS<br />
PRODUCE<br />
WATSON, T<br />
0231<br />
A MAJOR BUSINESS CHALLENGE<br />
CREATIVITY<br />
JOURNAL OF WORLD BUSINESS, VDL I, DEC 1965, PP<br />
COLUMBIA<br />
IhNOVATIVE-BEHAVICR, EDUCATION<br />
TRAINING,<br />
HIS ARTICLE MR WATSON, CHAIRMAN OF THE BOARD, IBM<br />
IN<br />
EMPHASIZES THE NEED TD REPLENISH AND REPLACE<br />
CORPORATION,<br />
OUR STOCK OF IDEAS, KNOWLEDGE, AND SKILLS IN<br />
CONTINUOUSLY<br />
CORPORATIONS TODAY CORPORATIONS ARE TAKING ON AN<br />
INDUSTRIAL<br />
IMPORTANT EDUCATIONAL FUNCTION. IN FACT, THE EX-'<br />
EXTREMELY<br />
BY PRIVATE INDUSTRY TODAY ON FORMAL EMPLOYEE TRAIN-'<br />
PENSES<br />
IS AT LEAST AS GREAT AS THAT BY ALL U S PRIVATE IN-'<br />
ING<br />
OF HIGHER LEARNING A DECADE AGO<br />
STITUTES<br />
TEND TO ENFORCE A PATTERN OF CONFORMITY<br />
INSTITUTIONS<br />
ABSORBS THE CREATIVE IMPULSES OF THEIR DEPENDENTS ANO<br />
THAT<br />
THE PROCESS CIRCLMSCRIBES ThE OPPORTUNITIES FUR ORGANIZ-'<br />
IN<br />
SELF-RENEWAL AT IBM EFFORTS TO ENCOURAGE INNOVATIVE<br />
ATIONAL<br />
HAVE BEEN CARRIED OUT LARGELY THROUGH INFORMAL ORGAN-'<br />
IDEAS<br />
THE CHALLENGE IS TO BUILD CREATIVITY ITD THE<br />
IZATION<br />
CHAIN OF COMMAND AND THAT WILL NOT BE EASY.<br />
ORGANIZED<br />
CARLSON,<br />
0232<br />
JOBS FOR OLD EXECUTIVES<br />
NEW<br />
JOURNAL OF WORLD BUSINESS, VDL I, DEC 1965, PP<br />
COLUMBIA<br />
DECISION-MAKING<br />
TRAINING,<br />
AND TECHNICIANS JUST DO NOT WEAR AS WELL AS<br />
EXECUTIVES<br />
USED TO WHAT TO DO WITH SPECIALISTS WHOSE KNOWLEDGE IS<br />
THEY<br />
OR THE MANAGER WORN OUT BY THE RIGORS CF DECISION<br />
OBSOLETE<br />
ARE QUESIIDNS FACING BUSINESSMEN TODAY SWEDISH<br />
MAKING<br />
ARGUES THAT WITH A LITTLE ORGANIZATIONAL INGENUITY<br />
AUTHORITY<br />
CAN BE GIVEN USEFUL OUTLETS FOR THEIR TALENTS<br />
MANY<br />
SUGGESTIONS BASED ON SWEDISH EXPERIENCE ARE TD<br />
SOME<br />
PROMOTION AND TRANSFER POLICIES ARC RESTRUCTURE COM-'<br />
REVAMP<br />
SO THAT INCOME IS BASED ON PRODUCTIVITY RATHER<br />
PENSATION<br />
SENIORITY AT PRESENt THE REMUNERATION SYSTEM USED IN<br />
THAN<br />
ALL SCANDANAVIAN FIRMS IS BASED ON THE A$SUMP-'<br />
PRACTICALLY<br />
THAT THE OLDER PEOPLE GET, THE MORE PRODUCTIVE THEY<br />
/ION<br />
AT LEASI UNTIL RETIREMENT ALSO, IF PEOPLE ARE TO<br />
BECOME<br />
TRANSFERRED TO NEW AND DIFFICULT TASKS IN THE MIDDLE OF<br />
BE<br />
CAREERS, THEY MUST BE PREPARED THIS MAY INVOLVE<br />
THEIR<br />
TRAINING PROGRAMS INSIDE OR OUTSIDE TFE COMPANY<br />
SPECIAL<br />
HOVNE. A<br />
0233<br />
SOCIAL IMPLICATIONS OF AUTOMATION<br />
SOME<br />
OF SCIENCE ON SOCIETY, VGL 15, ND i, ig65, 21 PAGES<br />
IMPACT<br />
UNEMPLOYMENT, CLERICAL<br />
MINORITIES,<br />
ARTICLE MAINTAINS THAT AUTOMATION HAS ALMOST<br />
THIS<br />
EVERY ECONOMIC ACTIVITY EXCEPT SUCH THAT INVOLVES<br />
REACHED<br />
WHAT THE MACHINE SHALL DO, AND THCSE IN WHICH PER-'<br />
DECIDING<br />
CONTACT OR MORAL DR AESTHETIC JUOGMENT ARE ESSENTIAL<br />
SONAL<br />
KEY TO THE LABOR AND SOCIAL IMPACT CF AUTOMATION AND<br />
THE<br />
TECHNICAL INCVATIDNS IS THE RATE OF SPEED AT WHICH<br />
OTHER<br />
ARE INTRODUCED. FIGURES FOR TREND IN EUROPE AND AMERICA<br />
THEY<br />
SHOWN THE ARTICLE GIVES 14 REASONS TO AUTOMATE, [NCLU-'<br />
ARE<br />
REDUCTION OF CLERICAL LABOR AND NON-LABOR COSTS. THERE<br />
DING<br />
IT REASONS FOR NOT ADOPTING A NEW TECHNIQUE, INCLUDING<br />
ARE<br />
ATTITUDES OF LABOR AND MANAGEMENT<br />
IGNORANCE,<br />
THREAT OF UNEMPLDYMENI IS ANOTHER MAJOR IMPACT<br />
THE<br />
IS MOST SERIOUS IN THE U. S WHERE THOSE MOST AFFECTED<br />
IHIS<br />
THE NEGROES AND OTHER LESS EDUCATED AND LESS SKILLED<br />
ARE<br />
THERE IS ALSO THE THREAT OF MODERN CASTES ESPECIA-'<br />
WORKERS<br />
LLY IN IHE U S.<br />
SAMbELS, M<br />
O23<br />
COSTING APPLICATION OF MATHEMATICAL PROGRAMMING<br />
OPPORTUNITY<br />
JOURNAL OF ACCOUNTING RESEARCH, VOL 3, 2, AUTUMN 1965, I0<br />
THIS PAPER THE AUTHOR ATTEMPTS TO DEVELOP A COSTING<br />
IN<br />
WHICH WOULD ASSIST A LARGE ORGANIZATION IN ARRIVING<br />
SYSTEM<br />
AN OPTIMAL SYSTEM. AN EXAMPLE IS USED TC INDICATE HOW THE<br />
AT<br />
OF TRANSFERING PRICING WHICH HAVE BEEN OEVELOPEB<br />
TECHNIQLES<br />
109<br />
THEGRETICAL VALUES ELSEWHERE MAy BE ADAPTED TO FIT INTO<br />
AT<br />
ACCOUNTING SYSTEM<br />
AN<br />
SYSTEM DEVELOPED IS BASED CN THE USE OF THE SHADOW<br />
THE<br />
WHICH ARE REFLECTED IN THE SOLUTION OF A MATHEMATICAL<br />
PRICES<br />
PROBLEM, AND THESE SHADOW PRICES ARE INCORPOR-'<br />
PROGRAMMING<br />
INTO A SYSTEM OF RESPONSIBILITY ACCOUNTING HOWEVER,<br />
ATED<br />
OF THE MOST IMPORTANT LIMITATIONS OF THIS SYSTEM IS THAT<br />
ONE<br />
PARTICULAR SET OF SHADOW PRICES MAY BE SHORT-LIVED IT IS<br />
A<br />
THAT THIS IS NOT A SEVERE LIMITATION SINCE UNDER<br />
BELIEVED<br />
TYPE OF pLAN, CAREFUL WATCH MUST BE KEPT TO ENSURE THAT<br />
ANY<br />
O0 NOT BECOME OUT OF DATE<br />
TARGETS<br />
OMEARA F.<br />
0235<br />
CHALLENGE OF OPERATIONS-RESEARCH<br />
THE<br />
MANAGEMENT REVIEW, VDL T, , SUMMER 1965, PP<br />
CALIFORNIA<br />
OF THE MOST IMPORTANT AND SIGNIFICANT SCIENTIFIC<br />
ONE<br />
TODAY IS THE DEVELOPMENT OF A SCIENCE FOR ORG-'<br />
OEVELOPMENIS<br />
AND CONTROLLING LARGE-SCALE HUMAN ENTERPRISE. OP-'<br />
ANIZING<br />
IS THE KERNEL FROM WHICH THIS SCIENCE IS<br />
ERATIONS-RESEARCH<br />
GROWING<br />
OPERATIONS-RESEARCH IDEAL OF COMPANY MANAGEMENI MUST<br />
AND<br />
A TWO-WAY INFORMATION SYSTEM WHICH OPERATES AUTOMATIC-'<br />
HAVE<br />
AND SUCCINCTLY IT MUST HAVE SPECIFIC AND CLEAR-CUT<br />
ALLY<br />
OF FUNCTIONAL RESPONSIBILITY. AND IT MUST HAVE A<br />
ASSIGNMENTS<br />
AND ACCDUNTING FEEDBACK LOOP GEARED TO THE ESSEN<br />
REPORTING<br />
THREAD OF PRODUCT PERFORMANCE HOWEVER ALL OF THESE<br />
TIAL<br />
WILL BE BUT LIP SERVICE TO AN IDEAL UNLESS THERE IS<br />
CONCEPTS<br />
CONCOMITANT DEDICATION, NOT TO BUSINESS AS USUAL, BUT TO<br />
A<br />
AS UNUSUAL.<br />
BUSINESS<br />
MALM, T<br />
023<br />
AND MANPOWER UTILIZATION IN OISTRIBUTION AGENCIES<br />
TECHNOLOGY<br />
CALIFORNIA MANAGEMENT REVIEW VOL 8, 2, WINTER Ig65, 12 PP.<br />
OF THE IMPORTANCE OF THE SAN FRANCISCO BAY AREA<br />
BECAUSE<br />
A DISTRIBUTION CENTER AND THE PROGRESSIVE PRACTICES OF<br />
AS<br />
MARKETING AGENCIES IN THAT AREA, THIS STUDY EXAMINES<br />
LEADING<br />
NATURE OF AUTOMATION AND THE TECHNOLOGICAL CHANGE IN<br />
THE<br />
DISTRIBUTION AGENCIES I THAT AREA AND THE IMPLICATIONS<br />
THE<br />
THESE CHANGES FOR BUSINESS EDUCATION AND TRAINING IN<br />
OF<br />
THIS REPORT SUMMARIZES FINDINGS CONCERNING SEV<br />
CALIFORNIA<br />
MAJOR TRENDS AFFECTING MANPOWER UIILIZATIDN EMPOLY-'<br />
ERAL<br />
PRODUCTIVITY, DEVELDPMENTS IN DISTRIBUTION INCLUDING<br />
MENT,<br />
HANDLING, SELF-SERVICE, AND ELECTRONIC DATA PRO-*<br />
MATERIALS<br />
THE IMPLICATIONS OF MODERN COMPUTERS AND INFORMA-'<br />
CESSING,<br />
PROCESSING FOR MANAGEMENT AND MANPOWER UTILIZATION IN<br />
TICN<br />
AND OTHER DISTRIBLTIVE ORGANIZATIONS, AND RECOM-'<br />
RETAILING<br />
FOR EDLCAIION AND TRAINING PROGRAMS IN INDUSTRY<br />
MENDATIONS<br />
GOVERNMENT<br />
AND<br />
FITZGERALD, H<br />
0237<br />
PERSONALITY, PERFORMANCE, AND PERSDNS<br />
APPRAISALS<br />
MANAGEMENT REVIEW, VOL B, 2, WINTER Ig65, PP.<br />
CALIFORNIA<br />
CONTRADICTORY TRENDS IN MANAGEMENT-LEADERSHIP ARE<br />
TWO<br />
IN AMERICAN BUSINESS SOCIETY TODAY ONE TREND IS<br />
OBSERVABLE<br />
GREATER BUREAUCRATIZATION AND CONTRASTED TO THIS IS<br />
TOWARD<br />
POLAR TENDENCY TDWARD DE-BUREAUCRATIZATION TODAYS AP-'<br />
THE<br />
SYSTEMS ARE PRAGMATIC EVIDENCE GF THIS CONFLICT<br />
PRAISAL<br />
PRINCIPLE HAS BEEN ESIABLISHED IN BUSINESS JOURNALS<br />
THE<br />
SEMINARS THAT EMPLOYEE APPRAISAL SHOULD NOT BE BASED ON<br />
AND<br />
TRAITS BUT ON JOB PERFORMANCE, ATTAINMENT OF<br />
PERSONALITY<br />
AND ACHIEVEMENT OF RESULTS TOWARD PLANNED GOALS<br />
OBJECTIVES,<br />
STUDIES OF LEADERSHIP AND MANAGEMENT HAVE EMPHASIZED<br />
RECENT<br />
SKILLS, FLEXIBILITY, AND PLURALITY OF LEADERS<br />
TEACHABLE<br />
THAN THE CHARISMATIC QUALITIES OF A FE. THE AUTHOR<br />
RATHER<br />
ANALYZES A COMPOSITE OF TYPICAL SYSTEMS BASED ON<br />
CAREFULLY<br />
OR NON-PERSONALITY FACTORS.<br />
PERFORMANCE<br />
SANDERS, B S<br />
O23B<br />
WOULD MEDICAREE COST<br />
WHAT<br />
JOURNAL OF RISK AND INSURANCE, VOL B2, , DEC. I765o 14<br />
THE<br />
HOSPITAL<br />
MEDICARE,<br />
AUTHOR PRESENTS A FEW OF THE BASIC LIMITATIONS OF<br />
THE<br />
MEDICARE BILL DESIGNED TO MEET THE HEALTH CARE NEEDS OF<br />
THE<br />
AGED THE PURPOSE OF THIS ARTICLE IS NCT TO CLARIFY THE<br />
OUR<br />
OF THE BILL DR TO POINT OUT ITS MANY DEFECTS, BUT<br />
PROPOSALS<br />
IS TO DISCUSS THE PROBABLE COST OF THIS HEALTH PROGRAM.<br />
IT<br />
PRECISE COST ESTIMATE IS ATTEMPTED BUT AN EFFORT IS MADE<br />
NO<br />
SHOW JUST HOW FAR OFF THE OFFICIAL ESTIMATES ARE FROM<br />
TO<br />
REALISITC COSTS<br />
MORE<br />
A CONSEQUENCE OF THE INFLATIONARY EFFECTS OF MEOI-'<br />
AS<br />
WHICH COULD SPREAD TO OTHER COST OF LIVING ITEMS, THE<br />
CARE,<br />
EARNER WILL NOT ONLY BE REQUIRED TG PAY FOR HOSPITAL<br />
WAGE<br />
OF THE AGED, BUT IN ADDITION WILL HAVE TO PAY MUCH<br />
CARE<br />
AMOUNTS FOR HIS OWN HOSPITAL CARE AND THAT OF HIS<br />
HIGHER<br />
THE INDIRECT COSTS DF MEDICARE COULD EQUAL OR EVEN<br />
FAMILY<br />
THE DIRECT COSTS WHICH THE AUTHORS HAVE CONSIDERED<br />
EXCEED<br />
WEINER,<br />
0239<br />
RULE-BREAKERS.'<br />
MANAGEMENTS<br />
REVIEW AND MODERN INDUSTRY VOL 87, I, JAN 1966, B PP<br />
DUNS<br />
ARE COMPANIES THAT DO MORE THAN SURV[VE IN THE<br />
THERE<br />
JUNGLE OF TODAY THEY FLOURISH IN IT DUNS REVIEW<br />
CORPORATE<br />
MBODYS INVESTORS SERVICE CONDUCTED A SURVEY TO FIND FIVE<br />
AND<br />
THAT WERE CUTPERFCRMING HEIR INDUSTRIES, RUNNING<br />
COMPANIES<br />
AHEAD OF THE AVERAGES, AND USING METHODS TO GET AHEAD<br />
WELL<br />
COULD BE EMULATED BY OTHER COMPANIES<br />
THAT<br />
FIVE COMPANIES WERE HEUBLEIN, INC WHICH PRODUCES<br />
IHE<br />
AND BOTTLED COCKTAILS, IOWA BEEF PACKERS, A MEAT<br />
VODKA<br />
WHOSE SUCCESS VERGES ON ThE INCREDIBLE, PERKIN-ELMER<br />
PACKER<br />
A PRODUCER OF SPECIALIZED ANALYTICAL INSTRUMENTS<br />
CORP<br />
SHOE AND TANNING CORM AND CONTINENTAL TELEPHONE<br />
WOLVERINE<br />
NOW THE NATIONS FOURTH LARGEST INDEPENDENT TELEPHONE<br />
CORP<br />
AND GROWING FAST BUT HOW DID THESE COMPANIES GO IT<br />
COMPANY<br />
THE KEY TO THEIR SUCCESS WAS IN KNOWING HOW TO<br />
BASICALLY,<br />
CORPORATE OPPORTUNITY AND HOW TO EXPLOIT IT. THEIR<br />
IDENTIFY<br />
OFTEN DIFFERED AND, THUS THE AUTHOR ANALYZES EACH<br />
METHODS<br />
COMPANY SEPARATELY IN ACTION.
TILLES<br />
0240<br />
FOR ALLOCATING FUNDS<br />
STRATEGIES<br />
BUSINESS REVIEWt JAN-FEB 1966e VOL 44-I* 9 PAGES<br />
HARVARD<br />
COSTS<br />
BUDGET,<br />
FUTURE OF A COMPANY DEPENDS DIRECTLY ON THE WAY IT<br />
THE<br />
ITS FUNDS. THE INTERNALLY ORIENTED, BIT-BY-BIT<br />
ALLOCATED<br />
TO BUDGETING IS NOT A VALID WAY OF THINKING ABOUT<br />
APPROACH<br />
COMMITMENTS CONVENTIONAL QUANTITATIVE<br />
BUSINESS-GENERATING<br />
OF EVALUATING ALTERNATIVE INVESIMENT PROPOSALS ARE<br />
METHODS<br />
NARROW IN SCOPE AND FAIL TD EMPLOY IMPCRIANI SUBJECTIVE<br />
TOO<br />
FORMULAS MbST BE EXAMINED TO ASSURE TPE VALIDITY<br />
CRITERIA.<br />
UNDERLYING ASSUMPTIONS.<br />
DF<br />
WAYS FOR ALLOCATING FUNDS ALLOW DECISION-MAKERS TO<br />
NEW<br />
THE COMPANY AS A WHOLE THESE PROGRAMS BEAR NO RE-'<br />
CONSIDER<br />
TO ORGANIZATIONAL STRUCTURES ONE NEW METHOD AL-'<br />
LATIONSHIP<br />
FUNDS AMONG A CDNPANYS PRODUCT PORTFOLIO WHICH IS<br />
LOCATES<br />
ACCORDING TO CASH FLDW RISK PRODUCT MATURITIES,<br />
EVALUATED<br />
PRODUCT RELATIONSHIPS GEOGRAPHIC AREAS ARE ALSO A MAJOR<br />
AND<br />
DIMENSION.<br />
ALLOCATION<br />
STRATEGIST MUST BE ABLE TO THINK ABOUT THE OVERALL<br />
THE<br />
WHEN ALLOCATING FUNOS<br />
COMPANY<br />
IRWIN H LANGHAM, F W JR.<br />
0241<br />
CHANGE SEEKERS<br />
THE<br />
BUSINESS REVIEWt VOL 44-I JAN-FEB 19661 I2 PAGES<br />
HARVARO<br />
MOTIVATION<br />
AUTHORS STATE THAT TOP EXECUTIVES MUST RECOGNIZE<br />
THE<br />
OF CHANGE AND PLAN TO CHANGE THEIR ORGANIZATIONS AC<br />
FORCES<br />
THEY EXAMINE TEN TOPICS IN CHANGE MANAGEMENT.<br />
CORDINGLY.<br />
OF CHANGE SHOULD BE UNDERSTOOD AND DEVELOPMENTS AP-'<br />
FORCES<br />
ONES ABILITY TO CHANGE MUST BE EXAMINED ESTAB<br />
PRECIATEO.<br />
A CLIMAIE FOR CHANGE IS NECESSARY WITH ACTION BACK<br />
LISHING<br />
UP WORDS. CHANGES INVOLVE PEOPLE SC MANAGEMENTS ROLE<br />
ING<br />
BE DEFINED IN ADDITION, A STRATEGY FOR MOTIVATION IS<br />
MUST<br />
IMPORTANT.<br />
FOR CHANGE MOST ENCOURAGE MAXIMUM USE OF HU<br />
ORGANIZING<br />
RESOURCES AND EFFORTS THERE MUST BE CENTERS OF ACTION<br />
MAN<br />
GENERATE ACTION THOROUGH PLANS MUST BE MADE WHICH RE-'<br />
TO<br />
CRITERIA FOR PLANNING THE PROJECT MUST THEN BE IM<br />
QUIRES<br />
MAXIMUM BENEFITS CAN BE REALIZED ONLY IF PEOPLE<br />
PLEMENTED<br />
EXCITED ABObT THE PROJECT RISKS AND CONFLICTS MUST BE<br />
ARE<br />
FOR SUCCESS MOST IMPORTANT, LEADERS FOR CHANGE<br />
MINIMIZED<br />
BE SOUGHT AND IRAINED ILLUSTRATIONS<br />
MUST<br />
LANDBERG M. C<br />
D242<br />
HIM KNOW HOW HES DOING<br />
LEI<br />
VOL SB-6t DECEMBER I965, 3 PAGES<br />
BANKINGt<br />
APPRAISAL EVALUATION<br />
PERFDRMANCE<br />
PERFORMANCE APPRAISAL SYSTEMS HAVE TWO OB<br />
MANAGEMENT<br />
FIRSTt IHEY ARE DESIGNED TO PROVIDE TOP MANAGEMENT<br />
JECTIVES.<br />
NECESSARY INFORMATION TO PLAN FOR FUTURE MANAGEMENT<br />
WITH<br />
SECONDLY, IHEY SHOULO GIVE THE OFFICER BEING APPRAI<br />
NEEDS.<br />
A MEASUREMENT AS TO HOW WELL HIS PERFORMANCE COMPARES TO<br />
SED<br />
DESIRED LEVEL OF ACCOMPLISHMENT. HOWEVER TOO OFTEN THIS<br />
THE<br />
OBJECTIVE IS NOT MET THERE IS NO COMMUNICATION ABOUI<br />
SECOND<br />
APPRAISAL MANAGEMENT IS RELUCTANT TO MAKE APPRAISALS<br />
THE<br />
IT FEARS BEING CRITICAL.<br />
BECAUSE<br />
APPRAISAL TRAINING PROGRAMSe MANAGEMENT CAN<br />
THROUGH<br />
TO EXPRESS ITSELF FREELY. AN UNDERSTANDING OF MOTIVA<br />
LEARN<br />
PSYCHOLOGY IS A NECESSITY PLANNED APPRAISAL INTERVIEWS<br />
lION<br />
INCLUDE SELF-EVALUATION BY THE OFFICER THE INTERVIEW<br />
MAY<br />
BE PATTERNED TOWARD ORIENTATION LISTENING REVIEW<br />
SHOULD<br />
DISCUSSING, AND ESTABLISHING GOALS. A PROCEDURE THAT<br />
ING<br />
SELF-EVALUAIION OF PERFORMANCE AND POTENTIAL IS<br />
REQUIRES<br />
TO CONDUCT THAN ONE WHICH CREATES DEFENSIVE ATTITUDES<br />
EASIER<br />
RUHNKE H 0<br />
0243<br />
CLERICAL PERSONNEL<br />
SELECTING<br />
VOL 58-5t NOVEMBER 1965 4 PAGES<br />
BANKINGt<br />
RECRUIT<br />
TESTSt<br />
BANKS SUCCESS OR FAILbRE DEPENDS ON THE QUALITY OF ITS<br />
A<br />
SUPERIOR PERSONNEL ARE NEEDED TD CARRY OUT ITS<br />
EMPLOYEES<br />
ACTIVIIIES, BUT BANKS ARE EXPERIENCINC A SCARCITY<br />
EXPANDING<br />
QUALIFIED PERSONREL LOW PAY IS A REASON FOR HIGH TURN<br />
OF<br />
RATES.<br />
OVER<br />
FILL ROUTINE POSITIONS BANKS RELY CN EMPLOYMENT<br />
TO<br />
AS A PRIMARY SOURCE OF EMPLOYEES HIGH SCHOOL BUS<br />
AGENCIES<br />
COURSE GRADUATES, AND RECOMMENDATIONS BY PRESENT EM<br />
INESS<br />
ARE OTHER SOURCES THE REFERRAL METHOD MUST BE USED<br />
PLOYEES<br />
CARE HOWEVER.<br />
WITH<br />
A BANK HAS RECRUITED APPLICANTS, SELECTION FOLLOWS.<br />
ONCE<br />
INCLUDE A PRELIMINARY INTERVIEW, APPLICATION<br />
PROCEDURES<br />
EMPLOYMENT IESTS* EMPLOYMENT INTERVIEWS AND PHYSICAL<br />
BLANKt<br />
EXAMINATIONS<br />
OF THESE METHODS HAVE BEEN SUCCESSFUL IN SCREENING<br />
MOST<br />
FOR BANK CLERICAL POSITIONS.<br />
APPLICANTS<br />
KLEINMUNTZ B<br />
0244<br />
INFORMATION PROCESSING<br />
CLINICAL<br />
VOL Ill I2 DECEMBER 1965 5 PAGES<br />
DATAMATION,<br />
DATA-PROCESSING DIAGNOSIS<br />
MEDICAL<br />
THE PRESENT DAY PHYSICIAN ARRIVES AT A DIAGNOSIS<br />
BEFORE<br />
LARGE AMOUNTS OF DATA MUST BE PROCESSED BECAUSE<br />
EXTREMELY<br />
SPEED WITH WHICH THESE DATA MUST BE CDDRDINATEO AND<br />
THE<br />
IS GREATt THE MEDICAL FIELD EMPLOYS HIGH SPEEO<br />
COMPILED<br />
TECHNIQUES. IN THIS ARTICLE SEVERAL TECH-'<br />
DAIA-PROCESSING<br />
ARE DESCRIBED BRIEFLY.<br />
NIQUES<br />
OF THE PROPOSED APPROACHES FOR MAKING DIAGNOSES BY<br />
ONE<br />
COMPUTERS USES AN ANALOG IN ORDER TO PROCESS AND<br />
ELECTRONIC<br />
ELECTROPHYSIOLOGICAL INPUT DATA TYPES OF DATA<br />
INTERPRET<br />
SUCH A PROCEDURE COULD PROCESS INCLUDE ELECTROCARDIO<br />
THAT<br />
REAOINGSo ELECTROENCEPHALOGRAPHSe BASAL METABOLISM<br />
GRAM<br />
AND OTHERS THAT YIELD IOENTIFIABLE ELECTRONIC SIGNS<br />
RATES<br />
REPORTS IN IHE RESEARCH LITERATURE HAVE PROPOSED<br />
SEVERAL<br />
SYSTEMS FOR THE PROCESSING OF PHYSIOLOGICAL<br />
DIAGNOSTIC<br />
SYMPTOMS, AND LABORATORY RESULTS. THROUGh HIS OWN<br />
SIGNS<br />
THE AUTHOR SHOWS THAT THE CLINICAL JUDGEMENT OF<br />
EXPERIENCES<br />
HUMAN DIAGNOSTICIAN CAN BE SIMULATED ON A COMPUTER.<br />
THE<br />
CACERES, C A<br />
0245<br />
ANALYSIS OF MEDICAL SIGNALS.<br />
COMPUTER<br />
110<br />
VOL II, 121 DECEMBER 1965, 4 PAGES<br />
DATAMATION<br />
EDP<br />
DIAGNOSIS<br />
OF SEVERAL FEASIBILITY AND PROTOTYPE PROJECTS<br />
RESULTS<br />
THE INSTRUMENTATION FIELO STATION HEART DISEASE CONTROL<br />
OF<br />
U PUBLIC HEALTH SERVICEr HAVE SHOWN THAT A<br />
PROGRAM,<br />
CAN BE OF TANGIBLE ASSISTANCE TO PHYSICIANS IN DI<br />
COMPUTER<br />
AND SCREENING FOR HEART DISEASE THE FIELD STATION<br />
AGNOSING<br />
SEI UP A PROCESSING SYSIEM TO DEVELOP A MODEL FOR A<br />
HAS<br />
ECONOMIC AND CLINICALLY USEFUL COMPUTER SYSTEM<br />
PRACTICAL,<br />
ELECTRO-MEDICAL SIGNAL ANALYSIS.<br />
OF<br />
AN EXPLANATION DF THE PROGRAMS OBJECTIVES,<br />
FOLLOWING<br />
AUTHOR DESCRIBES SOME OF IIS FUNCTIONS SUCH AS COMPUTER<br />
THE<br />
OF ELECTROCARDIOGRAMS, STATISTICAL ANALYSIS OF<br />
ANALYSIS<br />
DATA AND COMPUTER MONITORING OF DY<br />
ELECTROCARDIOGRAPHIC<br />
ELECTROCARDIOGRAMS ONE WAY TO INCREASE TFE UTILITY OF<br />
NOMIC<br />
COMPUTER IS TO MANE IT MORE ACCESSIBLE TO OUTLYING LO<br />
THE<br />
BY USING IELEPHDNES TO TRANSMIT DAIA ONE OF THE<br />
CATIONS<br />
SIGNIFICANT CONTRIBUTIONS OF A COMPUTER SYSTEM WILL BE<br />
MOST<br />
AID PROVIDED TO A COMMUNITY HEALTH SERVICE<br />
THE<br />
GREANIAS, E. C<br />
0246<br />
COMPUTER IN MEDICINE<br />
THE<br />
VOL II, 12, DECEMBER 1965, 4 PAGES<br />
DATAMATION,<br />
DATA-PROCESSINGt DIAGNOSIS, INFORMATION-SYSTEM<br />
MEOICAL<br />
ROLE OF THE COMPUTER IN MEDICINE IS EXPANDING AT AN<br />
THE<br />
RATE APPLICATIONS RANGE FROM CONVENTIONAL AC-'<br />
IMPRESSIVE<br />
TO INTEGRATED MANAGEMENT INFORMATION SYSTEMS THAT<br />
COUNTING<br />
ADMINISTRAIIVEt SERVICE AND SOME PATIENT CARE<br />
INCLUDE<br />
FUNCTIONS.<br />
IT CAN BE SEEN THAT CURRENT DATA-PROCESSING<br />
ALTHOUGH<br />
ARE ONLY INDIRECTLY CONNECTED WITH THE PATIENT<br />
PROCEDURES<br />
OTHER STUDIES ARE NOW UNDERWAY TD APPLY SPECIAL<br />
COUNTLESS<br />
SYSTEMS IN VIRTUALLY ALL PHASES OF PATIENT CARE<br />
MECHANIZED<br />
INTEREST HAS BEEN SHOWN IN DIRECT PATIENT MONI-'<br />
PARTICULAR<br />
MEDICAL RECORD MECHANIZATION ECT ANALYSIS AND<br />
TORING<br />
MODELING. THE MOST IMPORTANT JOINT CHALLENGE<br />
PHYSIOLOGICAL<br />
THE MEDICAL AND EDP PROFESSIONS TODAY IS THE WIOER AP<br />
TO<br />
OF INFORMATION RETRIEVAL AND LOGICAN ANALYSIS IN<br />
PLICATIDN<br />
TREATMENT OF PATIENTS IN THE FUTURE, IT MAY BE EXPECTEC<br />
THE<br />
MEDICAL INFORMATION SYSTEMS WILL SPREAD BEYOND THE IN-'<br />
THAT<br />
MEDICAL INSTITUTIONS TO REGIONAL HEALTH CENTERS.<br />
DIVIDUAL<br />
BOUTUELL, E 0<br />
0247<br />
THE COMPACTS<br />
COMPARING<br />
VOL 11, 12 DECEMBER 1965e 6 PAGES<br />
DATAMATION,<br />
COMPUTERS<br />
EVALUATION<br />
HIS DISCUSSION THE AUTHOR CONSIDERS THOSE PROGRAM-'<br />
IN<br />
CHARACTERISTICS WHICH ARE IMPOSED BY A SHORT WORD<br />
MING<br />
THEIR EFFECT ON USE AND IDENTIFIES A FEW OF THE NEW<br />
LENGTHt<br />
WHICH HAVE BEGUN TG APPEAR IN COMPUTERS OF THIS<br />
FEATURES<br />
CLASS<br />
PRINCIPAL CLASSIFYING FEATURES OF THE SHORT WORD<br />
THE<br />
COMPUTERS ARE THOSE WHICH DESCRIBE AVAILABLE AODRES<br />
LENGTH<br />
MODES MOST OF THE COMPUTERS PROVIDE AN INDIRECT AD<br />
SING<br />
CAPABILITY THE USE OF INDEX REGISTERS IN ADDRESS<br />
DRESSING<br />
AND IN COUNTING ITERATIONS HAS BECOME COMMON IN<br />
MODIFICATION<br />
COMPUTERS HOWEVER, THE NECESSITY FOR COST CONSCIOUS<br />
LARGE<br />
IN THE SHORT WORD LENGTH CLASS HAS RESULTED IN INDEX<br />
MESS<br />
BEING COMPLETELY ELIVINATED IN SOME INSTANCES. A<br />
REGISTERS<br />
OF NEW OR NOVEL FEATURES DISCERNABLE AMONG THE SHORT<br />
NUMBER<br />
LENGTH COMPUTERS ARE ARITHMETIC AND CPU FEATURES, MEM<br />
WORD<br />
FEATURES AND INPUT-OUTPUT FEATURES<br />
ORY<br />
FOLLMANN, J F<br />
0248<br />
AND DISABILITY INCOME INSURANCE<br />
MEDICARE<br />
INSURANCE NEWS LIFE EDITION VOL 66, 9 JAN I966 PP<br />
BESTS<br />
SOCIAL-SECURITY<br />
THE CHANGES MADE BY THE NEW SOCIAL SECURITY ACT<br />
AMONG<br />
OF 1965, SECTION 303 WAS AMENDED TO REPLACE THE<br />
AMENDMENTS<br />
TOTAL AND PERMANENT DISABILITY PROGRAM DI, WITH A<br />
EXISTING<br />
DISABILITY PROGRAM<br />
TEMPORARY<br />
PROBLEMS PRESENTED TO WRITERS OF DISABILITY INCOME<br />
THE<br />
AS A RESULT OF THE AMENDMENT WILL VARY FROM COM-'<br />
INSURANCE<br />
TO COMPANY ONE PROBLEM CAN RESULT FROM THE REVISED<br />
PANY<br />
OF DISABILITY ANOTHER IS THAT OF DUPLICATION OF<br />
DEFINITION<br />
AND SOCIAL SECURITY BENEFITS WHERE THIS RESULTS IN<br />
INSURANCE<br />
THE POTENTIAL AFFECT OF THIS NEW LEGISLATION<br />
OVERINSLRANCE<br />
THEIR CLAIMS EXPERIENCE IS ANOTHER PROBLEM TO COPE WITH<br />
ON<br />
THERE MAY BE A DELAY IN INSURANCE COMPANY CLAIMS PAY<br />
ALSO,<br />
PENDING DETERMINATION OF THE EXISTENCE AND AMOUNT OF<br />
MENIS<br />
BENEFITS FINALLY THE NEW LEGISLATION WILL TEND TO NAP-'<br />
DI<br />
THE MARKET FOR PROVATE INSURANCE IN THE FUTURE THE<br />
ROW<br />
GIVES SEVERAL APPROACHES TO SOLVE MANY OF THESE<br />
AUTHOR<br />
PROBLEMS<br />
SCOIT, D G<br />
0249<br />
INFORMATION SYSTEM.'<br />
TOIAL<br />
BESTS INSURANCE NEWS LIFE EDITION VOL 66t 9 JAN I966, 4<br />
A TOTAL INFORMATION SYSTEM MANAGEMENT IS PRESENTED<br />
BY<br />
THE POSSIBILITY OF APPLYING ELECTRONICS TO WHAT WERE<br />
WITH<br />
REGARDED AS MANAGERIAL TASKS THE FREEING OF MAMA-'<br />
FORMERLY<br />
TIME, THE MOST IMPORTANT FUNCTION OF THE TOTAL IN<br />
GERIAL<br />
SYSTEM, IS THE CHANGE THAT WILL BE THE MOST DIF<br />
FORMATION<br />
TO SELL. CONVINCING MANAGEMENT OF THE ADVANTAGES TO<br />
FICULT<br />
GAINED WILL REQUIRE SALESMANSHIP AND STRENGTH OF PURPOSE<br />
BE<br />
BENEFITS OF A TOTAL INFORMATION SYSTEM SEEM TO<br />
THE<br />
ORGANIZATIONAL QUESTIONS WITH REGARD TO TFE STRENGTH<br />
RAISE<br />
THE EXECUTIVEt AND THE GROWING IMPORTANCE OF THE ROLE<br />
OF<br />
BY THE VICE PRESIDENT IN CHARGE OF ELECTRONICS<br />
OCCUPIED<br />
WITH THIS TOTAL INFORMATION SYSTEM INSURANCE COM<br />
ALSO,<br />
HAVE THE ABILITY TD MEASURE COMPANY PROGRESS BY SIM<br />
PANIES<br />
THE FbTURE HISTORY OF THE COMPANY USING ASSUMPTIONS<br />
ULATING<br />
FROM CURRENI OPERATIONS AND THEN COMPARING THAT<br />
DERIVED<br />
WITH ONE MADE AT AN EARLIER DATE. THE SAME METHOD<br />
PROJECTION<br />
APPLICABLE TO THE BRANCH OFFICES OR GENERAL AGENCIES.<br />
IS<br />
MASSYo W F<br />
0250<br />
ANALYSIS OF AUDIENCE CHARACTERISTICS<br />
DISCRIMINANT<br />
OF ADVERTISING RESEARCHe VOL 5t It MARCH 1965, 8 PP<br />
JOURNAL
SIMILAR ARE THE AUDIENCES OF TWO DR MORE ACVERTIS-'<br />
HOW<br />
VEHICLES THIS ARTICLE ATTEMPTS TO SHOW HOW CONFUSION<br />
ING<br />
BASED ON MULTIPLE DISCRIMINANT ANALYSIS CAN PRO<br />
MAIRICES<br />
THE ANSWER.<br />
VIDE<br />
MATRIX ANALYSIS HAS TWO ADVANTAGES. FIRST, II<br />
CONFUSION<br />
A MULTIVARIATE SIATISTICAL TECHNIQUE THE INTERRELATION-'<br />
IS<br />
BETWEEN THE EXPLAkATORY VARIABLES ARE TAKEN INTO AC-'<br />
SHIPS<br />
STATISTICALLY, THE SAME AS IN MULTIPLE REGRESSION.<br />
COUNT<br />
THE RESULTS OF THE ANALYSIS ARE PRESENTED IN A<br />
SECONDLY,<br />
FORMAT THAT IS EASY TO INTERPRET AkD COMMUNICATE<br />
COMPACT<br />
MAIN PROBLEM WIIH THE CONFUSION MATRIX APPROACH IS THAT<br />
THE<br />
DOES NOT PROVIDE DIRECT INFORMATION AS TO THE DIMENSIONS<br />
IT<br />
WHICH DIFFERENTIATION OCCURS.<br />
ON<br />
BENGE,<br />
0251<br />
PERFORMANCE RATING SPECTRUM<br />
THE<br />
JOURNAL VCL 45, NO l, JAN L966, PAGE<br />
PERSONNEL<br />
JOB-ANALYSIS<br />
OBJECTIVES A RATING SYSTEM IS INTENDED TO ACCOM-'<br />
THE<br />
ARE TO DEIERMINE WHETHER A PAY INCREASE SHOULD BE<br />
PLISH<br />
TO LOCATE PROMOTABLE EMPLOYEES TO LOCATE INCOM-'<br />
GRANTED,<br />
FOR FURTHER ANALYSIS AND DISPOSITION, TC OEVELOP<br />
PETENTS<br />
FOR BETTER JOB PERFORMANCE, TC PROTECT THE COP-'<br />
EMPLOYEES<br />
AGAINST UNJUSTIFIED COMPLAINTS AS TO CISCRIMINATION<br />
MANY<br />
CIVIL RIGHTS LAWS, AND TO PAY AN INCENTIVE BONUS<br />
UNDER<br />
ON THE PERFORMANCE RATING THE AUTHOR PRESENTS A<br />
BASED<br />
POINT SPECTRUM OF RATING METHODS EACH COMPANY<br />
SEVEN<br />
DECIDE WHERE ALONG THIS SPECTRUM IT WILL PLACE ITS<br />
MUST<br />
SYSTEM THE SPECTRUM RANGES FROM BLANKET JUDGMENT<br />
RATING<br />
AS -HE IS A GOOD WORKER TO ANALYZED JUDGMENT BASED<br />
SUCH<br />
TH SPECIFIC lIENS SHOWN IN EACH JOB SPECIFICATION<br />
ON<br />
TO THE MENTAL, SKILL AND PHYSICAL REQUIREMENTS<br />
CONVERTED<br />
OF THE INCUMBENT. IN A FEW INSTANCES THESE CON-'<br />
DEMANDED<br />
ARE EXPRESSED AS MEASURABLE STANDARDS OF PERFOR-'<br />
VERSIONS<br />
SUCH AS QUANTITY, QUALITY, TIMEB AND END RESULT.<br />
MANCE<br />
SCOTT, F G<br />
C252<br />
IN EVOLUTION<br />
REVOLUTION<br />
JOURNAL VOL 45 NO I, JAN 1966 2 PAGES<br />
PERSONNEL<br />
COUNSELING<br />
RECRUITERS,<br />
AUTHOR IS THE PLACEMENT DIRECTOR CF THE HAMPTON<br />
THE<br />
HAMPTON, VIRGINIA, A PRIVATELY ENDOWED<br />
INSTITUTE,<br />
NEGRO COLLEGE INDUSTRY OID NOT OPEN ITS<br />
PREDOMINANTLY<br />
TO HAMPTON GRADUATES UhTIL 1960 SINCE THEN AN<br />
ARMS<br />
INFLUX OF CORPORATE RECRUITERS hAVE DESCENDED<br />
INCREASING<br />
THE CAMPUS CHALLENGING PROBLEMS RESULTED<br />
ON<br />
MOST INTERESTING, DEMANOING AND GRATIFYING ONES<br />
THE<br />
BEEN THOSE OF COMMUNICATION WITH INDUSTRY REPRESEN-'<br />
HAVE<br />
AND COUNSELING OF STUDENTS THE RESULTS TO DATE<br />
IATIVES<br />
BEEN GOOD AND THE RELATIONSHIP BETWEEN COMPANY PEPS<br />
HAVE<br />
FACULTY HAS DEVELOPED A INTEREST IN THE FUTURES OF<br />
ANO<br />
STLDENTS AND IN CAREERS THAT WOULD HOT OTHERWISE HAVE<br />
THE<br />
POSSIBLE THERE IS GROWING INTEREST AMGNG THE STU-'<br />
BEEN<br />
IN OPPORTLNITIES AVAILABLE AND THE HAMPTON SENIOR IS<br />
DENTS<br />
RECEPTIVE TO COUNSELING AS A RESULT OF THE OPPORIUNI-'<br />
MORE<br />
NOW AVAILABLE TO HIM SUMMER EMPLOYMENT FOR STUDENTS<br />
TIES<br />
FACULTY HAS INCREASED ALSO GIFTS OF EQUIP. TO SCHOOL<br />
AND<br />
KELLY, C M.<br />
0253<br />
MYIH OF THE -KEY COMMUNICATOR-<br />
THE<br />
JDURNAL VOL 45, hO I JAN 1966, 4 PAGES<br />
PERSONNEL<br />
SUPERVISOR<br />
ARTICLE PROVIDES A RECONCILIATION OF THE MANY<br />
ThE<br />
ROLES GIVEN TO THE SUPERVISOR IN AN ORGANI-'<br />
THEORETICAL<br />
THE SUPERVISOR OR FOREMAN IS A KEY MAN AND ALSO<br />
ZAIION<br />
FORGOITEN MAN THERE IS ALWAYS SOMEONE IN THE ORGANI-'<br />
A<br />
WHO IS SUPPOSED TO KNOW MORE THAN THE FOREMAN DOES<br />
ZAIION<br />
GENERALLY HAS MORE TO SAY ABOUT ALMOST EVERY MATTER THAT<br />
AND<br />
UP. IF THE FOREMAN IS NOT THE KEY COMMUNICATOR IT IS<br />
COMES<br />
MISTAKE TO REFER TO HIM AS SUCH<br />
A<br />
FOREMAN IS A MEMBER OF MANAGEMENT WHO OCCUPIES A<br />
THE<br />
WITH CERTAIN STRATEGIC CONSIDERATIONS, NONE OF<br />
POSITION<br />
IS STATIC AND EACH OF WHICH VARIES IN IMPORTANCE<br />
WHICH<br />
TO COMMUNICATION SUBJECT MATTER AND PURPOSE<br />
ACCORDING<br />
HAS DIRECT DAILY CONTACT WITH THE WORKERS AN AO-'<br />
HE<br />
IN HANDLING SOME COMMUNICATION PROBLEMS HE HAS A<br />
VANTAGE<br />
OF ABILITIES AND A ZONE OF COOPERAT[ONo HE CAN BE<br />
RANGE<br />
TO DEVOTE ONLY SO MUCH OF HIS ENERGY TO PLANNING<br />
EXPECTED<br />
CARRYING OUT NON-ROUTINE COMMUNICATION<br />
AND<br />
DROEGE, R C<br />
0254<br />
TYPING IESI NORMS<br />
NATIONAL<br />
JOURNAL VOL 45, NO I JAN 1966, 5 PAGES<br />
PERSONNEL<br />
EVALUATED<br />
CLERICAL,<br />
TESlS ARE AMONG THE MOST WIDELY USED OF<br />
TYPING<br />
TESIS TYPING SKILL QUALIFICATIONS ARE<br />
PSYCHOLOGICAL<br />
EVALUATED IN TERMS CF SPEED AND ACCURACY STUDY<br />
USUALLY<br />
SHOWED THAT SCORE DISTRIBUTIONS WERE DIFFERENT FOR<br />
RESULTS<br />
AND ELECTRIC IYPEWRITERS THEREFORE SEPARATE NORMS<br />
MANUAL<br />
MANLAL AND ELECIRIC TYPEWRITER OPERATORS WERE REQUIRED<br />
FOR<br />
IS LITTLE DIFFERENCE IN ACCURACY NORMS BUT SPEED<br />
THERE<br />
VARY CONSIDERABLY. GRAPHS TO SHOW THIS ARE PRESENTED<br />
NORMS<br />
WITH SEVERAL IABLES OF DATA<br />
ALONG<br />
HOUSE, W C<br />
0255<br />
OF GROUP COHESIVENESS ON ORGANIZATION PERFORMANCE<br />
EFFECTS<br />
JOURNAL, VDL 45, NO l, JAN 1966, 6 PAGES<br />
PERSONNEL<br />
SATISFACTION<br />
STUDIES POINT OUT A RELATIONSHIP BETWEEN<br />
NUMEROUS<br />
COHESIVENESS AND PRODUCTIVITY OR MORALE HIGHLY<br />
GROUP<br />
WORK GROUPS SHOWED EXCEPTIONAL PRODUCTIVITY<br />
COHESIVE<br />
THE TEAM FELT SECURE AhD HAD GENERALLY FAVORABLE<br />
WHEN<br />
TOWARD THE COMPANY<br />
ATTITUDES<br />
COHESIVE GROUP PROVIDES SATISFACTIONS FOR ITS<br />
A<br />
AND THUS HAS VALUE FOR ITS MEMBERS. THE CONSTANT<br />
MEMBERS<br />
OF POSITIVE AND NEGATIVE FORCES AFFECT SUC<br />
INTERACTION<br />
GROUP PERFORMANCE IF POSITIVE FORCES CAN BE<br />
CESSFUL<br />
TO THE EXTENT THAT THEY OUTWEIGH NEGATIVE<br />
STIMULATED<br />
A HIGH DEGREE OF GROUP COHESION CAN BE ACHIEVEO<br />
FORCES,<br />
POSITIVE AND NEGATIVE FORCES MENTICNED<br />
VARIOUS<br />
SHOW THAT GROUP COHESIVENESS DEPENDS ON<br />
STUDIES<br />
1II<br />
SATISFACTION AND THAT MEMBER SATISFACTION IN TURN IS<br />
MEMBER<br />
OR ENHANCED BY THE QUALITY OF LEADERSHIP WHICH IS<br />
HINDERED<br />
IN THE GROUP SUCCESSFL LEADERSHIP CHARACTERISTICS<br />
PRESENT<br />
DISCUSSED<br />
ARE<br />
TRIPP W H.<br />
0256<br />
AND PROFIIS<br />
PRCFESSIONALISM<br />
PERSONNEL JOURNAL, VOL 45, kO I, JAN 1966, PACES<br />
WARNING TO THE OVER-PROFESSIONALIZED INDIVIDUAL TO<br />
A<br />
HIS YEARNING FOR PROFESSIONAL RECIGNITION TO<br />
SUBORDINATE<br />
MAIN PURPOSE OF HIS OWN EMPLOYMENT, THAT IS TO CONTRI-'<br />
THE<br />
TO HIS COMPANYS PROFIT WHAT CHAN BE DONE TO IMPRESS<br />
BUTE<br />
THE PERSONNEL ADMINISIRATOR HIS RESPONSIBILITY TO BE A<br />
UPON<br />
CONSCIOUS BUSINESSMA FIRST AND A PROFESSIONAL<br />
PROFIT<br />
SECOND.<br />
GRIPP REVIEWS THE CLASSIC PERSONNEL FUNCTIONS OF<br />
MR.<br />
MERIT RATING, WAGE AND SALARY ADMINISTRATION,<br />
EMPLOYMENT<br />
TRAINING AND MANAGEMENT DEVELOPMENT, LABOR RE-'<br />
BENEFITS<br />
AND COMMLNICATIONS TD REVEAL AREAS OF PROFIT<br />
LATIONS,<br />
OPPORTLNITY<br />
QUALITY PEOPLE IS MOST IMPORTANT AND THE<br />
EMPLOYING<br />
STRONG PERSONNEL MAN MUST ALSO FIRE MEOIGCRE OR<br />
NEEDED<br />
EMPLOYEES SUGGESTIONS ARE PRESENTED IN EACH<br />
INCOMPETENT<br />
THE ABOVE MENTIONED PERSONNEL FUNCTIONS.<br />
OF<br />
LYNCH Eo M<br />
025T<br />
YOURE GOING TO RUN A MEETING<br />
SO<br />
JOURNAL, VDL 45, NO I, JAN 1966 3 PAGES<br />
PERSONNEL<br />
CONFERENCES, SEMINAR<br />
SYMPOSIUM,<br />
LYNCH PRESENTS HELPFUL SUGGESTIONS ON WHAT IO DO<br />
MRS<br />
DURING ANO AFTER YEUR MEETING<br />
BEFORE,<br />
BEFORE THE MEETING SUGGESTIONS ARE BRIEFLY TO<br />
HER<br />
A REASON FOR THE MEETING, PICK THE RIGHT AUDIENCE,<br />
INSURE<br />
LEADERS WITH KNOW-HOW TO LEAD LEADERS MUST UNDER<br />
CHCOSE<br />
THEIR SUBJECT MAITER, ADEQUATE MEETING FACILITIES,<br />
STAND<br />
AND ORGANIZE ANY SPECIAL EQUIPMENT NEEDED<br />
OBIAIN<br />
RUN A MEETING WEEL MAKE THE REGISTRATION AS EASY<br />
TO<br />
FAST AS POSSIBLE, MEANS OF IDENTIFICATION FOR ATTENDEES<br />
AND<br />
LET CHAIRMAN RUk THE MEETING GEAR THE MEETING<br />
PROMPTNESS,<br />
PARIICIPANTS, OEEP GROUPS SMALL, BE IN CONTROL OF MEETINC<br />
TO<br />
SCHEDULE BREAKS KEEP MEETINGS LIVELY AND ON SCHEDULE<br />
AND<br />
THE MEETING, REVIEW IT CRITICALLY AS SOON AS IT<br />
AFTER<br />
OVER, CONSIDER EVALUATIO FORM FOR PARTICIPANTS EXPRESS<br />
IS<br />
DELIVER PROMISED MATERIAL GEAR FUTURE<br />
APPRECIATIONe<br />
TO IMPROVEMENTS DISCOVERED HERE, AND AVOID OVER-'<br />
MEETINGS<br />
VOLUNTEER LEADERS<br />
WORKING<br />
GUNDERS, HENRY<br />
0258<br />
IN THE MODERN CORPCRATION<br />
PLANNING<br />
WATERHOUSE REVIEW, VOL 10-4, WINTER [965, 20 PAGES<br />
PRICE<br />
FORECASIING<br />
OPTIMIZING,<br />
GUNDERS STUDY SHOWS HCW AN ALLIANCE OF THE TECH<br />
MR.<br />
OF ACCOUNTING, MATHEMATICSt AND THE COMPUTER SCIENCES<br />
NIOUES<br />
GREATLY HELPING IN OPTIMIZING CORPORATE PROFITS OPERA-'<br />
IS<br />
RESEARCH TECHNIQUES PROVIDE A POWERFUL TOOL FOR INTE-'<br />
TICNS<br />
BUSINESS PROFIT PLANNING<br />
GRATED<br />
A SENSE, THE USE OF OPERATIONS RESEARCH METHODS IN<br />
IN<br />
INDUSTRIES COULO BE REGARDED AS AN INTERIM STEP,<br />
PROCESS<br />
TO ULTIMATE AUTOMATED PRODUCTION SCHEDULING THAT IS<br />
LEADING<br />
SELF-CORRECTING<br />
AUTHOR DESCRIBES THE AREAS IN WHICH THESE METHODS<br />
THE<br />
BE USED THEY INCLUDE STATISTICAL METHODS APPLIED TO<br />
WILL<br />
FORECASTING, INVENTORY PLANNING PROCEDURES, INTEGRATED<br />
SALES<br />
DISTRIBUTION, PRODUCTION PLANNING AND SHORT-TERM<br />
MARKETING,<br />
MACHINE PROOUCTION SCHEDULING<br />
INDIVIDUAL<br />
CONCEPTS DISCUSSED AND THE CASES ILLUSTRATED ARE<br />
THE<br />
AT STIMULATING INTEREST TO IMPEL PROFIT PLANNERS TO<br />
AIMED<br />
THESE METHODS IN HIS COMPANY. GRAPHS EXHIBITS<br />
APPLY<br />
DRAEGER, K W<br />
C259<br />
A COMPUTER SERVICE TO SUPPLY EMPLOYEE MOTIVATION<br />
ORGANIZING<br />
DATA PROCESSING, VDL 7-I1, kOVEMBER 1965, 5 PAGES<br />
THERE ARE NO ESTABLISHED METHODS DR ORGANIZINC<br />
ALTHOUGH<br />
CCMPUTER INSTALLATION, THERE ARE FACTORS THAT MANAGEMENT<br />
A<br />
CONSIDER THIS ARTICLE OEALS MAINLY WITH ESTABLISHING<br />
MUST<br />
AND CONTROL PRACTICES OVER THE DATA PROCESSING<br />
MEASUREMENT<br />
ORGANIZATIONS BUDGET AND PERFORMANCE<br />
SERVICE<br />
ALSO MUSI BE MEASUREMENT AND CONTROL OF MOTIVA-'<br />
THERE<br />
A LARGE COMPUTING CENTER CONSISTS OF AREAS IN MANAGE<br />
TICN<br />
SYSTEMS AND PROCEDURES ANALYSIS PROGRAMMING MACHINE<br />
MENT<br />
AND KEYPUNCH AND CLERICAL THE AUTHOR DISCUSSES<br />
OPERATIONS,<br />
ROLES AND OPERATIONS OF EACH OF THESE AREAS<br />
THE<br />
RELATIONSHIP IS MADE THAT BUDGETARY CONTROLS AND<br />
A<br />
MEASUREMENTS INDIRECTLY SUPPLY A BASIS FOR MO-'<br />
PERFORMANCE<br />
TO EXPEDITE THE TRANSITION FROM THESE CONTROLS AND<br />
TIVATION<br />
TO THE ACCOMPLISHMENT OF ORGANIZATIONAL GOALS,<br />
MEASUREMENTS<br />
COMMUNICATIONS ENVIRONMENT MUST ALLOW FREEDOM<br />
THE<br />
CATTANEO, E R<br />
0260<br />
PEOPLE IN EDP<br />
THE<br />
PROCESSING, VOL 7-11, NOVEMBER 1965, 4 PAGES<br />
DATA<br />
DATA-PROCESSING<br />
EDUCATING,<br />
CATTANEO SIATES THAT THE FUTURE FOR PEOPLE IN<br />
MR<br />
DATA PROCESSING IS BRIGHTER THAN EVER BEFORE THE<br />
ELECTRONIC<br />
IS NOW BECOMING A PROFESSIONAL BUT THE MAJOR<br />
SPECIALIST<br />
IS FOR INDUSIRIES TE FINO OP MEN AND TC KEEP THEM.<br />
PROBLEM<br />
MANUFACIDRERS COME UP WITH REVOLUTIONARY AUTO-'<br />
UNLESS<br />
PROGRAMMING TECHNIQUES TO FREE PROGRAMMERS FOR SYSTEMS<br />
MATIC<br />
THE INDUSTRY WILL BE IN A PROGRAMMER-ANALYST BIND. AN<br />
WORK,<br />
MANAGER MUSI BE A GOOD ADMINISTRATOR, PERSONNEL MANAGER,<br />
EDP<br />
INFORMATION PROCESSING EXPERT FAMILIAR WITh SYSTEMS<br />
AND<br />
PROGRAMMING ANO OPERATIONS<br />
ANALYSIS,<br />
EDP PERSONNEL TAKES A LONG TIME EDUCATING NEW<br />
MOLDING<br />
OR RE-EDUCATING MANAGERS IN EDP TECHNIQUES IS DIF<br />
PEOPLE<br />
PROCESS THE ANSWER MAY LIE IN MASS EDUCATION. FEW<br />
FICULT<br />
EDP PEOPLE ARE UNDERPAID, BUT MANY INEXPERIENCED PEOPLE<br />
GOOD<br />
OVERPAID THE SIATUS OF EDP WORKERS WILL BE INFLAIED FOR<br />
ARE<br />
LEAST ANOTHER GENERATION KEY PERSONNEL ARE ESSENTIAL BUT<br />
AT<br />
THESE PEOPLE IS OFTEN IMPOSSIBLE<br />
AC{UIRING
JACKSON T. W<br />
0261<br />
INEFFICIENT CAREER<br />
THE<br />
PROCESSING, VOL 7-11 NOVEMBER I965 4 PAGES<br />
DATA<br />
RECRLIT PLACEMENT<br />
RETRIEVAL,<br />
JACKSON SUGGESTS THAT TODAY, A TECHNICAL MANS RE<br />
MR.<br />
TO HIS EMPLOYER IS MUCH DIFFERENT THAN IT WAS A FEW<br />
LATION<br />
AGO. CAPABILITIES ARE NOW MEASURED MORE PRECISELY<br />
YEARS<br />
IS INCREASED STANDARDIZATION AND PERSONAL MOBILITY A<br />
THERE<br />
MAN MUST VISUALIZE HIS PROGRESS IN TERMS OF MORE THAN<br />
CAREER<br />
EMPLOYERe INDOSIRY, DR LOCATION<br />
ONE<br />
PROBLEM IS THAT NO EFFICIENT SYSTEM EXISTS TO COPE<br />
A<br />
PROBLEMS OF DISLOCATION OR RELOCATION. THE EMPLOYMENT<br />
WIIH<br />
HAS CHANGED GREATLY IN THE PAST YEARS THE EMPLOYERS<br />
PROCESS<br />
OF COMMUNICATING WITH THE APPLICANT ARE AS COMPLI-<br />
PROBLEMS<br />
AS THE APPLICANTS IN COMMUNICATING WITH HIM<br />
GATED<br />
GREATEST CHALLENGE IS THE NEED FOR A NATIONAL, HIGh<br />
THE<br />
PRECISE COMMUNICATIONS NETWORK TO ENABLE QUICK CAN-'<br />
SPEED,<br />
OF CAREER OPPORTUNITIES A LARGE MANPOWER NETWORK IS<br />
MASSING<br />
DESIREABLE FEATURE. EXPANDING THIS PERSONNEL SERVICE<br />
ANOTHER<br />
INCLUDE COMPUTERS AND INFORMATION RETRIEVAL SYSTEMS WOULD<br />
TO<br />
A LARGE, BUT NOT IMPOSSIBLE TASK<br />
BE<br />
CAMPAGNA Jo F<br />
0262<br />
CAPABILITIES OF REMOTE DATA-PROCESSING PART<br />
THE<br />
OF DATA MANAGEMENT VOL 4-I, JANUARY 1966 6 PAGES<br />
JOURNAL<br />
COMPUTERIZATION<br />
COP<br />
THIS, THE SECOND IN A THREE-PART SERIES, THE AUTHOR<br />
IN<br />
WITH THE SPECIAL CHARACTERISTICS REQUIREO IF REMOTE<br />
DEALS<br />
IS TO BE ACHIEVED ECONOMICALLY AND EFFECTIVELY.<br />
PROCESSING<br />
DEALING WITH TECHNICAL REQUIREMENTS, THE IERMS<br />
BEFORE<br />
CONCEPTS INVOLVED IN REMOTE PROCESSING ARE DEFINED THE<br />
AND<br />
BECOMES FAMILIAR WITH SUCH TERMS AS TIME-SHARING<br />
READER<br />
AND MULTIPROCESSING.<br />
MULTIPROGRAMMING<br />
DEFINING TERMS, THE CENTRAL FACILITY OF THE<br />
AFTER<br />
IS DISCUSSED DESCRIPTIONS AND REQUIREMENTS OF SYSTEM<br />
SYSTEM<br />
INCLUDING COMMUNICATION EQUIPMENT INPUT AND<br />
COMPONENTS<br />
PROCESSING, PERIPHERAL EQUIPMENT LARGE MEMORY SYS-'<br />
OUTPUT<br />
AND CENTRAL PROCESSING ARE PRESENTED IN ADDITION A<br />
TEMS<br />
EXECUTIVE SYSTEM PROVIDES THE WORKING SOFTWARE TO<br />
MASTER<br />
FLEXIBILIIY INTO THE OPERATION OF THE SYSTEMS<br />
IMPLIMENT<br />
COMPONENTS. THE CENTRAL FACILITY SHOULD HAVE VER<br />
HARDWARE<br />
CAPABILITIES TO ACCOMMODATE MANY REMOTE SIATIONS.<br />
SAIILE<br />
CHALEKIAN, H A.<br />
0263<br />
THE REPORTS BARRIER<br />
BREAKING<br />
OF DATA MANAGEMENT VOL 3-12 DECEMBER 965t 6 PAGES<br />
JOURNAL<br />
RETRIEVAL<br />
CHALEKIAN STATES THAT ONE OF THE MAJOR PROBLEMS<br />
MR°<br />
GROWING COMPUTER INSTALLATIONS IS THAT OF COPING WITH<br />
FACING<br />
HUGE NUMBER OF REQUESTS FOR INFORMATION RETRIEVAL RE<br />
THE<br />
IN EITHER A SCHEDULED OR ONE-SHOT BASIS<br />
PORTS<br />
PUBLISHING COMPANY HAS TAKEN A MAJOR STRIDE IN<br />
WESTERN<br />
AREA BY DEVELOPING A SINGLE NOVEL PROGRAM THAT GIVES<br />
THIS<br />
RANDOM-ACCESS FLEXIBILITY TO BATCH-PROCESSING<br />
TAPE-SPEED<br />
SYSIEMS II EXPLOITS THE POWERFUL SORTING SOFTWARE<br />
ORIENTED<br />
AND PROGRAMMING FLEXIBILITY CF THE UNIVAC III<br />
CAPABILITY<br />
DETAILED DESCRIPTION OF THE BASIC FEATURES AND CAPABILI<br />
A<br />
OF THE PROGRAM ARE DISCUSSED<br />
TIES<br />
PROGRAM IS FLEXIBLE ENOUGHI TO GENERATE A LARGE<br />
IHE<br />
OF REPORTS, BUT CAN BE REFINED AS NECESSARY IN A<br />
VARIETY<br />
OF WAYS. THE RESULT IS MAXIMUM FLEXIBILITY WITH NUN<br />
NUMBER<br />
COMPUTER TIME AND EXPENSE<br />
IRUM<br />
EVANS, M. K<br />
0264<br />
THE INFORMATION AVALANCHE<br />
CONTROLLING<br />
OF DATA MANAGEMENT VOL 3-I2, DECEMBER 1965 7 PAGES<br />
JOURNAL<br />
DECISION-MAKING<br />
LINE WITH A TREMENDOUSLY INCREASED ABILITY OF CON-'<br />
IN<br />
AND COMMUNICATIONS TC HANDLE INFORMATION, THERE HAS<br />
PUTERS<br />
AN EXPLOSION IN THE AMOUNT OF INFORMATION WHICH MAN<br />
BEEN<br />
MUST USE AND ABSORB IN DECISION MAKING THIS GROWIH<br />
AGENENT<br />
INFORMATION REQUIREMENTS HAS LEFT MANAGEMENT WORRIED ANO<br />
IN<br />
PERPLEXED<br />
FOUR BASIC CONSIDERATIONS WHICH MUST BE KEPT IN<br />
THE<br />
IN TACKLING IHE INFORMATION PROBLEM ARE THE SIZE AND<br />
MIND<br />
OF THE COMPANY, THE KEY DECISION AREAS OF THE<br />
COMPLEXITY<br />
THE ORGANIZATIONAL SIRUCTURE AND DELEGATION PRAC<br />
BUSINESS,<br />
AND THE RELATIONSHIP BETWEEN INFORMATION AND ACTION.<br />
TICES,<br />
OF THESE CONSIDERATIONS IS DISCUSSED<br />
EACH<br />
AUTHOR SUGGESTS FIVE KEY STEPS IN SETTING UP A GOOD<br />
THE<br />
SYSTEM SELECT A PROJECT LEADER, THINK THROUGH<br />
INFORMATION<br />
INFORMATION REQUIREMENTS ENLIST YOUR MANAGEMENT TEAM<br />
YOUR<br />
THE NEW SYSIEM AND REVIEW AND ADOPT THE PLAN<br />
DESIGN<br />
KUCH D C<br />
0265<br />
T-FORMATION<br />
THE<br />
VOL lt 5. MAY 1965 3P.<br />
DATAMATION<br />
DATA-PROCESSING<br />
ORGANIZATION-CHARTS,<br />
HISTORY OF ORGANIZATIONAL THEORY TO THE PRESENT<br />
THE<br />
HAS CONSISTED OF REPEATED ATTEMPTS TO UPDATE ThE<br />
TIME<br />
PYRAMID CHART WHICH DERIVES ITS STABILITY FROM ITS<br />
CLASSICAL<br />
BASE AND TRIANGULAR FORM HOWEVER BECAUSE OF ITS LACK<br />
BROAD<br />
FLEXIBILITY IT FAILS TO TAKE ACCOUNT OF THE FACT THAT<br />
OF<br />
DEPARTMENTS OF A CORPORATION, SUCH AS DATA-PROCESSING,<br />
SOME<br />
A POSITION ON THE CHART OUT OF ALL PROPORTION TO<br />
ACHIEVE<br />
REAL IMPORTANCE THE T-FORMATION IS NEW CONCEPT IN<br />
THEIR<br />
ORGANIZATION FOR DATA-PROCESSING AND IS A SUC-'<br />
MANAGEMENT<br />
TO THE CLASSICAL PYRAMID-SHAPED ORGANIZATION CHART<br />
CESSOR<br />
KOUDRY* Jo<br />
0266<br />
CHARTING THE TOTAL SYSTEM<br />
LOGIC<br />
PROCESSING MAGAZINE, VCL 8-[, JANUARY 1966 6 PAGES<br />
DATA<br />
FLOWCHART<br />
DOCUMENTATION,<br />
KOUDRY FEELS THAT SYSTEM DOCUMENTATION TECHNIQUES<br />
MR.<br />
AND USED IN MANUAL SYSTEM STUDIES DO NOT PROVIDE A<br />
DEVELOPED<br />
TO ENABLE AN ANALYST TC EFFECTIVELY DESIGN A COMPUTER<br />
BASE<br />
SYSTEM. ONCE THE ANALYST HAS DEFIED THE PRESENT SYS<br />
BASED<br />
IN TERMS OF BASIC COMPUTER LOGIC THE DEVELOPMENT OF THE<br />
TEN<br />
SYSTEM FROM THESE LOGICAL ELEMENTS IS GREATLY<br />
COMPUTER-BASED<br />
FACILITATED<br />
LOGIC-CHARTING TECHNIQUE INVOLVES DOCUMENTING THE<br />
THE<br />
112<br />
OF THE PRESENT SYSTEM IN TERMS OF PROCESSING<br />
PROCEDURES<br />
AND DECISION CONDITIONS ONCE THE PRESENT SYSTEM HAS<br />
STEPS<br />
DOCUMENTED, THE SAME METHOD SHOULD APPLY TO DESIGNING A<br />
BEEN<br />
SYSIEM PRE-CHARTING THE SYSTEM ALLOWS THE ANALYST TO<br />
NEW<br />
THE SYSTEM BEFORE ENTERING THE FIELD THE LOGIC-CHAR-'<br />
LEARN<br />
TECHNIQUE AUTOMATICALLY CALLS ATTENTION TO LOGIC ERRORS<br />
TING<br />
SYMBDLOGY USED IS THE SAME AS THAT USED FOR CRAW-'<br />
THE<br />
PROGRAM FLOW CHARTS WITH ADDITIONAL CONVENTIONS USED TO<br />
ING<br />
THE APPLICABILITY EXHIBITS<br />
OPTIMIZE<br />
SINGLETARY,<br />
0267<br />
JOB CORPS<br />
THE<br />
VOL 58-7 JANUARY 1966, 3 PAGES<br />
BANKING<br />
RECRUITING<br />
TRAINING,<br />
ARTICLE BY THE DIRECTOR OF THE JOB CORPS DISCUSSES<br />
THIS<br />
PURPOSE BEGINNING, AND SOURCE OF THE PROGRAM THE CORPS<br />
THE<br />
AUTHORIZED BY THE ECONOMIC OPPORTUNITY ACT OF 1966 AND<br />
WAS<br />
DESIGNED TO HELP YOUNG PEOPLE, AGES 16 IHROUGH 21 WHO ARE<br />
IS<br />
OF SCHOOL OR OUI OF WORK THREE TYPES GF CENTERS AOMIN-'<br />
OUT<br />
THE PROGRAM WITH CONSERVATION CENTERS PROVIDING WORK<br />
ISIER<br />
PARKS OR FORESTS AND TWO TYPES OF URBAN CENTERS ORIENTED<br />
IN<br />
VOCATIONAL TRAINING<br />
TOWARD<br />
HAVE ARISEN IN MANY AREAS FORMING A LARGEr<br />
PROBLEMS<br />
INTER-AGENCY OFFICE WAS A LARGE TASK PROBLEMS<br />
CO-OPERATIVE<br />
IN RECRUITING YOUNGSTERS FINDING A DEDICATED STAFF<br />
EXIST<br />
NOT EASY HOWEVER, AN OVERWHELMING NATIONAL INTEREST IS<br />
WAS<br />
GROWING TO ALEVIATE THESE PROBLEMS<br />
NOW<br />
THE PLBLIC SEEMS TO HAVE A ONE-SIDED VIEW OF<br />
HOWEVER,<br />
PROGRAM PEOPLE MUST UNDERSTAND THAT THERE WILL BE<br />
THE<br />
DROP-OUTS, FIGHTS, AND DISCIPLINARy PROBLEMS<br />
HOMESICKNESS,<br />
PROGRAMS SUCCESS LIES IN ITS JOB-PREPARATION ABILITIES<br />
THE<br />
HITSELBERGER E<br />
0268<br />
TRAINING PROGRAMS FOR COLLEGE GRADUATES.'<br />
EFFECTIVE<br />
VOL 58-7, JANUARY 1966 PAGBS<br />
BANKING,<br />
EVALUATING, ORIENTATION<br />
TRAINING,<br />
OF THE BIG PROBLEMS FACING BANKERS IS THAT OF MAN-'<br />
ONE<br />
SUCCESSION OBTAINING AND RETAINING CDLLEGE GRADS IS<br />
AGEMENT<br />
PROCESS BANKS MUST OBTAIN AS MUCH MANAGEMENT<br />
CCMPETITIVE<br />
AS POSSIBLE AS QUICKLY AS POSSIBLE<br />
POTENTIAL<br />
AND TRAINEE AIMS ARE VERY SIMILAR= AND TRAINING<br />
BANK<br />
ARE GEARED TO MEET THESE AIMS. PROGRAMS HAVE COME<br />
PROGRAMS<br />
WAY SINCE THEIR BIRTH IN THE 40S TODAY MEST PROGRAMS<br />
LOnG<br />
TRAINEES THROUGH THE MAJOR DEPARTMENTS CF THE BANK<br />
ROTATE<br />
PROCESS ADDS MANY SPECIALTIES TO A PANS CAPABILITIES<br />
THIS<br />
ADMINISTRATIVE PROTECTION<br />
PROVIDING<br />
EFFECTIVE TRAINING PROGRAM NEEDS ThE BACKING OF ABLE<br />
AN<br />
WHO CAN COMMUNICATE AND REVIEW PERFORMANCES WELL<br />
MANAGERS<br />
PROGRAM EFFECTIVENESS CAN BE DETERMINED BY EVAL-'<br />
TRAINING<br />
FIRST-JOB ACHIEVEMENTS THESE FIRST-JOB ASSIGNMENTS<br />
UATING<br />
BE IN AREAS WHERE TRAINEES ARE EITHER STRONG OR WEAK<br />
MAY<br />
REACTIONS TO THE PROGRAM FROM THE TRAINEE ARE ALSO<br />
FINALLY,<br />
IN OESIGNING EFFECTIVE METHODS<br />
IMPORTANT<br />
MCCUSKER OWEN F<br />
0269<br />
0270<br />
THE BATTLE AGAINST TIME<br />
WINNING<br />
JOURNAL VOL 44, NO 11, DEC 1965 PAGES<br />
PERSONNEL<br />
PLANNING<br />
PROGRAM,<br />
WIN THE BATTLE AGAINST TIME WAGED AT ALL LEVELS IN<br />
TO<br />
BUSINESS ORGANIZAIION THE AUTHOR PROPOSES THE DEVELOP<br />
THE<br />
AND USE OF A-TIME MAP<br />
MENT<br />
TIME MAP PLANNING PROCEDURE IS DESIGNED TO HELP<br />
THE<br />
A CONCEPT OF TIME YOUR OWN JOB FUNCTIONS AND OB-'<br />
DEVELOP<br />
ARE ANALYZED<br />
JECTIVES<br />
POTENTIAL BENEFITS OF UTILIZING THE TIME MAP ARE<br />
THE<br />
STRONGEST SELLING POINTS PLANNING FORCES YOU TO SEE<br />
ITS<br />
CLEARLY IDENTIFIED GOALS OBSTACLES TC BE OVERCOME TO<br />
MORE<br />
THESE GOALS, AND DEVELOPS A PRIORITY SENSE THAT HELPS<br />
REACH<br />
FIT WHAT YOU WANT TO O0 INTO THE TIHE AVAILABLE<br />
YOU<br />
GIVES YOb CONFIDENCE MAKES YOU MORE DEPENDABLE<br />
PLANNING<br />
EFFICIENT, AND PREPARES YOU FOR PROMOTION<br />
AND<br />
LIKE TO STOP LYING TC MY BOSS<br />
IWGULD<br />
JOURNAL, VOL. 44, NO l, DEC., I965 8 PAGES<br />
PERSONNEL<br />
ABSENTEEISM<br />
AUTHOR DECLARES THE SYSTEM WHEREBY COMPANIES ALLOW<br />
THE<br />
EMPLOYEE A FIXED NUMBER CF DAYS ABSENT FOR PERSONAL,<br />
AN<br />
SICKNESS WHICH MUST BE STATED AND DESCRIBED TO AN<br />
PHYSICAL<br />
SUPERVISOR AN UNWARRANTED INVASION OF PRIVACY.<br />
IMMEDIATE<br />
SUGGESTS COMPANIES ALLOW A GIVEN NUMBER OF DAYS PER YR<br />
SHE<br />
ABSENCE DUE TO ILLNESS CR GENUINE PERSONAL EMERGENCY,<br />
FOR<br />
FAMILY PROBLEMS EXCESS DAYS ARE TO BE DEDUCTED<br />
INCLUDING<br />
SALARIES NOTICE OF ABSENCE MUST BE GIVEN CURING FIRST<br />
FROM<br />
OF WORKING DAY, BUT NO FURTHER EXPLANATION NEED<br />
HALF-HOUR<br />
GIVEN<br />
BE<br />
ALSO PROPOSES THE ALLOWED ABSENCE TIME BE CUT IN<br />
SHE<br />
BUT NO QUESTIONS ASKED ABOUT REASONS FOR ABSENTEEISM.<br />
TWO,<br />
BELIEVES ABSENTEEISM WILLDECLINE AND THAT IMPORTANT<br />
SHE<br />
INTO CHARACTER OF EMPLOYEES WILL BE GAINED SUCH AS<br />
INSIGHTS<br />
PEOPLE ARE CONSISTENTLY ABSENT AT PEAK-LOAD TIMES AND<br />
WHICH<br />
IAKE PAINS TO TAKE CARE OF PERSONAL MATTERS AT OTHER<br />
WHICH<br />
TIMES<br />
BATTEN, D STOUDER, DALE H<br />
C271<br />
AND JOB EVALUATION.'<br />
COMPENSATION<br />
JOURNAL VOL 44, NO II, DEC 1965 4 PAGES<br />
PERSONNEL<br />
REVIEW<br />
APPRAISAL,<br />
EFFECTIVE COMPENSATION SYSTEM MUST PROVIDE A CON<br />
AN<br />
METHOD FOR ESTABLISHING THE RELATIVE WORTH OF EACH<br />
SISTENT<br />
PROVIDE A METHOD FOR RECOGNIZING THE EFFECT OF THE LAW<br />
JOB,<br />
SUPPLY AND DEMAND ON VARIOUS JOB CLASSIFICATIONS WITHOUT<br />
OF<br />
THE RELATIVE WORTH OF JOBS WITHIN THE ORGANIZA-'<br />
DISTORIING<br />
AND MUST PROVIDE FOR EXCEPTIONAL PAY FOR EXCEPTIONAL<br />
TION,<br />
PERFORMANCE.<br />
SEVEN STEP METHOD FOR ESTABLISHING A JOB EVALUATION<br />
A<br />
IS PRESENTEO BRIEFLY, PREPARE DETAILED JOB OESCRIP-'<br />
SVSTEM<br />
DETERMINE RELATIVE VALUE OF EACH JOB RANK JOBS<br />
TIDNS*<br />
SCAITERGRAN OR DETERMINE LINE OF BEST FIT USING<br />
PREPARE<br />
SQUARES FORMULA, ESTABLISH RATE RANGE FOR EACH JOB,<br />
LEAST<br />
DETERMINE WHICH JOBS VARY GREATLY FROM SALARY LINE, AND
COMPARE SALARY LEVELS WITH COMPARABLE COMPANIES IN AREA<br />
BAHN, CHARLES<br />
CP72<br />
USE OF THE EXIT INTERVIEW<br />
EXPANDED<br />
JOURNAL• VDL 44• NO Li, DEC., 1965• PAGES<br />
PERSONNEL<br />
DISSATISFACTI£N<br />
SATISFACTION,<br />
PROPERLY CONDUCTED EXIT INTERVIEW CAN PRODUCE VALU<br />
A<br />
INFORMATION FOR MANAGEMENT ON THE OPERATIONAL PROCED-'<br />
ABLE<br />
OF THE COMPANY AND THE EMPLOYEE ATIITUOES<br />
URES<br />
THE EXIT INTERVIEW AN EFFORT SHOULD BE MADE TO<br />
IN<br />
THE WIDEST RANGE OF SOURCES OF EMPLOYEE SATISFACTION<br />
COVER<br />
DISSATISFACTION THE EMPLOYEE SHOULD BE ENCOURAGE TO<br />
AND<br />
WHAT IS ON HIS MIND AND WHAT HE CONSIDERS MOST IMPOR-'<br />
TELL<br />
TANT<br />
INTERVIEW SHOULD BE SOMEWHAT STRUCTURED, CONDUCTED<br />
THE<br />
AN AMPLE AMOUNT OF TIMEr TAKE PLACE IN A PRIVATE OFFICE,<br />
IN<br />
BE CONDUCTEO BY SOMEONE SUFFICIENTLY HIGH IN THE<br />
AND<br />
TO ASSESS AND RECOGNIZE SIGNIFICANT INFORMA-'<br />
ORGANIZATION<br />
AND TO INITIATE CONSIDERATION OF REMEDIAL ACTION WHERE<br />
TION<br />
APPROPRIATE.<br />
OBIAINED IN AN EXIT INTERVIEW CAN BE VERY<br />
INFORMATION<br />
DESPITE ITS LIMITED VALIDITY<br />
USEFUL<br />
SAVITT, MORRIS A.<br />
C27)<br />
FRESH SLANT ON THE INDUCTION PROGRAM<br />
A<br />
JOURNAL, VGL 44, ND II DEC 1965, 3 PAGES<br />
PERSONNEL<br />
ORIENTATION<br />
RECRUITMENT<br />
SOUND INDbCTICN PROGRAM IS GENERALLY CONSIDERED TO<br />
A<br />
AN IMPORTANT ROLE IN REDUCING TURNOVER AND GRIEVANCES<br />
FLAY<br />
THE AUTHOR FEELS IT IS AS IMPORTANT TO GIVE SPECI-'<br />
HOWEVER,<br />
ATTENTION TO THE OLD-TIMERS IN THE IMMEDIATE WORK GROUP<br />
AL<br />
IT IS TO FOCUS ON THE NEW EMPLOYEE DURING THE ENTIRE<br />
AS<br />
PROCESS HIS WORK EXPERIENCE SUPPORTS THIS VIEW<br />
HIRING<br />
INDUCTION PROGRAM SHOULD TAKE INTE ACCOUNT THE<br />
THE<br />
OF THE NEW EMPLOYEE, THE INTERESTS OF THE EMPLOY-<br />
INTERESTS<br />
AND THE INIERESIS OF THE OLD-TIMERS IN THE IMMEDIATE<br />
ER,<br />
GROUP. EACH INIERESI IS VIEWED WITH RESPECT TO THEIR<br />
WORK<br />
IHE INABILITY TO ISOLATE AND DIRECTLY<br />
INTERRELATIONSHIPS,<br />
EACH INTEREST AND THE EFFECTS OF OBSERVER INIRU-<br />
MEASURE<br />
SION<br />
LYNCH, CHARLES H<br />
0274<br />
AND PRACTICE OF PERFORMANCE APPRAISAL<br />
THEORY<br />
JOURNAL, VOL 44, ND ii, DEC 1965, PAGES<br />
PERSONNEL<br />
MEASUREMENT<br />
JOB-DESCRIPTION<br />
APPRAISAL DR ACCOUNTABILITY MANAGEMENT, THE<br />
PERFORMANCE<br />
THE AUTHOR SUGGESTS FOR THE CONCEPTt HAS FOUR RELATED<br />
NAME<br />
IN WHICH A MANAGER DESCRIBES THE JOB TO BE HANDLED BY<br />
STEPS<br />
SUBORDINATE, DEVELOPS OBJECTIVES AND MEANS OF MEASURE-'<br />
HIS<br />
APPROPRIATE TO THE JOB, COMMUNICATES THE JOB DESCRIP-'<br />
MENT<br />
AND ITS OBJECIIVES TO IHE SUBORDINATE, AND MEASURES<br />
TION<br />
SUBORDINATES ACCOMPLISHMENTS AGAINST THE OBJECTIVES.<br />
THE<br />
AUTHOR DISCUSSES THE DIFFICULTIES WHICH MUST BE RE-'<br />
THE<br />
IN EACH OF THESE AREAS<br />
SOLVED<br />
BEUSCHEL, RICHARD T<br />
02?5<br />
NATURE OF PERSONNEL<br />
CHANGING<br />
JOURNAL, VDL 45, NO I, JAN., 1966, 2 PAGES<br />
PERSONNEL<br />
FORECASTS, PREOICTIONS<br />
PROJECTIONS,<br />
MUSI DO MORE FORWARD PLANNING AND STOP DEAL<br />
PERSONNEL<br />
WITH HISTORICAL DATA DATA PROCESSING CAN ASSIST PER-'<br />
ING<br />
MANAGEMENT IN THE TRANSITION REPORTS CAN BE CON<br />
SONNEL<br />
HANDLED ON THE COMPUTER<br />
VENIENTLY<br />
AND SIMULATIONS OF FUTURE TRENDS CAN BE<br />
PROJECTIONS<br />
ON COMPUTERS GREATER EMPHASIS SHOULD BE PLACED ON<br />
TESTEO<br />
STUDIES THERE IS NEED FOR RETRAINING PROGRAMS<br />
MOTIVATIONAL<br />
JOB EMPHASIS SHIFTS<br />
AS<br />
INDERSTANOING, AND PATIENCE ARE NEEDED IF<br />
IMAGINATION,<br />
BENEFIT IS TO BE DERIVED FROM USE OF EDP TO IMPROVE<br />
FULL<br />
FORWARD PLANNINF INFORMATION OF PERSONNEL MANY CHANGES<br />
THE<br />
TRADITIONAL WAYS CF OPERATING WILL BE INVOLVED FOR<br />
IN<br />
THE CONCEPT OF INTEGRATED INFORMATION FILES CAN<br />
EXAMPLE<br />
A PROFOUND EFFECT CN FUNCTIONAL DEPARTMENTS MANY DE-'<br />
HAVE<br />
CAN MAKE MULTIPLE USE DF THE SAME INFORMATION,<br />
PARTMENTS<br />
AND STORED IN ONLY ONE LOCATION. THE FEATURES OF<br />
RECORDED<br />
AND BENEFITS FROM A TOTAL EDP SYSTEM ARE BRIEFLY DISCUSSED<br />
SIMPSON, MAX<br />
C276<br />
DO COMPUTERS AFFECT ACCOUNTING AND AUDITING TECHNIQUES<br />
HOW<br />
FINANCIAL EXECUTIVE VOL 34, 2 FEB 1966 6P<br />
IMPACT OF IHE COMPUTER ON BUSINESS PRACTICES HAS<br />
THE<br />
SIGNIFICANT ESPECIALLY ON THE ACCOUNTANT AND AUDITOR,<br />
BEEN<br />
IHE TECHNIQUES UTILIZED IN THE ADMINISIRATION OF THEIR<br />
AND<br />
FUNCTIONS.<br />
ACCOUNIANI MUST ACCEPT THE CHALLENGES POSED BY HIS<br />
THE<br />
ENVIRONMENT BY ADAPTING TO A NEW PROFESSION RATHER<br />
CHANGING<br />
CONTINUE AN OLD ONE HE MUST PROVIDE MANAGEMENT WIIH<br />
THAN<br />
TIMELY RECOMMENDATIONS ON DAY-TO-DAY BUSINESS<br />
UNBIASED,<br />
AND FUTURE PREDICTIONS TO OPTIMIZE LONG-RANGE<br />
ACTIVITIES<br />
AND GOALS.<br />
PLANS<br />
THE AUDITOR WILL BE REQUIRED TO DEVELOP A<br />
SIMILARLY•<br />
THE COMPUTER- APPROACH TO HIS OBJECTIVES. IN THE<br />
-THROUGH<br />
AHEAD THE AUDITOR AND ACCOUNTANT HAVE AN UNPARALLED<br />
YEARS<br />
TO EXPLOIT THE UTILIZATION OF THE COMPUTER AS A<br />
OPPORTUNITY<br />
PRIME TOOL IN SERVICING MANAGEMENTS NEEDS<br />
OTOOLE EDWARD F.<br />
0277<br />
PLANNING AND TOP MANAGEMENTS ROLE IN EDP<br />
LONG-RANGE<br />
FINANCIAL EXECUTIVE VOL 34 2 FEB 1966 5P<br />
WITH EVERY PROJECT IN THE COMPANY• THE ULTIMATE RE-'<br />
AS<br />
FOR LONG-RANGE PLANNING RESTS WITH THE PRESI-'<br />
SPONSIB[LITY<br />
HOWEVER THE AUTHOR STRESSES THE IMPORTANCE OF TEAM<br />
DENT<br />
FOR PLANNING AND THE NEED FOR EXTENSIVE PARTICIPATION<br />
WORK<br />
DIVISIONAL PERSONNEL THE AUTHOR OUTLINES EIGHT FUNDA-'<br />
BY<br />
ELEMENTS THAT ARE INVOLVED IN THE DEVELOPMENT OF AN<br />
MENTAL<br />
113<br />
LONG-RANGE PLAN FOR ANY INDIVIDUAL COMPANY<br />
EFFECTIVE<br />
OF THE LONG-RANGE OPERATIONAL IMPLICATIONS<br />
BECAUSE<br />
OF ELECTRONIC DATA-PROCESSING POLICIES AND OBJECT<br />
PLANNING<br />
MUST BE EFFECTED AT THE HIGHEST LEVEL OF MANAGEMENT<br />
IVES<br />
BURGEONING USE OF EDP EQUIPMENT IN THE MODERN COMPANY<br />
THE<br />
THAT DRASTIC CHANGES IN THINKING BE EFFECTED AT ALL<br />
REQUIRES<br />
OF MANAGEMENI RELATIVE TO BOTH THE ORGANIZATION ANO<br />
LEVELS<br />
METHODS INVOLVED IN ROUTINE DECISION-MAKING ANO PAPER-<br />
THE<br />
PROCESSING THE PROBABLE EFFECT OF COMPUTERS ON ORGAN-'<br />
WORK<br />
ALIGNMENT CONTROL, AND CHANNELS AND LINES OF<br />
IZATIONAL<br />
ARE DISCUSSED• ALSO.<br />
COMMUNICATION<br />
CHURCHILL, NEIL C CYERT, RICHARD M<br />
0278<br />
EXPERIMENT IN MANAGEMENT AUDITING<br />
AN<br />
JOURNAL OF ACCOUNTANCY VOL I2/t 2 FEB., 1966 5P<br />
THE<br />
DECISION-ANALYSIS• GAMES-BUSINESS<br />
EDUCATION,<br />
BUSINESS GAMES CAN MAKE A CONTRIBUTION<br />
COMPUTER-BASED<br />
THE EDUCATION OF FUTURE ACCOUNTANTS AND MANAGERS IN THE<br />
TO<br />
AND PHILOSOPHY OF AUDITING THE AUTHORS ANALYSIS<br />
FUNCTION<br />
SHOWS THAT EDUCATION FER THE PROFESSION OF ACCOUNTING<br />
ALSO<br />
BE SEPARATED FROM EDUCATION FOR MANAGEMENT<br />
CANNOT<br />
GENERAL GAMES PROVIDE A DYNAMIC AND INTENSE SITUA<br />
THE<br />
WHERE PROBLEMS ARE FACED IN THE CONTEXT IN WHICH THEY<br />
TION<br />
ARISE, WHERE THE PRESSURE OF lIME AND LIMITED IN-'<br />
NATURALLY<br />
ARE REAL, WHERE THE DECISION IS TO SEARCH FURTHER<br />
FORMATION<br />
TO ABSTAIN A GAME GIVES A STUDENT A CHANCE TO EXPERIMENT<br />
OR<br />
HIS OWN IDEAS OF MANAGEMENT AND TO TRY HIS NEWLY AC-'<br />
WITH<br />
SKILLS IN A RELATIVELY COST-FREE ENVIRONMENT. FINAL<br />
QUIRED<br />
WHERE A GROUP SUCH AS THE BOARD OF DIRECTORS IS UTILIZEO<br />
LY<br />
GAME PROVIDES A CHANCE FOR EXPERIENCED AND KNOWLEDGEABLE<br />
THE<br />
FROM THE WORLD OF AFFAIRS TO CONTRIBUTE THEIR LEARNING<br />
MEN<br />
SKILLS TO THE EDUCATIONAL PROCESS BY EVALUATING MANA<br />
AND<br />
BEHAVIOR<br />
GERIAL<br />
SIMPKINS, JOHN<br />
0279<br />
FOR MANAGEMENT BY OBJECTIVES<br />
PLANNINC<br />
AND PROCEDURES JOURNAL VOL ITt NO JANUARY<br />
SYSTEMS<br />
66 6<br />
FEBRUARY<br />
VALUE, RISK GOALS<br />
COST<br />
ARTICLE DISCUSSES THE SIGNIFICANCE OF THE SYSTEM<br />
THIS<br />
EMPHASIZES STARTING WITH A LIMITED NUMBER OF OBJECTIVES<br />
AND<br />
SYSIEM AIMS AT MAXIMIZING UTILIZATION OF ALL MEMBERS OF<br />
THE<br />
MANAGEMENT TEAM SUCCESS OF THE PLAN IS BASED ON THE<br />
THE<br />
THAT PEOPLE ARE MORE RESPONSIVE TO THEIR OWN OBJEC<br />
BELIEF<br />
THAN TO DIRECTIVES FRCM THE TOP PLANNING IS A PRIME<br />
TIVES<br />
SUCH PLANNING SHOULD BE DONE BY MANAGERS AT ALL<br />
FEATURE<br />
LEVELS.<br />
NATURE OF OBJECTIVES INCLUDES IMPROVEMENTS IN PRO<br />
THE<br />
IMPROVEMENT IN QUALITY AND IMPROVEMENT IN SER-'<br />
DUCTIVITY<br />
OBJECTIVES RELATING TD IMPROVEMENTS CAN BE LOOKEO AT<br />
VICE<br />
COST-VALUE AND COSI-RISK POINTS OF VIEW EXPRESSION OF<br />
FROM<br />
RESULT EXPECTATION IN TERMS OF WHEN AND HOW MUCH IS VERY<br />
END<br />
AND ESSENTIAL A FORM USED SHOULD OBJECTIVES OF<br />
IMPORTANT<br />
CRITERIA FOR EVALUATION PERFORMANCE AND THE<br />
INDIVIDUALS<br />
AND FINAL EVALUATION<br />
INTERIM<br />
SHARLIP, ALFRED S.<br />
0280<br />
PERSONNEL SHOULD IMPROVE COMMUNICATION TOO.<br />
EDP<br />
AND PROCEDURE JOURNAL VOL 17, NO. JANUARY<br />
SYSTEMS<br />
66 2<br />
FEBRUARY<br />
OOCUMENIATION<br />
ARTICLE STRESSES THE IMPORTANCE OF COMMUNICATION<br />
THE<br />
THE SYSTEMS ANALYST AND THE PROGRAMMER THE MOST<br />
BETWEEN<br />
ASPECT DF MAN-TO-MAN COMMUNICATION AMONG EOP PER<br />
DIFFICULT<br />
IS THE DEVELOPMENT, DOCUMENTATION AND INTERPRETATION<br />
SONNEt<br />
SYSTEMS SPECIFICATIONS SYSTEMS SPECIFICATIONS ARE THE<br />
OF<br />
MEDIUM OF COMMUNICATION THE SUCCESS• EFFICIENCY AND<br />
PRIMARY<br />
OF SYSTEMS IMPLEMENTATION DEPENDS LARGELY ON THE<br />
ACCURACY<br />
OF THIS COMMUNICATION TOOL<br />
ADEQUACY<br />
SUFFICIENCY OF SPECIFICATIONS DEPENDS ON THE ANA-'<br />
THE<br />
KNOWLEDGE OF IHE APPLICATION ANO HIS ABILITY TO COM-'<br />
LYSTS<br />
THAT KNOWLEDGE EFFECTIVELY PRACTICAL EXPERIENCE IN<br />
MUNICATE<br />
OPERATIONS AND EAM PROJECT PLANNING IS ESSENTIAL. DIF-'<br />
AOP<br />
ALSO ARISES FROM SEPARATING SYSTEMS STAFFS FROM<br />
FICULTY<br />
STAFFS TO BETTER COMMUNICATIONS SENIOR SYSTEMS<br />
PROGRAMING<br />
SHOULD REVIEW SYSTEMS SPECIFICATIONS AND THERE<br />
ANALYSTS<br />
BE A MEETING OF ANALYST AND PROGRAMMER.<br />
SHOULO<br />
DYKEMAN, FRANK C<br />
0281<br />
TECHNIQUES FOR A MANAGEMENT SYSTEM<br />
NEW<br />
EXECUTIVE VOL 4, 3 MARCH 1966 5P<br />
FINANCIAL<br />
CONTROL<br />
DAIA-PROCESSING,<br />
ACCOUNTING REPORTS ARE STILL ESSENTIAL<br />
MANAGEMENT<br />
OF THE FORMAL INFORMATION SYSTEM AND BECAUSE OF<br />
INGREDIENTS<br />
IMPROVEMENTS THEY ARE PLAYING AN INCREASINGLY SIG<br />
RECENT<br />
ROLE IN MANAGEMENT DECISION-MAKING.<br />
NIFICANT<br />
BASIC OBJECTIVE OF ACCOUNTING IS THE FULFILLMENT OF<br />
THE<br />
IMPORTANT ECONOMIC FUNCTION- THE COMMUNICATING AT FINAN<br />
AN<br />
AND ECONOMIC FACTS TO A USER IN A FORM WHICH HAS TIME-'<br />
DIAL<br />
AND CONTAINS INFORMAIION WHICH WILL CONTRIBUTE TO THE<br />
LINESS<br />
OF THE RECIPIENT ELECTRONIC DATA-PROCESSING IS<br />
BENEFII<br />
POSSIBLE THE PREPARATION OF ACCOUNTING REPORTS SOON<br />
MAKING<br />
IHE EVENT OF EVENTS REPORTED TO ALLOW FOR TIMELY DE-'<br />
AFTER<br />
A NUMBER OF MATHEMATICAL TECHNIQUES ARE BE<br />
CISION-MAKING.<br />
PART OF THE MANAGEMENT INFORMATION SYSTEM THE<br />
COMING<br />
DESCRIBES THREE OF THESE TECHNIQUES- SIMULATION, IHE<br />
AUTHOR<br />
INVENTORY CONTREL MODEL AND DISCRIMINIANT AN<br />
STATISTICAL<br />
ALYSIS<br />
ZUCKER LEON W<br />
0282<br />
OF THE COMPUTER ON ACCOUNTIN FOR HOSPITALS.<br />
IMPACT<br />
NEW YORK CERTIFIED PUBLIC ACCOUNTANT VOL. 36 2. FEB.<br />
THE<br />
7P 1966<br />
DATA-PROCESSING<br />
MEDICAL•<br />
IS AN INIERESIING AND INFORMATIVE ACCOUNT OF WHAT<br />
HERE<br />
CDMPUTER HAS ACCOMPLISHED IN STREAMLINING A LARGE MEDICAL<br />
A<br />
COMPLEX ACCOUNTING SYSTEM, PROVIDING NEW DATA FOR<br />
CENTERS<br />
SPEEDING UP REPORTS AND GENERALLY ENLARGING<br />
MANAGEMENT<br />
HORIZONS THE ARTICLE DEMONSTRATES HOW HOSPITALS<br />
MANAGERIAL<br />
PROGRESSING, GRADUALLY• TOWARDS A TOTAL INFORMATION<br />
ARE<br />
THEIR GOAL BEING ONE RECORD FOR ALL USES.<br />
SYSIEM,
SYSTEM DEVELOPED ORIGINALLY HITH ELECTRONIC AC<br />
THE<br />
MACHINES -EAR- ONLY FOR PAYROLL AS TIME PROGRESSED<br />
COUNTING<br />
OF THE EAH EQUIFMENT WAS SOON EXTENDED AND THE<br />
UTILIZATION<br />
HAS EXPANDED TO INCLUDE AN ELECTRONIC CALCUL<br />
INSTALLATION<br />
DEVICE SEVERAL ADDITIONAL ACCOUNTING MACHINES WERE<br />
ATING<br />
AND HIGH-SPEED SORTERS AND COLLATORS WERE SUBSTITUTED<br />
ADDED,<br />
THE ORIGINAL EQUIPMENT. IN 1961l A PROGRAM WAS LAUNCHEO<br />
FOR<br />
CONSOLIDATE DATA-PROCESSING OPERATIONS WITH A SERVICE<br />
TO<br />
CORPORATION<br />
EDITORS<br />
0283<br />
LEAVES- HOST COMPANIES VOTE -NO.<br />
SABBATICAL<br />
MANAGEMENT VOL 29, 5 FEB I9663P.<br />
BUSINESS<br />
SEEMS TD BE THE PREVAILING ATTITUDE WHEN IT CONES<br />
-NO-<br />
SABBATICAL LEAVES- PAID VACATIONS FOR PERIODS OF THREE<br />
TD<br />
OR MORE- FOR EMPLOYEES AND EXECUTIVES. ONLY A HAND-'<br />
MONTHS<br />
OF COMPANIES MOST OF THEN IN STEEL OR STEEL-RELATED<br />
FUL<br />
PRESENTLY GRANT SABBATICALS TO SALARIED WHITE<br />
INDUSTRIES<br />
OR BLUE COLLAR PERSONNEL<br />
COLLAR<br />
TO A RECENTLY COMPLETED SURVEY ENCOMPASSING<br />
ACCORDINGLY<br />
100 LARGE COMPANIES AND SPONSORED BY THE -BUSINESS<br />
NEARLY<br />
RESEARCH STAFF• 46 PERCENT OF THE FIRMS EITHER<br />
MANAGEMENT-<br />
OR FAVOR SABBATICALS FOR EXECUTIVES THE MOST PREVA<br />
GRANT<br />
REASON AMONG THE FIRMS FOR GRANTING SABBATICALS IS TO<br />
LENT<br />
A PERSON AN OPPORTUNITY TO BROADEN HIS KNOWLEDGE AT<br />
GIVE<br />
LABOR LEVEL 94 PERCENT OF THE COMPANY EXECUIIVES AN-'<br />
THE<br />
EVENTUALLY HAVING TO GIVE SABBATICALS TO ORGANIZED<br />
TICIPATE<br />
IN ORDER TO SATISFY UNION DEMANDS.<br />
EMPLOYEES<br />
EDITORS<br />
0284<br />
COST OF MANAGEMENT STUDY<br />
THE<br />
MANAGEMENT VOL. 29, 5. FEB I966 lOP*<br />
BUSINESS<br />
INCONE<br />
SALARY<br />
SIXTEEN CONSECUTIVE PAGES IS NEVER-BEFORE-PUBLISHED<br />
ON<br />
ONE CAN USE TO DETERMINE WHETHER DR NOT HIS<br />
INFORMATION<br />
COMPENSATION PRACTICES ARE IN LINE ThIS IS THE<br />
EXECUTING<br />
ANNUAL COST OF MANAGEMENT STUDY. REPORT DATA THAT IS<br />
FIRST<br />
INCLUDES THE FOLLOWING- IS THE SALARY OF THE CHIEF<br />
PROVIDED<br />
APPROPRIATE ARE THE CHARACTERISIICS GF THE CHIEF<br />
EXECUTIVE<br />
SALARY IN LINE CHECK THE RANKING-BY-PAY OF THE<br />
EXECUTIVES<br />
MAJOR LINE EXECUTIVES CHECK THE RELATIONSHIP OF EX-'<br />
FOUR<br />
SALARIES TO THE TOP HANS ARE SALARIES FOR YOUR<br />
ECDTIVES<br />
IN DIVISIONS OR SUBSIDIARIES ACCURAIE HOW<br />
EXECUTIVES<br />
OR LACK OF THEM- AFFECT EXECUTIVE SALARIES. HOW<br />
BONUSES-<br />
COMPENSATION VARIES IN BONUS AND NON-BONUS PAYING<br />
TOTAL<br />
HOW STOCK OPTIONS FATTEN EXECUIIVE WALLETS<br />
FIRMS<br />
KILBRIDGE, MAURICE WESTER LEON<br />
0285<br />
ECONOMIC MODEL FOR THE DIVISION OF LABOR.<br />
AN<br />
MANAGEMENT SCIENCE VOL 12• 6. FEB 1966 I3P.<br />
DIVISION OF LABOR IN ASSEMBLY IS FACILITATED BY<br />
THE<br />
CONVEYOR LINE. WORKERS ARE STATIONED ALONG THE LINE ON<br />
IHE<br />
THE FRAME OF THE PRODUCT BEING ASSEMBLED MOVES THE<br />
WHICH<br />
JOB IS BROKEN INTO ELEMENTS OF WORK AND ASSIGNED IN<br />
TOTAL<br />
EQUAL SHARES TO THE WORKERS ON THE LINE EACH<br />
APPROXIMATELY<br />
ADDS HIS SHARE OF WORK AS THE PRODUCT PASSES HIM<br />
OPERATOR<br />
MEASURE DF THE DIVISION OF LABOR IS THE AMOUNT OF TIME<br />
THE<br />
PRODUCT SPENDS AT EACH OPERATORS WORK STATIGN THIS<br />
THE<br />
IS COMMONLY CALLED THE -CYCLE TIME- THE PROBLEM OF<br />
PERIOD<br />
EXTENT DF THE DIVISION OF LABOR IS TO DETERMINE<br />
ECONOMIC<br />
OPTIMUM CYCLE TIME, OR THAT WHICH YIELDS THE LOWEST UNIT<br />
THE<br />
LABOR COST OF ASSEMBLY. THREE RELEVANT VARIABLE COSTS<br />
DIRECT<br />
BY THE AUTHORS ARE THE IHBALANCE-OF-WORK COST* THE<br />
DISCUSSED<br />
OF NON-PRODUCTIVE WORK• AND THE LEARNING COST.<br />
COST<br />
FAULKNER, MARTIN<br />
0286<br />
SECTIONING AND CLASS SCHEDULING<br />
COMPUTER<br />
DATAMATION VOL II, 6. JUNE 1965 3P<br />
STATE UNIVERSITY NOW HAS A COMPUTER PROGRAM<br />
WASHINGTON<br />
OPERATION THAT HELPS SOLVE THE PERPLEXING PROBLEM DF<br />
IN<br />
A TIME SCHEDULE OF COURSE OFFERINGS WHILE OPTIMIZ<br />
BUILDING<br />
THE UTILIZATION OF AVAILABLE SPACE, TIME• AND INSTRUCT-'<br />
ING<br />
COMPUTER SECTIONING GIVES EACH STUDENT A CLASS SCHEDULE<br />
ORS<br />
WHICH SECTIONS OF HIS CHOSEN COURSE HE WILL ATTEND<br />
SHOWING<br />
AUTHOR OUTLINES THE BASIC PROGRAM STRUCTUREe TAKING<br />
THE<br />
ACCOUNT IHE TIME PROBLEM, PROCESSING, AND REPORTS.<br />
INTO<br />
THE GAINS DERIVED FROM SUCH A PROGRAM ARE THE COURSE<br />
AMDUNG<br />
REPORT AND THE BALANCING OF SECTIONS. DESIGN OF THE<br />
REQUEST<br />
AND DEVELOPMENT AND IESIING PROGRAMS REQUIRED AT<br />
SYSTEM<br />
24 MAN-MONTHS OF LABOR WHILE DEVELOPMENT COSTS AP<br />
LEAST<br />
50,000 DOLLARS THE COST FOR PROCESSING PER<br />
PROXIMATED<br />
LAST FALL AT WSU WAS ROUGHLY 50 CENTS<br />
STUDENT<br />
SCFNEIDEWDND, NORMAN<br />
028?<br />
CONTROL AND ASSURANCE IN RECORDS CONVERSION<br />
QUALITY<br />
VOL ll 6 JUNE 1965 4P<br />
DATAMAIION<br />
RELIABILITY<br />
CLERICAL<br />
ARTICLE PROVIDES AN ANALYSIS DF IHE PROBLEMS<br />
THIS<br />
IN SPECIFYING AND CHECKING THE ACCURACY CF LARGE FILE<br />
VOLVED<br />
WITH A METHOD OF CHOOSING AND APPLYING SUITABLE<br />
CONVERSIONS,<br />
THE AUIHOR PRESENTS A TECHNIQUE FOR ACHIEVING<br />
STANDARDS<br />
ACCURACY AT HINIMUH COST IN THE PROCEDURE A COM<br />
DESIRED<br />
HAS BEEN AVAILABLE TO ASSIST IN THE RECORDS CONVER-'<br />
PUIER<br />
THE QUALITY CONTROL PHASE OF THE CONVERSION PROGRAM<br />
SION<br />
STANDARD CONTROL CHARTS. QUALITY ASSURANCE IS PROVIDED<br />
USES<br />
THE USE OF ACCEPIANCE SAMPLING PLANS, WHICH ASSURE THE<br />
BY<br />
USER OF CONVERTED DATA THAT THE PERCENTAGE OF DE-'<br />
ULTIMATE<br />
ITEMS WILL NOT EXCEED A PRE-DETERMINED VALUE OVER A<br />
FECTIVE<br />
NUMBER OF BATCHES OF CONVERTED OUTPUT. CONTROL CHARIS<br />
LARGE<br />
ACCEPTANCE SAMPLING PROVIDE AN EFFECTIVE MEANS OF A<br />
AND<br />
QUALITY CONTROL QUALITY ASSURANCE IN CONVERSIONS<br />
CHIEVING<br />
LO0 PERCENT INSPECIION IS INFEASIBLE OR TOO COSTLY<br />
WHERE<br />
OTHER CASES CONTROL CHARTS CAN BE EMPLOYED TO CONTROL<br />
IN<br />
PROCESS AVERAGE<br />
THE<br />
PATRICK ROBERT L* ROCKWELL MARSHALL A<br />
0288<br />
ON-LINE.'<br />
PATIENTS<br />
VOL 11, 9 SEPT 1965<br />
DATAMATION<br />
MEDICAL HOSPITAL<br />
114<br />
AUTHORS GIVE A LOOK AT COMPUTER-ASSISTED MEDICAL<br />
THE<br />
AND FUTURE SYSTEM REQUIREMENTS AT THE SHOCK RE-'<br />
TREATMENT<br />
UNIT OF THE USC SCHOOL OF MEDICINE THE PRIMARY GOAL<br />
SEARCH<br />
THE UNIT IS TO IHPROVE THE MONITORING AND CARE OF THE<br />
OF<br />
ILL PATIENT. OTHER GOALS ARE TO GATHER ACCURATE<br />
CRITICALLY<br />
SERIES DATA FROM SEVERELY ILL PATIENTS FOR LATER OFF--'<br />
TIME<br />
FUNDAMENTAL RESEARCH TO AMPLIFY THE ABLILITIES OF<br />
LINE<br />
TRAINED MEDICAL PERSONNELt AND TO ACCOMPLISH THESE<br />
SPECIALLY<br />
AT AN INVESTMENT LEVEL THAT MEDIUM TO LARGE HOSPITALS<br />
AIMS<br />
AFFORD A DIGITAL COMPUTER INSTALLED IN 1964 REPRESENTS<br />
CAN<br />
ON-LINE SYSTEM IN THE MOST CRITICAL ENVIRONMENTS INVOLV-'<br />
AN<br />
LIFE AND DEATH. ALONG WITH FUTURE REQUIREMENTS, THE AU<br />
ING<br />
ARE ALREADY CONTEMPLATING THE USE OF THE COMPUTER IN<br />
THORS<br />
CONTROL CAPACITY.<br />
A<br />
PARSONS, JAMES A<br />
0289<br />
REPLACEMENT POLICY EASED ON EQUIPMENT AGE.<br />
A<br />
DATA PROCESSING VOL 8-2 FEBRUARY, I966 PAGES<br />
PARSONS INCLUDES MATHEMATICAL CALCULATIONS AND<br />
MR<br />
IN THIS DISCUSSION OF HIS REPLACEMENT POLICY BASED ON<br />
CHARTS<br />
EQUIPMENT AGE HE STATES THAT EQUIPMENT IS RE-'<br />
COMPUTING<br />
BECAUSE IF FAILS TO OPERATE OR IT HAS BECOME OBSOLETE<br />
PLACED<br />
LIGHT OF NEW CHEAPERt FASTER MODELS<br />
IN<br />
CAN BE REPLACED AFTER IT HAS FAILED OR BEFORE<br />
EQUIPMENT<br />
REPLACEMENTS ALLOW OPERATIONS TO GO ON WITHOUT IN-'<br />
PLANNED<br />
BUT* THERE MUST BE A GENERAL POLICY TO FOLLOW IN<br />
TERRUPTION<br />
REPLACEMENTS. ONE POLICY CALLS FOR GROUP REPLACEMENTS<br />
MAKING<br />
SPECIFIC TIME INTERVALS THE OTHER IS BASED CN EQUIPMENT<br />
AT<br />
BY USING PROBABILITY FUNCTIONS AND AVERAGE COST CALCU-'<br />
AGE.<br />
A POLICY RULE CAN BE FORMED<br />
LATIONS,<br />
POLICY CAN BE APPLIED TO REPLACING INDIVIDUAL<br />
THIS<br />
OR SEVERAL COMPONENT PARTS THE ARTICLE ENDS WITH AN<br />
ITEMS<br />
TO ILLUSIRATE USE OF THE CALCULATIONS FOR REPLACE-'<br />
EXAMPLE<br />
POLICY<br />
HENT<br />
ROIHERY BRIAN V<br />
D290<br />
IN THE INFORMATION SYSTEM<br />
NOISE<br />
PROCESSING VOL 8-2 FEBRUARY, 1966 PAGES<br />
DATA<br />
ACCURACY<br />
RELIABILITY,<br />
ROTERY SIATES THAT NO SYSTEM IS INVULNERABLE TO THE<br />
MR<br />
OF NOISE OR DISORDER USUALLY THE DISORDER HAS<br />
EFFECTS<br />
WITH THE SYSTEM SINCE ITS CONCEPTION, SINCE THE OLD<br />
OEEN<br />
THAT AN INFORMATION SYSTEM REPLACES ARE THE BREEDING<br />
SYSTEMS<br />
FOR DISORDER. AS THE SYSTEM GROWS, IHE NOISE MAY ALSO<br />
PLACES<br />
GROW<br />
PERFECT INFORMATION SYSTEM IS ONE IN WHICH ThE JOB<br />
THE<br />
RUN EXACTLY AS IT WAS CONCEIVED TO RUN NOISE DEVELOPS AS<br />
IS<br />
CHANGE, AND AS PROGRAMS ARE REVISED AS DATA<br />
REQLIREPENTS<br />
ARE FILLED WIIH DATA, HABITS BEGIN TO BE FORMED, AND<br />
FILES<br />
THE ORIGINAL JOB IS SC COVERED OVER WITH NOISE THAT IT<br />
SOON<br />
DIFFICULT TO FIND OR DEFINE<br />
IS<br />
DISPOSING OF OLD DAIA, ORDER CAN BE RESTORED FLEX-'<br />
BY<br />
AND SPEED ARE THE GREATEST WEAPONS AGAINST NOISE.<br />
IBILITY<br />
IT IS PEOPLE THEMSELVES WHO CAUSE, AND WHO CAN REH-'<br />
PERHAPS<br />
THE NOISE PROBLEM<br />
EDY<br />
FERGUSOh LAWRENCE L.<br />
0291<br />
MANAGEMENT OF MANAGERS CAREERS<br />
BETTER<br />
BUSINESS REVIEW VOL.44-2 MARCHeI66 I4 PAGES<br />
HARVARD<br />
INTUITIONI OR<br />
PRDGRAM-PLANNING<br />
MANAGEMENT IS POSSIBLE BECAUSE OF ADVANCES IN<br />
BEITER<br />
SCIENCES AND DATA PROCESSING, PRACTICAL SINCE IT IS<br />
SOCIAL<br />
BEING DONE BY SOME LEAOING COMPANIES, AND PROFITABLE<br />
ALREADY<br />
A RESULT OF CLOSER MATCHING OF MEN TO THEIR JOBS<br />
AS<br />
IS NOW POSSIBLE TO REPLACE INTUITION WITH SCIENTIFIC<br />
IT<br />
IN THE PERSONNEL AREA METHODS ARE NOW ABLE I0<br />
ANALYSIS<br />
COMMUNICATE= AND PREDICT IN AREAS WHERE INTUITION<br />
QUANTIFY,<br />
HIGH TURNOVERS HAVE BEEN ELIMINATEC<br />
FAILED<br />
SELECTION PROGRAMS MUST FIRST SECURE SUPPORI<br />
SCIENTIFIC<br />
TOP OFFICERS FOR LONG-RANGE PERSONNEL RESEARCH PROGRAMS<br />
OF<br />
SUPPORT IS OBTAINED, PREDICTIVE INFORPATIGN MUST BE<br />
ONCE<br />
A MANAGERS DUTIES MUST BE THOROUGHLY UNDERSTOOD,<br />
DEVELOPED,<br />
FOR INFORMATION STORAGE, ANALYSIS, AND UTILIZATION<br />
SYSTEMS<br />
BE OBTAINED, ANO MONITORING, RESEARCH, AND CORPORATE<br />
MUST<br />
PLANNING MUSI BE PROVIDED FOR<br />
MANPOWER<br />
ARTICLE SHOWS THAT THERE IS A CRITICAL NEED TO<br />
THIS<br />
AWAY FROM INTUITIVE PERSONNEL PRACTICES<br />
MOVE<br />
WEAPON IS THE USE DF HARDWARE CHECKING EVICES BUT<br />
ANDTHER<br />
APPEL, JAMES Z.<br />
0292<br />
FOR PHYSICIANS SERVICES UNDER MEDICARE<br />
PAYMENT<br />
INSURANCE NEWS- LIFE EDITION VOL 66, IT MARCH, 1966<br />
BESTS<br />
5P<br />
INSURANCE HAS HAD A STANDARDIZING EFFECT UPON<br />
HEALTH<br />
AND THE MOVEMENT IN THIS DIRECTION IS LIKELY TO AC-'<br />
FEES<br />
RAPIDLY WHEN THE MEDICAL INSURANCE PROGRAM UNDER<br />
CELERATE<br />
GOES INTO EFFECT JULY IN THIS ARTICLE THE PRES-'<br />
MEDICARE<br />
AT THE AMERICAN MEDICAL ASSOCIATION STRESSES IHE ROLE<br />
IDENT<br />
INSURANCE COMPANIES IN SETTING MEDICAL FEES<br />
OF<br />
IS LITTLE DOUBT THAT THE PLANNERS CF MEDICARE<br />
THERE<br />
THE MEDICAL INSURANCE PLAN TO OPERATE AS SERVICE, NOT<br />
WANT<br />
AN INDEMNITY PROGRAM TO ACCOMPLISH THIS PURPOSE IT WILL<br />
AS<br />
NECESSARY FOR CARRIERS TO DETERMINE -REASONABLE CHARGES-<br />
BE<br />
A REALISTIC BASIS TO DETERMINE WHAT CONSTITUTES A PEAS<br />
ON<br />
CHARGE IS AN ACUTE PROBLEM FACED BY FEDERAL OFFICIALS<br />
ONABLE<br />
TODAY<br />
YANKELOVICH, DANIEL<br />
0293<br />
YOUNG ADULT IN THE AGE OF COMPLEXITY<br />
THE<br />
INSURANCE NEWS- LIFE EDITION VOL<br />
BESTS<br />
5P<br />
INCENTIVE<br />
MOTIVATION<br />
COMMENTS OF MR. YANKELOVICH, WHO HEADS A LARGE IN-'<br />
THE<br />
SOCIAL SCIENCE RESEARCH FIRM, BRING INTO SHARP<br />
DEPENDENT<br />
SOME OF THE COMPLEXITIES THAT ARE INHERENT IN A SPEC-'<br />
FOOLS<br />
SEGMENT OF OUR POPULATION- THE YOUNG ADULTS A -CRISIS<br />
IAL<br />
PURPOSE- IS BREWING AMONG THE TOP 10 PERCENT OF THIS<br />
OF<br />
AGE GRDUPt FOR MANY OF WHOM -THE PROBLEM OF FINDING<br />
18-25<br />
MEANING AND PURPOSE THROUGH THE PURSUIT OF TRADITIONAL
REMAINS ACHINGLY UNRESOLVED<br />
GOALS<br />
HEART CF THE PROBLEM IS A COMBINATION OF THE IN-'<br />
THE<br />
DIMINISHED MOTIVATION AND THE ORGANIZATIONS<br />
DIVIDUALS<br />
COMPLEXITY IHE YOUNG ADULT HAS A NEED FOR FIDELITY,<br />
GREATER<br />
NEED TO BE FAITHFUL TO SOMETHING OUTSIDE OF HIMSELF-<br />
THE<br />
IDEA, AN ORGANIZATION, ANOTHER PERSON. THERE SEEMS TO BE<br />
AN<br />
COMPLEMENTARY RELATIONSHIP BETWEEN ECONOMIC INCENTIVE<br />
A<br />
THE DEMAND FOR MEANINGFUL WORK<br />
AND<br />
JOPLIN, H BRUCE<br />
0294<br />
ACCOUNTANTS ROLE IN MANAGEMENT INFORMATION SYSTEMS<br />
THE<br />
THE JDbRNAL OF ACCObNTANCY VOL 121, 3 MARCH, 1966 P<br />
THE TOTAL INFORMATION CONCEPT SPREADS, INTERNAL AC-'<br />
AS<br />
MUST EITHER EXPAND THEIR AREAS OF RESPONSIBILITY<br />
COUNTANIS<br />
SEE THEM CONTRACT THEY WILL BE FILLING A KEY POSITION<br />
OR<br />
THEY LEARN HOW TO APPREHEND ANO SATISTY THE INFORMATION<br />
IF<br />
OF OTHER DEPARTMENTS IN ADDITION TO IHEIR OWN<br />
NEEDS<br />
CERTAIN BROADENING OF VIEW POINT ON THE PART OF THE<br />
A<br />
WILL BE NECESSARY IF HE IS TC CDNTRIBbTE TO THE<br />
ACCOUNTANT<br />
INFORMATION SYSTEM. THUS, THE MULTI-DIMENSIONAL<br />
MANAGEMENT<br />
MUST BE RECORDED THE ACCOUNTANT WILL ALSO BE CON-'<br />
ACTIVITY<br />
WITH CONVERTING ESSENTIAL DATA INTC INFORMATION THE<br />
CERNED<br />
INVOLVED IN MANAGEMENT INFORMATION SYSTEMS MUST<br />
ACCOUNIANT<br />
CLOSELY IHE INTRODUCTION OF FINANCIAL OATA INTO TFE<br />
MONITOR<br />
AND THE PREPARATION AND DISSEMINATION OF FINANCIAL<br />
SYSTEM<br />
AS OUPIbT FROM THE SYSTEM WHILE MAKING DATA<br />
INFORMATION<br />
TO ALL DEPARTMENTS OF THE COMPANY, SECURITY CON-'<br />
AVAILABLE<br />
MUST BE ESTABLISHED TC PREVENT UNAUTHORIZED PERSONS<br />
TROLS<br />
OBTAINING ACCESS TO CONFIDENTIAL DATA<br />
FROM<br />
SINCLAIR, BERTRAM<br />
0295<br />
BEGINS AT IHE DATA SOURCE<br />
CONTROL<br />
AUTOMATION VOL 13, 3 MARCH, 1966 4P<br />
BUSINESS<br />
DATA-PROCESSING<br />
VITAL INFORMATION TO MANAGEMENT FAST ENOUGH<br />
GEITING<br />
OECISIONS CAN MAKE A SUBSTANTIAL DIFFENCE IN A<br />
AFFECT<br />
PROFIT MARGIN THIS PROBLEM HAS BEEN PARTIALLY<br />
COMPANYS<br />
BY THE USE OF COMPUTERS HOWEVER, ONE TRCUBLESOME<br />
SOLVED<br />
OF DATA-PROCESSING THAT REMAINS IN MANY FIRMS IS THAT<br />
ASPECT<br />
MOVING DATA FROM THE SOURCE INTO THE COMPUTER QUICKLY<br />
OF<br />
TO BE MEANINGFUL RHODIATOCE, ONE OF ITALYS MAIN<br />
ENCbGH<br />
OF SYNTHETIC FIBERS, USES DAIA COLLECTION DEVICES<br />
SUPPLIERS<br />
RECORD AND TRANSMIT PLANT INFORMATION FOR COMPUTER--'<br />
TO<br />
AND LATER USE IN PRODUCTION, AND INVENTORY, CON-'<br />
PROCESSING<br />
AND MARKETING ACTIVITIES THE DATA MOST NEEDED IN PRO-'<br />
TROL<br />
CONTROL AND RELATED ACTIVITIES IS IHE WEIGHT OF IIS<br />
DUCTIDN<br />
PRODUCTS<br />
FINISHED<br />
EHLERS, MARVIN W<br />
C296<br />
BLUNDER BUFFER.'<br />
MANAGEMENTS<br />
AUTOMATION VOL 13, B MARCH, 1966 4P<br />
BUSINESS<br />
COMPUTERIZATION<br />
DEGREES OF OISASTER CAN RESULT FROM PLOWING<br />
VARYING<br />
BUSINESS PROBLEM-SOLVING PROJECTS WITHOUT PROPER MUTUAL<br />
INTO<br />
OF THE REAL PROBLEMS TO BE SOLVED IT IS TE<br />
DEFINITIONS<br />
CONTENTION THAT AN EMBRYO OF OISASTER IS CREATED IN<br />
AUIHORS<br />
EARLIEST STAGES OF AN INFORMATION SYSTEM IMPLEMENTATION<br />
THE<br />
PROJECT<br />
RESPONSIBILITY FOR THIS SORRY STATE OF AFFAIRS IS<br />
THE<br />
BY THREE GROUPS- THE INITIATING DEPARTMENT OR THE<br />
SHARED<br />
FOR WHOM THE INFORMATION IS BEING INSTALLEOe THE<br />
GROUP<br />
AND PROCEDURAL GROUP COMPRISED OF SPECIALISTS, AND<br />
SYSTEMS<br />
MANAGEMENT, THE PLANNING AND CONTROL DEPARTMENT<br />
EXECUTIVE<br />
WORST BLUNDER OF ALL IS IHESE THREE GROUPS NOT INITIALLY<br />
THE<br />
ON THE PROBLEM TO BE SOLVED IN ADDITION THE GROUPS<br />
AGREEING<br />
NOT REALIZE THAT THEY HAVE NOT UNDERSTOOD EACH OTHERS<br />
DO<br />
DEFINITIONS<br />
MENKHALS, EDWARD<br />
C297<br />
PACE OF TECHNOLOGY- ITS IMPACT CN BUSINESS DP<br />
ThE<br />
AUTOMATION VOL [3, 3 MARCH, 1966 SP<br />
BUSINESS<br />
UNEMPLOYMENT<br />
DATA-PROCESSING,<br />
AUTOMATION- REPORTS AND COMMENTS ON THOSE<br />
-BLSINESS<br />
OF A CONTROVERSIAL REPORT, WHICH HAVE PARTICULAR<br />
PORTIONS<br />
FOR U BUSINESS DATA-PROCESSING OPERATIONS THE<br />
MEANING<br />
JUST ISSUED IS THAT FROM THE NATIONAL COMMISSION ON<br />
REPORT<br />
AUTOMATION AND ECONOMIC PROGRESS TFIS ARTICLE<br />
TECHNOLOGY,<br />
THOSE ELEMENTS ON THE FINDINGS AND PROPOSALS OF<br />
HIGFLIGHTS<br />
PROGRAMS FOR THE FUTURE WHICH WILL EMPLOY EDP<br />
EMPLOYMENT,<br />
A PRIME TOOL, AND FUTURE MAKE-UP OF THE OFFICE AND FACT-'<br />
AS<br />
LABOR FORCE<br />
ORY<br />
TO THE FIRST AREA, EMPLOYMENT, IS THE BASIC<br />
RELEVANT<br />
THAT TECHNOLOGY ELIMINATES JOBS, NOT WORK IN LINE WITF<br />
FACT<br />
COMMISSIONS VIEk THAT SCCIETY HAS THE RESPONSIBILITY TO<br />
THE<br />
ALTERNATE OPPORTUNITIES FOR DISPLACED WORKERS IS THE<br />
PROVIDE<br />
FOR A COMPbTERIZED NATIONWIDE SERVICE FOR MATCHING<br />
PROPOSAL<br />
TO JOBS THE COMMISSION FORESEES A MAJCR ROLE FOR TECH-'<br />
MEN<br />
IN GENERAL, AND THE COMPUTER IN PARTICULAR, IN THE<br />
NOLCGY<br />
OF OUR ENVIRONMENT, HEALTH NEEDS, AND EDUCATION.<br />
IMPROVING<br />
STLART, SENTER<br />
0298<br />
IT CAN PAY OFF<br />
OPTIMIZATION-<br />
AUTOMATION VCL 13, 3 MARCH, 1966 4P<br />
BUSINESS<br />
COSTS<br />
EDP,<br />
SYSTEMS IN BUSINESS ORGANIZATIONS USUALLY IN-'<br />
COMPUTER<br />
MANY PROGRAMS, EACH PERFORMING A SINGULAR MODULAR<br />
VDLVE<br />
ANY GIVEN COMPUTER PROGRAM CAN BE MOCIFIED TO RUN<br />
FUNCTION<br />
DO MORE WORK, AND THUS SAVE TIME/DOLLARS EFFORT<br />
FASTER,<br />
TOWARD REACHING THE SAME, OR AN EXPANDED, PROGRAM<br />
DIRECTED<br />
WITH ANY ONE OF IHESE HAPPY RESULTS IS CALLED<br />
OBJECTIVE<br />
OPTIMIZATION<br />
LOOK AT PRGGRAM OPTIMIZATION MAY YIELD<br />
MANAGEMENTS<br />
EDP OPERATING COSTS AND MORE TIMELY, USEFUL COMPUTER<br />
LOWER<br />
IT CAN LEAD TO CURRENT AND FUTURE SAVINCS IN CON-'<br />
OUTPUT<br />
TIME, INPUT AND OUTPUT PROCESSING TIME, LABOR COSTS,<br />
PUTER<br />
IMPROVED QUALITY OF FINAL DATA TO SAY NOTHING OF RE-'<br />
AND<br />
THE MANAGEMENT DOLLAR DRAIN INVOLVED IN PORING OVER<br />
LIEVING<br />
PILES OF PRINTOUTS GENERATED BY AN INEFFICIENT<br />
FOOT-THICK<br />
INCORRECTLY DESIGNED TO -GIVE THEM EVERYTHING THEY<br />
PROGRAM<br />
AND THEN SOME<br />
WANT<br />
115<br />
PORTER, JOHN C SASIENI, MAURICE W MARKS, ELI S<br />
0299<br />
RUSSELL<br />
ACKOFF,<br />
USE OF SIMULATION AS A PEDAGOGICAL CEVICE<br />
THE<br />
SCIENCE VOL 12, &. FEB 1966<br />
MANAGEMENT<br />
TRAINING, TEACHING, EDUCATION<br />
OPERATIONS-RESEARCH,<br />
GENERAL SIMULATOR OF PRGDUCTIDN-INVENTORY SYSTEMS WAS<br />
A<br />
AND USED IN THE CLASSROOM TO PRESENT THE STUDENT<br />
DEVELOPED<br />
SYMPTOMS AND DATA RATHER THAN WELL-FORMULATED PROBLEMS<br />
WITH<br />
WERE REQUIRED TO ANALYZE AND DIAGNOSE THE SITUA-'<br />
STbDENTS<br />
FORMULATE THE PROBLEM, CONSTRUCT APPROPRIATE MODELS,<br />
TION,<br />
RAW DATA, AND FIND A SOLUTION TO THE PROBLEM THEY<br />
ORGANIZE<br />
PERMITTED TO TEST AND EVALUATE THEIR SOLUTIONS EXPER-'<br />
WERE<br />
IN THIS WAY AN EFFORT WAS MADE TO PRCVIOE STUD-'<br />
IMENIALLY<br />
WIIH EXPERIENCE IN ALL PHASES OF OPERATIGNS-RESEARCH,<br />
ENTS<br />
MERELY WITH MATHEMATICAL EXERCISES IN CONSTRUCTING AND<br />
NOT<br />
MODELS THE SIMULATOR, WHICH WAS PROGRAMMED FOR A<br />
SOLVING<br />
PRESENTEO SITUATIONS OF INCREASING COMPLEXITY<br />
COMPUTER,<br />
DIRECTION FROM THE INSTRUCTOR<br />
UNDER<br />
MAY, WILLIAM F<br />
0300<br />
INTO RESEARCH<br />
RESEARCH<br />
BUSINESS REVIEW VOL 18, MARCH, 1966 6P<br />
MICHIGAN<br />
R-+-O, bTILIZATIDN-RESEARCH<br />
EVALUAT[ON,<br />
NOT TOO MANY CORPORATE MANAGERS SEEM TO BE DEAL-'<br />
TODAY<br />
AS SUCCESSFULLY AS THEY MIGHT WITH THE PROFIT-ASPECT OF<br />
ING<br />
MAJOR, RAPIDLY GROWING, HIGHLY IMPORTANT SEGMENT OF THE<br />
ONE<br />
STRUCTURE- RESEARCH AND DEVELOPMENT THIS ARTICLE<br />
CORPORATE<br />
INTO THE AREA OF R÷D, ITS PROFITABLE ORIENTATION AND<br />
PROBES<br />
EVALUATION<br />
AUTHOR SUGGESTS NUMEROUS WAYS BY WHICH MANAGEMENT<br />
THE<br />
DEVELOP IMPROVED R÷D PROCESSES AND EVALUATIONS AMONG<br />
CAN<br />
ARE THE IMPROVEMENT IN THE RELATIONSHIP BETWEEN MAN-'<br />
THESE<br />
AND SCIENTIST AND DEVELOPING BETTER RESEARCH LEADER-'<br />
AGER<br />
AVOIDING THE RUT THAT LEADS TO CONCENTRATION ONLY ON<br />
SHIP,<br />
EXISTING PRODUCTS, AND MORE EFFORT OIRECTIED TO<br />
IMPROVING<br />
THE VALUABLE INFORMATION CEVELOPEO IN CONNECTION WITH<br />
USING<br />
THAT FAIL TO HIT THE MARK- RESEARCH-REJECTS AN<br />
PROJECTS<br />
APPROACH TO THIS LATTER SUGGESTION MIGHT BE<br />
APPROPRIATE<br />
ESIABLISHMENT OF A NATIONAL RESEARCH IDEA BANK<br />
THE<br />
SANDS, SAUL S THOMPSON, G CLARK<br />
C301<br />
GROLP TRAVEL BY KEY PERSONNEL<br />
RESTRICTING<br />
THE CONFERENCE BOARD RECORD VOL 3, 3 MARCH, 1966 6P<br />
TWO-THIRDS OF THE 22? MANUFACTURING COMPANIES<br />
ABObT<br />
IN THIS MONTHS SURVEY OF BUSINESS OPINION AND<br />
PARTICIPATING<br />
IMPOSE SPECIFIC RESTRICTIONS ON GROUP TRAVEL BY<br />
EXPERIENCE<br />
PERSONNEL. SUCH RESTRICTIONS MOST COMMONLY APPLY TO AIR<br />
KEY<br />
ONLY OF THE COMPANIES THAT CITE THE LOW RISK OF AIR<br />
TRAVEL<br />
ABOUT HALF ARE IN THE AIRCRAFT INDUSTRY<br />
TRAVEL,<br />
SIXTH OF THE SURVEY PARTICIPANTS, ALSO RECOG-'<br />
ANOTHER<br />
HAZARDS IN GROUP TRAVEL, ASK THEIR EXECUIIVES TO USE<br />
NIZING<br />
JbDGEMENT IN ORDER TO KEEP SUCH TRAVEL AT A MINIMUM<br />
GOOD<br />
COMPANIES PLACE NO RESTRICTIONS ON GROUP TRAVEL ON THE<br />
SOME<br />
THAT GROUP TRAVEL AFFORDS CERTAIN BENEFITS, THERE IS<br />
GROUNDS<br />
NEED FOR IT, OR THAT IT AVOIDS INVCONVENIENCE<br />
LIITLE<br />
WILKERSON, C DAVID<br />
C302<br />
RESULTS-ORIENTED DEVELOPMENT PLAN<br />
A<br />
CONFERENCE BOARD RECORD VOL 3, 3 MARCH• 1966 6P<br />
THE<br />
GOAL-SEITING<br />
BY OBJECTIVES- AND -APPRAISAL BY RESULTS-<br />
-MANAGEMENT<br />
INCREASINGLY POPULAR TOPICS OF DISCUSSION AMONG MANAG-'<br />
ARE<br />
ONE OF THE COMPANIES THAT HAS GONE BEYOND THE DISCUS-'<br />
ERS<br />
STAGE IS THE KIMBERLY CLARK CORPORATION WHICH HAS AP-'<br />
SING<br />
THESE CONCEPTS BY AN UNUSUAL DEVELOPMENT PLAN, A<br />
PLIED<br />
BANK<br />
-DEVELOPMENT<br />
MANAGERIAL AND PROFESSIONAL EMPLOYEE IN THE FIRMS<br />
EVERY<br />
AND ENGINEERING DIVISION WITH -AVERAGE- OR BEITER<br />
RESEARCH<br />
PERFORMANCE HAS A -BANK ACCOUNT- TO USE FOR HIS OWN DE-'<br />
JOB<br />
WHICH CONSISTS OF MONEY AND PAID TIME-OFF IT IS<br />
VELOPMENT<br />
TO EACH INDIVIDUAL TO DECIDE WHETHER HE WISHES TO USE<br />
UP<br />
-BANK KIMBERLY CLARK FEELS THAT THIS PLAN IS UNIQUELY<br />
THE<br />
RESULTS-ORIENTED IN TERMS OF THE EMPLOYEES<br />
RESULTS-ORIENTEO-<br />
GOALS, THE RESEARCH AND ENGINEERING DIVISIONS SHORT AND<br />
OWN<br />
OBJECTIVES, AND THE COMPANYS OVER-ALL OBJECTIVES<br />
LONG-TERM<br />
LAPP, RALPH<br />
C303<br />
THE BRAINS ARE.'<br />
WHERE<br />
VOL 73, NO 3, MARCH, 1966, PAGES<br />
FORTUNE,<br />
SELECTION<br />
RECRUITMENT<br />
STATES RICHEST IN SCIENTISTS, SUCH AS CALIF AND<br />
THE<br />
Y HAVE BEEN EXPERIENCING A MARKEO -BRAIN GAIN- OTHERS<br />
N<br />
AS ILLINOIS AND WIS ARE SUFFERING A -BRAIN ORIAN-<br />
SUCH<br />
EOLCATE MORE PH D THAN THEY EMPLOY THEY ARE TAKING<br />
THEY<br />
TO COMBAI IHIS FOR IT IS ESTIMATED THAT EACH<br />
ACTION<br />
THEY LOSE REPRESENTS A TRACEABLE LOSS OF $50,000<br />
SCIENTIST<br />
MORE A YEAR TO THE LOCAL ECONOMY<br />
OR<br />
SCIENTISTS ECONOMIC IMPACT RESULTS FROM TODAYS<br />
THE<br />
EXPENDITURES ON RESEARCH AND DEVELOPMENT SPEAKING<br />
HUGE<br />
FEDERAL R AND D. CONTRACT AWARDS, SECRETARY OF DEFENSE<br />
OF<br />
HAS SAID, -WE SEEK THE BEST BRAINS, AWE WE GO<br />
MCNAMARA<br />
THEY ARE THE BEST BRAINS ARE APPARENTLY IN CALIF<br />
WHERE<br />
ON THE NATL SCIENCE FOUNDATIONS RESTER IT LEADS<br />
TODAY<br />
STATES ALMOST HALF OF THE U NOBEL PRIZE WINNERS<br />
ALL<br />
THERE, AS WELL AS 22 PERCENT OF THE MEMBERS OF THE<br />
ARE<br />
ACADEMY CF SCIENCES IN THE PAST<br />
NATL<br />
OF FEDERAL R AND D FUNDS WERE SPENT IN CALIF<br />
PERCENT<br />
WISE, T A<br />
C304<br />
OATAS MAGNIFICENT FLMBLE<br />
CONTROL<br />
VOL 73, NG 4, APRIL, 1966, 5 PAGES<br />
FORTUNE•<br />
COMPUTERS<br />
1963 AND 1964, CONTROL DATA CORP WAS RIDING HIGH<br />
IN<br />
A DARLING OF THE STOCK MARKET KNOWLEDGEABLE ANALYSTS<br />
AS<br />
IT A CHANCE OF OUTSMARTING MIGHTY B.M IN THE COM<br />
GAVE<br />
BLSINESS BCT NOW THE STOCK VALUE HAS DROPPED BY<br />
MUTER<br />
PROFITS ARE ELUSIVE, AND C D C. HAS LOST TWO MAJOR<br />
HALF,<br />
EXECUTIVES<br />
C D C STRATEGY WAS BUILT AROUND WINNING THE<br />
THE<br />
UNTAPPED SCIENTIFIC MARKET THE CHOSEN IN-'<br />
RELATIVELY
WAS MODEL 6600, THE WORLDS MOST POWERFUL COM-'<br />
STRUMENT<br />
BUT MANUFACTURING BUGS bEVELOPED, DELIVERIES<br />
PUTER<br />
LATE, CUSTOMERS FOR C C OTHER COMPUTERS DECIDED<br />
WERE<br />
RENT INSTEAD OF BOY<br />
TO<br />
A CHASTENED C D C IS DETERMINEDLY MODEST ABOUT<br />
TODAY<br />
PLANS NEXT YEAR IT WILL LAUCCH A NEW PRODIGY--<br />
FUTURE<br />
6BOO--WITH ADVANCED TIME-SHARING CAPABILITY AND IT IS<br />
THE<br />
AS HEAVILY IN RESEARCH ON SOFTWARE AS ON HARD-'<br />
INVESTING<br />
WARE<br />
PECK, DANIEL<br />
0305<br />
BETTER RECORD KEEPINC, PART<br />
OPERATION<br />
MANAGEMENT, VOL 27, NO 3, MARCH, Ig66,<br />
ADMINISTRATIVE<br />
PAGES<br />
7<br />
INDEXING<br />
IS THE FIRST OF TWO PARTS OF A COMPREHENSIVE<br />
ThIS<br />
DN EQUIPMENT AND SYSTEMS TO HELP YOU KEEP ACCURATE<br />
REPORT<br />
THIS PART DEALS WITH MANUAL PRODUCTS THE APRIL<br />
RECORDS<br />
WILL COVER MORE SOPhiSTICATED, AUTOMATIC EQUIPMENT<br />
ARTICLE<br />
SELECTIONS A COMPANY MAKES REGARDING ITS INDEX-'<br />
THE<br />
SYSTEM, MATERIALS AND EGUIPMENT ARE VERY IMPORTANT<br />
ING<br />
DRAWER FILE IS PROBABLY THE MOST BASIC FORM OF RECORD<br />
THE<br />
EQUIPMENT AND MANY TYPES ARE AVAILABLE TWO<br />
KEEPING<br />
PERENNIALLY POPULAR METHODS ThAT ARE ESPECIALLY<br />
OTHER<br />
ARE SHELF FILING AND MOBILE STORAGE INSTALLATIONS<br />
COMPACT<br />
SYSTEMS AND DEVICES ARE DISCUSSED AND PICTURED<br />
VARIOUS<br />
CABINEIS, SORTING DEVICES, FILE SHELVES,<br />
TRANSFER<br />
STUOLS, CHAIRS, GUIDES AND FOLDERS ARE SOME<br />
LADDERS,<br />
THE OTHER THINGS DISCUSSED<br />
OF<br />
ELLS, W<br />
0306<br />
THE COSTS SAVED BY AUTOMATION<br />
OIVIOTNG<br />
MANAGEMENT, VOL 2¥, NO I, JAN 1966,<br />
ADMINISTRATIVE<br />
PAGES<br />
CONFIDENCE<br />
SUPERVISION<br />
IS IMPROVINC PRODUCTIVITY AND CUTTING<br />
ALTOMATION<br />
WHERE PROPER PLANNING HAS SMOOTHEC OUT INITIAL<br />
COSTS<br />
BY MEANS OF QUESTIONS AND ANSWERS MR ELLS<br />
OBSTACLES<br />
SOME OF THE QUESTIONS POSED BY THE PROBLEM OF hOW<br />
ANSWERS<br />
BEST DIVIDE THE MONEY GAINED THROUGH THE COST-CUTTING<br />
TO<br />
BY AUTOMATION THE ARTICLE IS AN ATTEMPT TO<br />
PRODUCED<br />
TO SIMPLE LANGUAGE SOME DF THE ECONOMIC TRUISMS<br />
REDUCE<br />
AUTOMATION AND UNEMPLOYMENT<br />
DF<br />
CHART, HOW THE PRODUCTIVITY GAINS FROM ALTQMATION<br />
A<br />
BE DIVIDEDt INDICATES TWO PATHS A CCMPANY CAN TAKE<br />
SHOULD<br />
DISTRIBUTING THE GREATER MARGIN CF PROFIT CURRENTLY<br />
IN<br />
POSSIBLE BY AUTOMATION INNOVATIONS<br />
MADE<br />
KLEINSCHROD WALTER A<br />
C307<br />
NEW VIEW OF INNOVATION<br />
MANAGEMENTS<br />
MANAGEMENT, VDL 2T NO 3, MARCH 1966<br />
ADMINISTRATIVE<br />
PAGES<br />
COMPANIES TODAY ARE PURPOSEFULLY ENCOURAGING<br />
MANY<br />
KIND OF INVENTIVENESS AMONG THEIR MANAGEMENT PEOPLE<br />
A<br />
POSITIVE, ORGANIZED CREATIVE ACTIVITY IS INNOVATION<br />
THIS<br />
CAN MOTIVATE -PURPOSEFUL, ORGANIZED, RISK--'<br />
MANAGERS<br />
INNOVATION IF THEY ARE WILLING TO EXPERIMET<br />
TAKING-<br />
INTROSPECTIVE, ENCOURAGE SPONTANEITY, BE WILLING AND<br />
BE<br />
TO DEAL WITH CONFLICT, ANC FOSTER MUTUAL TRUST AND<br />
ABLE<br />
OPENNESS<br />
BASIC KINDS OF INNOVATION IN EVERY BUSINESS<br />
TWO<br />
INNOVATION IN PRODUCT OR SERVICE AND INNOVATION IN THE<br />
ARE<br />
SKILLS AND ACTIVITIES NEEOED TO SUPPLY THEM<br />
VARIOUS<br />
AND PERSPECTIVE ARE TWO VITAL INGREDIENTS<br />
MOTIVATION<br />
SETTING UP A SUCCESSFUL INNOVATION PROGRAM THERE<br />
FOR<br />
BE AN UNDERSTANDING THAT INNOVATION IS A TECHNIQUE<br />
MUST<br />
PURPOSEFUL CHANGEr NOT CHANGE ITSELF IT IS PURPOSE-'<br />
FOR<br />
INVENTING NEW WAYS TO PROFIT<br />
FULLY<br />
ANONYMOUS<br />
C308<br />
COPIERS OFFER -CLOSER FIT- TO WORK<br />
NEW<br />
MANAGEMENT, VOL 27, NO 3t MARCh, 1966,<br />
ADMINISTRATIVE<br />
PAGES<br />
OF COPIERS ARE MEETING THE NEED FOR<br />
MANUFACTURERS<br />
IN THE RANGE OF SELECTION AND VERSATILITY OF<br />
REFINEMENTS<br />
PRODUCTS AN IMPORTANT DEVELOPMENT TD BE AWARE OF<br />
THEIR<br />
THE COPIERIDLPLICATDR COMBINATIDN WHICH BRIDGES THE GAP<br />
IS<br />
BASIC COPYING AND BASIC DUPLICATING THE ARTICLE<br />
BETWEEN<br />
A BRIEF DESCRIPTION OF RECENT COPIER INNOVATIONS<br />
CONTAINS<br />
GENERAL, ThE COPIER MARKETPLACE OVER THE PAST<br />
-IN<br />
OF YEARS HAS SERVED bP THREE ADMINISTRATIVE BENEFITS<br />
COLPLE<br />
ARE FASTER MACHINES COPIES OF BETTER QUALITY, AND<br />
THEY<br />
COPY COSTS.-<br />
LOWER<br />
NEW COPIERS ARE TAILCRED INSTRUMENTS, DESIGNED<br />
-IHE<br />
MORE EFFECTIVELY SUIT THE RANGE GF APPLICATIONS FOR<br />
TO<br />
IHEY WERE DESIGNED ALL THIS WHILE GDO0 WILL MEAN<br />
WHICH<br />
FIGURING FCR THE ALERT ADMINISTRATIVE MANAGER, TO<br />
MORE<br />
SURE THE SLIT FITS WELL<br />
MAKE<br />
HERTZ DAVID B<br />
C309<br />
AN OPERATIONS RESEARCH PROGRAM<br />
IMPLEMENTING<br />
VOL 58-9 MARCH, 1966 PAGES<br />
BANKING<br />
SUCCESSFOL USE OF OPERATIONS RESEARCH TECHNIQUES<br />
THE<br />
ON AN UNDERSTANDING OF THE NEED FOR NEW TQOLDS, THE<br />
DEPENDS<br />
OF THESE TOOLS, THE DEVELOPMENT CF THE SKILLS<br />
DESIGNING<br />
TO USE THEM, THE INCORPORATION OF THESE PRDCEEURES<br />
NECESSARY<br />
EVERYDAY APPLICATIONS<br />
IN<br />
CASE UNDER SIUDY IS EXAMINED WHICH HAS USED THESE<br />
A<br />
POINTS IN USING OPERATIONS RESEARCH SUCCESS OF THESE<br />
FOUR<br />
DEMANDS COMMITMENT BY KEY EXECUTIVES THESE GUIDE-'<br />
PROGRAMS<br />
ARE STRESSED TAKE TIME TD DEVELOP A STUDY PLAN FIND<br />
LINES<br />
OPPORTUNITIES BY CONCENTRATING ON MAJOR COST FACTDRS,<br />
PROFIT<br />
THE OPERATIONS RESEARCH TEAM TO THE METHODS BEING<br />
ORIENT<br />
EMPHASIZE THAT NEW POLICIES ARE BEINC FORMED. SEE<br />
ADOPTED<br />
NEED FOR ORGANIZATIONAL AND PROCEDURAL CHANGES<br />
THE<br />
THESE STEPS ARE FOLLOWED, MANAGEMENT AND TECHNOLOGY<br />
IF<br />
WORK TDGETHER TC PRODUCE PROFITS<br />
CAN<br />
COBbRN, HAROLD B<br />
0310<br />
116<br />
MANAGERS RESPONSIBILITY IN EMPLCYEE DEVELOPMENT<br />
THE<br />
VOL 58-9 MARCH, 1966 PAGES<br />
BANKING<br />
COBURN STATES THAT EVERY SUPERVISOR, MANAGER, AND<br />
MR<br />
IS RESPONSIBLE FOR THE TRAINING AND INDIVIDUAL<br />
EXECUTIVE<br />
DF STAFF MEMBERS REPORTING TO HIM AS WELL AS FOR<br />
DEVELOPMENT<br />
OWN DEVELOPMENT HE DESCRIBES ThE KEY FACTORS OF THE<br />
HIS<br />
MANHATTANS PROGRAM OF PLANNED TRAINING ON A COMPANY-'<br />
CHASE<br />
INTEGRATED BASIS<br />
WIDE,<br />
APPROACH IS MADE TO THE TRAINING FUNCTION THAT IT<br />
AN<br />
EXPENSIVE YET RECUCES COSTS IN THE LONG RUN BY PROVIGING<br />
IS<br />
INDIVIDUAL PERFORMANCE THE CLIMATE IN WHICH A PERSON<br />
BETTER<br />
IS INCREASINGLY IMPORTANT LINE RELATIONSHIPS AND<br />
LEARNS<br />
MUST BE MAKE CLEAR THE CORE DF TRAINING TAKES<br />
POLICIES<br />
IN DAILY RELATIONSHIPS OF MANAGERS ANC THEIR PEOPLE<br />
PLACE<br />
TRAINING STAFF HELPS THE LINE IN TRAINING FUNCTIONS<br />
A<br />
IMPLEMENTING ACTIVITIES, DETERMINING NEEDS, CO-ORDINAT-'<br />
DF<br />
ALL ACTIVITIES, AND MEETING COMPANY DEMANDS BUT, THE<br />
ING<br />
AND STAFF MUST BE AWARE OF EACH OTHERS JOB<br />
LINE<br />
CAMPAGNA JOSEPH F<br />
C3II<br />
OF REMOTE DATA PROCESSING PART<br />
CAPABILITIES<br />
JOURNAL OF DATA MANAGEMENT VGL 4-3 MARCHI 1966 4 PAGES<br />
THIRD AND LAST PART OF THE SERIES ON THE CAPABIL<br />
THIS<br />
OF REMOTE DATA MANAGEMENT HAS ARRIVED AT THE POINT<br />
ITIES<br />
GIVEN THE PROGRAMS AND EQUIPMENT, WHAT DOES IT MEAN TO<br />
THAT<br />
MANAGER WHO WILL USE THE SYSTEM AND TO THE MANAGER WHO<br />
THE<br />
THE SYSTEM ITSELF<br />
MANAGES<br />
OF OPERATING A DP SYSTEM HAVE EVCLVED FROM ONE<br />
METHODS<br />
WHICH USERS OID ALL RUNNING TO ONE IN WHICH THE DP STAFF<br />
IN<br />
ALL USER PROGRAMS BUT NEW SCHEDULING IS NEEDED TO AVOI<br />
RAN<br />
TURN-AROUND TIMES<br />
LENGTHY<br />
CONFLICTS CAN BE ELIMINATED IN REMOTE DP<br />
SCHEDULING<br />
BY CORRECT EQUIPMENT CONFIGURATION IN ADDITION,<br />
SYSTEM<br />
SCHEMES ARE INCORPORATED INTO THE SYSTEM<br />
PRIORITY<br />
RELATIONSHIPS TO THE COMPUTER WILL<br />
ORGANIZATIDNAL<br />
LNDER A REMOTE DP SYSTEM AND ALTHOUGH THE BASIC OR<br />
CHANGE<br />
WILL NOT BE CHANGED, ThE DP DEPARTMENT WILL THE<br />
GANIZATION<br />
MANAGER MUST SEE TO IT THAT TOP MANAGEMENT IS GETTING TFE<br />
DP<br />
USE OUT OF THE COMPUTER SYSTEM<br />
BEST<br />
SHENKEL, WILLIAM<br />
S312<br />
APPRAISALS- A CRITICAL REVIEW<br />
RELSE<br />
APPRAISAL JOGRNAL VEL 34, APRIL, 1966 IP<br />
ThE<br />
URBAN-RENEWAL<br />
ORDER TO DEFINE REUSE APPRAISAL ANC ADMINISTRATIVE<br />
IN<br />
Thls PAPER BEGINS BY REVIEWINE THE OB-'<br />
RESPONSIBILITIES,<br />
AND CRITICISMS OF URBAN RENEWAL TFE RECDMMENCED<br />
JECIIVES<br />
APPRAISAL CONTRACT FOCUSES ON MARKET ANALYSIS- A STUDY<br />
RELSE<br />
PAST TRANSACTIONS IN RELATION TO CURRENT DEMAND, A STUDY<br />
OF<br />
PROPOSED LAND USES, A STLDY GF THE ECONOMIC FEASIBILITY<br />
OF<br />
THE PLAN, AND A STUDY OF COMPARABLE PROPERTIES ADCCRCING<br />
OF<br />
OPPORTUNITY COSTS -DEFINED AS THE SACRIFICE CF ALTERNA-'<br />
TO<br />
HERE, COMPARABLE PROPERTIES MAY BE JUGGED ACCORD-'<br />
TIVES-<br />
TO IHEIR INCGME POTENTIAL FINALLY, TF THE REUSE AP-'<br />
ING<br />
IS TO PERFORM MAXIMLM SERVICE, SURELY PE WOULD GIVE<br />
PRAISER<br />
DISPOSITION PLAN THE MOST CAREFUL REVIEW<br />
THE<br />
WARNOCK, M<br />
0313<br />
STRETCH OF THE IMAGINATION<br />
A<br />
JOURNAL, VCL 51 NO 3 MARCH, I966, 6 PAGES<br />
PERSONNEL<br />
ATTITUDE CREATIVITY INNOVATION<br />
MANAGERS<br />
RAPIDITY WITH WHICH CHANGE WILL OCCUR IN Tot<br />
THE<br />
DEMANDS THAT BUSINESS MANAGERS HAVE MINDS THAT ARE<br />
FUTURE<br />
FLEXIBLE AND ABLE TO ACHIEVE CONSTANT INNO-'<br />
YOUTHFUL,<br />
AND RENEWAL AT THE SAME TIME, THEY MUST KEEP<br />
VAIION<br />
PERSPECTIVE BY REFUSING TO RELINQGISH THOSE VALUES<br />
THEIR<br />
INTEGRITY AND PRINCIPLE THAT PROVIDE A FRAME OF RE<br />
OF<br />
FERENCE<br />
AUTHOR CITES FOUR EXERCISES TO HELP KEEP OUR<br />
THE<br />
IMAGINATIONS YOUNG AND SUPPLE, TC HELP ANY<br />
CREATIVE<br />
BE MORE READY FOR THE TASKS OF THE FUTURE<br />
BUSINESSMAN<br />
A REAL EFFORT TD FORCE CHANGES IN OUR HABIT PATTERNS<br />
MAKE<br />
A PURPOSEFUL EFFORT TO DEVELOP NEW SKILLS AND ABILI-'<br />
MAKE<br />
MEET PEOPLE OUTSIDE DbR USUAL CONTACTS TFERE IS<br />
TIES<br />
NO BETTER WAY TO ENCOUNTER NEW ATTITUDES ANO<br />
PROBABLY<br />
ADOPT AN INQUIRING ATTITUDE ABOUT ThE WAY IN<br />
OPINIONS.<br />
WE CONDUCT EVERY PHASE OF OUR OPERATIONS EXERCISES<br />
WHICH<br />
EXPERIENCE MATURITY EGUALS PREPARATION FOR THE FUTURE<br />
PLUS<br />
CARTER ROBERT N<br />
C31<br />
THE TEACHING MACHINE AND LEARNING<br />
MOTIVAIION,<br />
JOURNAL, VCL 45, NO 3, MARCH, I966, PAGES<br />
PERSONNEL<br />
PROGRAMMED-EDUCATION<br />
LEARNING ANC THE TEACHING MACHINE ARE COMING<br />
PROGRAMMED<br />
FIRE FROM EDUCATIONAL AND INDUSTRIAL CRITICS ONE<br />
UNDER<br />
THE PRIME FAULTS CF MACHINE TEACHING SEEMS TC BE THE<br />
OF<br />
THAT EXPOSURE EQLATES WITH LEARNING MORE<br />
ASSUMPTION<br />
TEACHING WILL BE ACCOMPLISHED IF PROGRAMMED<br />
EFFECTIVE<br />
IS SEEN AS MERELY AN AID TC THE HUMAN ELEMENT<br />
INSTRUCTION<br />
INSTRUCTION, NOT AS A REPLACEMENT<br />
OF<br />
RECOGNITION THAT THE ACHINE IS A TCDL TO BE USEC<br />
ThE<br />
AIDING THE INSTRUCTOR IN THE TEACHING PROCESS LEACS TO<br />
FOR<br />
RECOGNITION OF AN ADDITIONAL WEAKNESS ASSOCIATED WITH<br />
THE<br />
TEACHING--STUDENTS OR WORKERS MUST BE ACTIVELY<br />
MACHINE<br />
TO -TAKE- THE COURSE<br />
MOTIVATED<br />
IS A RECOGNIZED TRUISM THAT THEORETICALLY ANC<br />
IT<br />
A STRONG BOND EXISTS BETEEEN MOTIVATION,<br />
PRACTICALLY<br />
AND PROGRAMMED INSTRUCTION HOWEVER THE<br />
LEARNING<br />
SHOULD BE SUBORDINATED TO BOTH MOTIVATION AND<br />
MACHINE<br />
LEARNING<br />
GERSHENFELO, aALTER<br />
0315<br />
DEVELDPMENT TODAY<br />
MANAGEMENT<br />
JOURNAL, VCL 45, NO 3 MARCH 1966, PAGES<br />
PERSONNEL<br />
SUPERVISOR<br />
TRAINING,<br />
DEVELOPMENT IS COMING OF AGE WE HAVE<br />
MANAGEMENT<br />
AGREEMENT Oh GROUND RULES FOR MANAGEMENT DEVELOP-'<br />
GENERAL<br />
THESE INCLUDE--TOP-MANAGEMENT SUPPORT IS ESSENTIAL<br />
MENT<br />
FOR A SLCCESSFUL PROGRAM CLRRENT AUDIT ANC INVENTORY MUST
PRESENT PROGRAMS MUST BE INDIVIDUALLY TAILORED<br />
BE<br />
DEVELOPMENT IS A LINE FUNCTION A MAN MUST BE<br />
MANAGEMENT<br />
FOR TRAINING AND OEVELOPMENT TO TAKE PLACE<br />
MOTIVATED<br />
SUPERVISOR IS PART DF MANAGEMENT.<br />
THE<br />
IS BEING MADE IN HUMAN RELATIONS PHILO-'<br />
IMPROVEMENT<br />
AND IECHNIQbE WE WANT MANAGERS TO BE AWARE OF TREND,<br />
SOPHY<br />
AND PRINCIPAL SUBSTANIIVE RESULTS IN THE BE-'<br />
DIRECTION<br />
FIELDS ObR TECHNI{UES FOR UNDERSTANDING HUMAN<br />
HAVIORAL<br />
INCREASINGLY REQUIRE MORE DIRECT ACTIVITY BY THE<br />
RELATIONS<br />
AND LESS LECTURE ANO DISCUSSION WE PAVE<br />
PARTICIPANTS<br />
TO SUBSIIILIE OBSERVATIONS AND EXPERIMENTATION FOR<br />
LEARNED<br />
QUANTIFICATION AND THE COMPUTER ARE BECOMING<br />
INIbITION<br />
MANAGEMENT TOOLS<br />
BASIC<br />
OKRDNGLEY, W O.<br />
0316<br />
DEVELOPMENI ANO ACCIDENT PREVENTICN<br />
ATTITUDE<br />
JOURNAL= VCL 45= NO 3, MARCH, 1966 3 PAGES<br />
PERSONNEL<br />
FOR ACCIDENTS MAY MORE OFTEN BE DbE<br />
RESPONSIBILITY<br />
THE ATTITUDES OF WORKERS AND SUPERVISORS THAN TO<br />
TO<br />
FAILbRES. TO HELP CORRECT ATTITUDES, A WORK-'<br />
MECHANICAL<br />
TECHNIQUE HAS BEEN DEVELOPED, WHICH APPEARS TO HAVE<br />
SHOP<br />
REDUCE ACCIDENTS FOR ONE COMPANY THE WORKSHOPS<br />
HELPED<br />
OF FOUR PARTS, WHICH ARE DISCUSSED IN THE ARTI-'<br />
CONSISIED<br />
ACCIDENT EVALUATION, ROLE PLAYING,<br />
CLE--LOST-TIME<br />
ACCIDENTS, AND COMMUNICATIONS<br />
POTENTIAL<br />
IN EXERCISES AS THOSE DESCRIBED HOPE-'<br />
PARTICIPATION<br />
INCREASES A PERSONS AWARENESS OF THE IMPORTANCE OF<br />
FULLY<br />
PREVENTION THE SESSIONS HAD A HIGH DEGREE OF<br />
ACCIDENT<br />
AND DEMANDED ACTION THE FOUR SPECIFIC<br />
INVOLVEMENT<br />
PROVIDED THE DESIRED TRANSFER OF THEORY TO<br />
APPROACHES<br />
APPROACH. AS THE SESSIONS CONTINUEO, THERE WAS<br />
ON-THE-JOB<br />
NOTICEABLE TENDENCY ON THE PART OF THE PARTICIPANTS TO<br />
A<br />
SNAP JUDGMENTS AND TO DIFFERENTIATE FACTS FROM<br />
AVOID<br />
INFERENCES<br />
MCDONALD, CHARLES H<br />
C317<br />
AUTOMATION AND THE PERSONNEL MANAGER<br />
OAIA<br />
JOURNAL= VOL 45, NO 4, APRIL, 1966, 3 PAGES<br />
PERSONNEL<br />
EDP<br />
DATA PROCESSING AS APPLIED TO PERSONNEL<br />
ELECTRONIC<br />
HAS BEEN AND IS THE SUBJECT OF MUCH DIS<br />
MANAGEMENT<br />
IT IS THE BELIEF OF THIS AUTHOR THAT MANY<br />
CUSSION<br />
ARE NOT REALIZING FULL POTENTIAL FROM THEIR<br />
ORGANIZATIONS<br />
IN DATA AbTOMATICN AS FAR AS PERSONNEL FUNCTIONS<br />
INVESTMENT<br />
CONCERNED THIS ARTICLE SHOULD, THEREFORE, STIMULATE<br />
ARE<br />
AND REFLECTION ABOUT THE PLANNING AND OESIGN<br />
THOUGHT<br />
OF A SYSTEM IN ORDER TO OPTIMIZE THAT SYSTEMS<br />
PHASES<br />
CONIRIBLTION<br />
CHANGE IN MANAGEMENT PHILOSOPHY, TOGETHER WITH A<br />
A<br />
FEASIBILITY STUDY, IS NEEDED IO FIND THE PROPER<br />
CAREFUL<br />
FOR EDP IN THE PERSONNEL PROGRAM ANY PROPOSED<br />
-LACE<br />
ADAPTATION MUST PROMISE AN IMPROVEMENT OVER EXISTING<br />
EDP<br />
BY PROVIDING MORE INFORMATION FASTER AND IT MUST<br />
PROCEDURES<br />
MAKE A POSITIVE CONTRIBUTION TO PERSONNEL PRO<br />
ALSO<br />
THE CENTRAL FEATURE OF ANY AUTOMATED PERSONNEL<br />
CEOURES<br />
SYSTEM IS THE EMPLOYEE MASTER PERSONNEL RECORD<br />
INFORMATION<br />
WEALE, W BRUCE FERRELL, ODIES<br />
0318<br />
RECRUITERS LISTENING.<br />
ARE<br />
JOURNAL, VOL 45 NO. 4 APRIL, I966 6 PAGES<br />
PERSONNEL<br />
INTERVIEWING<br />
CONCLUSIONS REACHED FROM A STUDY OF THE ATTI<br />
THE<br />
AND INTERESTS OF SOME 500 BUSINESS STUDENTS AT<br />
TUDES<br />
FLORIDA STATE UNIVERSITY SCHOOL OF BUSINESS ARE AS<br />
THE<br />
FOLLOWS.<br />
NEED TO GIVE MORE ATTENTION TO THE KINDS OF<br />
RECRUITERS<br />
ASKED, THE FORMAT AND STRUCTURE CF THEIR INTER<br />
QUESTIONS<br />
AND THE IMAGE THEY PERSONALLY PROJECT OF THEIR COM-'<br />
VIEWS,<br />
STUDENTS NEED TO KNOW MORE THOROUGHLY THEIR OWN GOALS<br />
MANY<br />
ABILITIES AND THE CCMPANYS OPPORTUNITIES BEFORE THE<br />
AND<br />
STUDENTS MATCH TEIR ABILITIES TO THE JOB<br />
INTERVIEW<br />
BUT NEED GREATER GUIDANCE IN THIS PROCESS BY<br />
REQUIREMENTS<br />
RECRUITERS IF RECRUITERS WILL LISTEN MORE<br />
SYMPATHETIC<br />
AND STUDENTS WILL FEEL FREE TO ASK MORE<br />
PERCEPTUALLY<br />
QUESTIONS REGARDING THE JOB AND ITS CONDITIONS,<br />
PERSONAL<br />
BETTER MESHING OF COMPANY REGUIREMENTS AND APPLICANTS<br />
A<br />
WILL RESULT.<br />
QUALIFICATIONS<br />
FERRY, THOMAS H.<br />
0319<br />
FOR TEAMWORK IN SHIFT RELATIONSHIPS<br />
MANAGEMENT<br />
JOURNAL, VOL 45, NO 4 APRIL, 1966 3 PAGES<br />
PERSONNEL<br />
OF COMMUNICATION BETWEEN OPERATORS ON DIFFERENT<br />
LACK<br />
AND BETWEEN SHIFT MANAGERS CAN BE RESPONSIBLE FOR<br />
SHIFTS<br />
ABSENCE OF TEAMWORK NECESSARY IN SHIFT RELATIONSHIPS<br />
THE<br />
MAXIMUM EFFICIENCY AND PRODUCTION IN A MANUFACTURING<br />
FOR<br />
ORGANIZATIONAL CHANGES OESCRIBEO HERE RESULTED<br />
OPERATION<br />
IMPROVED TEAMWORK AND IMPROVED PRODUCTION. THE<br />
IN<br />
INVOLVED IS THE IoB.M. CORP IN ROCHESIER MINN<br />
COMPANY<br />
THERE DID NOT SEEM TO BE A CLEAR UNDERSTAND<br />
SINCE<br />
OF THE MUTUAL OBJECTIVES AND PECULIAR NEEDS OF EACH<br />
ING<br />
SHIFT SHIFT ROTATION OF THE PROJECT MANAGERS<br />
INDIVIDUAL<br />
INITIATED PROVIDING FOR TWO YEARS ON DAYS, THEN ONE<br />
WAS<br />
NIGHTS. NOW WHAT HAPPENEO ON ANY SHIFT WAS OF INTEREST<br />
ON<br />
ALL PROJECT MANAGER APPROVAL OF PROMOTIONS WAS<br />
TO<br />
AND THEIR COUNSEL SOUGHT ON OTHER IMPORTANT<br />
INITIATED<br />
THE PRIME INGREDIENIS TO THE BETTER UNDERSTAND<br />
MAITERS.<br />
WHICH RESULTED ARE PERSONAL INVOLVEMENT AND IMPROVED<br />
ING<br />
CONMUNICATIONS.<br />
THORNTON, BERKLEY Bo<br />
0320<br />
NUMBER ONE PROBLEM.<br />
THE<br />
JOURNAL VOL. 65 NO 4 APRIL, 1966, PAGE<br />
PERSONNEL<br />
COMMUNICATION<br />
MANAGERS NUMBER ONE PROBLEM TODAY CAN BE SUMMEO<br />
-A<br />
IN ONE WORD--COMMUNICATION IF ALL MANAGERS WOULD<br />
UP<br />
IN SUCH A WAY THAT THEY COULD UNDERSTAND AND<br />
COMMUNICATE<br />
UNDERSTOOD, MOST OF THE DIFFICULTIES BETWEEN MANAG<br />
BE<br />
AND THE EMPLOYEE COULD BE REDUCED TO A MINIMUM.-<br />
MENT<br />
FROM THE RESEARCH STUOY, AND PRACTICES AT FORT<br />
117<br />
VIRGINIA WHERE THE AUTHOR IS EMPLOYEE DEVELOP-'<br />
EUSTIS,<br />
OFFICER AT THE U S ARMY TRANSPORIATION CENTER,<br />
MENT<br />
FOLLOWING CONCLbSIONS HAVE BEEN REACHE£. WEN<br />
THE<br />
WE SHOULD USE SIMPLE LANGUAGE, NONTECHNICAL<br />
COMMUNICATING<br />
REPETITION, ILLUSTRATIONS ATTENTION GETTERS--DARE<br />
TERMS<br />
BE DIFFERENT--USE NOVEL PEADLINES OR TITLES, ETC IN<br />
TO<br />
ONE RULE OF THUMB THAT THEY TRY TO FOLLOW IN<br />
ADDITION<br />
POLICIES PROCEDURES AND PROGRAMS TO THE<br />
COMMUNICATING<br />
FORCE IS CONDENSATION OF VERBIAGE TO THE MAXIMUM<br />
WORK<br />
POSSIBLE IN MOST CASES THEY TRY TO TELL THE STORY<br />
EXTENT<br />
ONE PAGE OR LESS<br />
IN<br />
BURCH WALLACE S<br />
0321<br />
JOBS FOR YOUNG MEN.'<br />
SUMMER<br />
JOURNAL= VOL 45, NO 4, APRIL 1966, PAGE<br />
PERSONNEL<br />
TEENAGERS<br />
YOUNG MEN NOW DENIED JOBS COULD BE HIRED IF OUR<br />
MANY<br />
LAWS WERE BROUGHT UP TO DATE THE AUTHOR,<br />
OBSOLETE<br />
MANAGER OF THE WEYERHAEUSER COMPANY OF TACOMA,<br />
PERSONNEL<br />
CITES THAT BOTH FEDERAL AND SIAIE LAWS PROHIBIT<br />
WASHINGTON,<br />
MANUFACIURING CONCERNS FROM HIRING YOUNG MEN UNDER<br />
MANY<br />
THESE LAWS WERE PASSED TO DO AWAY WITH THE<br />
EIGHTEEN<br />
-SWEAT SHOPS- PREVALENT IN THE LATE I800S AND<br />
SO-CALLED<br />
IgCOS THERE IS NO COMPARISON BETWEEN WORKING<br />
EARLY<br />
THEN AND NOW<br />
CONDITIONS<br />
AUTHOR BELIEVES THAT MANY YOUNG MEN OF 16 AND 17<br />
THE<br />
HUSKY AND BETTER EQUIPPED TO DO HEAVY WORK THAN OLDER<br />
ARE<br />
THE MEDICAL PROFESSION WOULD HAVE TO SET STANDARDS<br />
MEN<br />
YOUNG MEN TO MEET<br />
FOR<br />
INABILITY OF THESE YOUNG MEN TO FIND JOBS CAN AND<br />
THE<br />
CONTRIBUTE TD OUR PRESENT DELINQUENCY SITUATION--<br />
DOES<br />
MUST HAVE AN OLTLET FOR THEIR ENERGY. THEY SHOULD BE<br />
THEY<br />
LEARNING TO WORK, AND LEARNING THE VALUE OF MONEY.<br />
OCCUPIED<br />
WIDENER, W ROBERT<br />
0322<br />
CONCEPTS OF RUNNING A BUSINESS<br />
NEW<br />
AUTOMATION VOL 13 APRIL I76 8P<br />
BUSINESS<br />
INFORMATION-SYSTEM<br />
COMPUTERIZAIION<br />
APPROXIMATELY 23,000 COMPUTERS NOW OPERATING IN THE<br />
OF<br />
COMMUNITY, MOST OF THE ACCOMPLISHMENTS HAVE BEEN OF<br />
BUSINESS<br />
TACTICAL NATURE AND, CONSEQUENTLY, TOP MANAGEMENT HAS<br />
A<br />
LITTLE DR NO BENEFIT FROM THEM HOWEVER, AS THE<br />
ENJOYED<br />
GENERATION- SYSTEMS ARE ORDERED AND INSTALLED, MAN-'<br />
-THIRD<br />
IS NOW TURNING MORE ATTENTION TO THE COMPUTER AS A<br />
AGEMENT<br />
TOOL- IN THE DAY-TO-DAY RUNNING OF TEE BUSINESS<br />
-STRATEGIC<br />
THIRD GENERATION PERIOD, CHARACTERIZED 8Y THE<br />
THE<br />
TOWARD THE PLANNING AND INSTALLING OF RELATIVELY<br />
SWING<br />
INFORMATION SYSTEMSt IS CLEARLY UNOERWAY THE COM<br />
-TOTAL-<br />
HARDWARE AND SOFTWARE CAPABILITIES PERMIT ALL MANAGE<br />
MUTER<br />
REPORTS TO BE GENERATED, EITHER ON A ROUTINE BASIS OR<br />
MENT<br />
DEMAND, AS A RESULT OF THE SPEED AND CONVENIENCE OF THE<br />
ON<br />
SYSTEMS, A NEW KIND OF MANAGEMENT ENVIRONMENT THE<br />
NEW<br />
OR CONTROL ROOM- WILL BE POSSIBLE THIS ROOM WILL<br />
-COMMAND<br />
ON LINE TO THE COMPUTER THROUGH REPORT INTERROGATION<br />
BE<br />
AND LARGE-SCREEN, GRAPHIC DISPLAYS<br />
CONSOLES<br />
COMISKEY= EUGENE F<br />
0323<br />
CONTROL BY REGRESSION ANALYSIS<br />
COST<br />
ACCOUNTING REVIEW VOL I 2 APRIL,<br />
THE<br />
PAPER PRESENTS AN APPLICATION OF MULTIPLE REGRES-'<br />
THIS<br />
ANALYSIS TO COST CONTROL THE CONTEXT OF THE APPLIOA-'<br />
SIDN<br />
IS THE CONSUMER FINANCE INDUSTRY WHERE EXTENSIVE<br />
TION<br />
FAKES EFFECTIVE COST CONTROL EXTREMELY<br />
DECENTRALIZATION<br />
THE COST BEHAVIOR MODEL EMPLOYEO IN THIS PAPER<br />
IMPORTANT<br />
DEVELOPED FROM THE RESULTS OF MULTIPLE REGRESSION ANAL<br />
IS<br />
OF COST AND OTHER OPERATING DATA OF BRANCH OFFICES OF<br />
YSIS<br />
MAJOR CONSUMER FINANCE CHAIN. A BASIC APPROACH TO ThE<br />
A<br />
OF DECENTRALIZED OPERATIONS IS THROUGH THE APPLI<br />
CONTROL<br />
OF THE PRINCIPLE OF -MANAGEMENT BY EXCEPTION.- IT<br />
CAIION<br />
BE EMPHASIZED THAT IFE DEVELOPMENT AND APPLICATION<br />
SHOULD<br />
THE MODEL EMBRACES ALL ELEMENTS OF THE CONVENTIONAL<br />
OF<br />
CYCLE THE MODEL IS DEVELOPED FROM HISTORICAL COST<br />
CONTROL<br />
OTHER OPERATING DATA ANO WILL USUALLY BE APPLICABLE OVER<br />
AND<br />
AS LONG AS THERE ARE NO SIGNIFICANT CHANGES IN OPER<br />
TIME<br />
POLICY OR OTHER FUNDAMENTAL CHANGES AFFECTING BRANCH<br />
ATING<br />
OPERATIONS<br />
SELLMAN, RICHARD A ZIOMEK, ROBERT P<br />
0324<br />
COMPANY PROFITS FROM TRAINING PROGRAMS<br />
MAXIMIZING<br />
EXECUTIVE VOL 34, 6 APRIL,<br />
FINANCIAL<br />
INITIAL SURGE AND RAPID IMPLEMENTATION OF HOSTS OF<br />
THE<br />
PROGRAMS OCCURRED DURING THE 1950S. BUT THE RESULTS<br />
TRAINING<br />
A SURVEY IN 1962 SHOW THAT ENIHUSIASM FOR EXECUTIVE DE<br />
OF<br />
PROGRAMS IS NOW GIVING WAY TO WIDESPREAD DISIL<br />
VELOPMENT<br />
IN THIS ARTICLE ARE TESTED IDEAS FOR PLANNING,<br />
LUSIONMENT<br />
AND FOLLOWING THROUGH A SUCCESSFUL PROGRAM.<br />
IMPLEMENTING=<br />
FIRST CHORE IS THE CONSTRUCTION OF PROCRAM OBJECT-<br />
THE<br />
AND ACCEPTANCE OF THE IDEA THAT MANAGEMENT TRAINING<br />
IVES<br />
AN IMPORTANT AND CONTINUING JOB THE NEXT JOB IS RE<br />
IS<br />
OF MANAGEMENT PROSPECTS MOST SOUGHT AFTER ANO<br />
CRUITING<br />
RECEIVING A HIGH SALARY, IS THE GRADUATE<br />
CONSEQbENTLY<br />
HOLDING AN MBA DEGREE FROM A BUSINESS SCHOOL THE<br />
STUDENT<br />
OF THE PROGRAM AND THE PROGRAM STRUCTURE ARE<br />
ADMINISIRATION<br />
CONSIDERATIONS THERE ARE SEVERAL SUPPLEMENTARY TRAIN<br />
ALSO<br />
TOOLS WHICH CAN BE EXPLOITED SUCH AS SEMINARS CLASSES,<br />
ING<br />
SCHEDULED READING PROGRAMS<br />
AND<br />
BERMAN, HARVEY<br />
0325<br />
SLASHES PURCHASING COSTS AT SINGER.'<br />
DATA-PHONE<br />
PURCHASING VOL 60, ? APRIL 7 1966 6P.<br />
BUYING, LITTLE PAPERWORK INVENTORIES AT ROCK<br />
FAST<br />
THESE ARE THE RESULTS OF THE BIG SWITCH TO DATA<br />
BOTTOM-<br />
THAT LINKS THE SINGER CCPPANYS NEW JERSYY PLANT WITH<br />
PHCNE<br />
KEY SUPPLIERS. TWO YEARS AFTER INSTALLING TFE SYSTEM,<br />
ITS<br />
PLANT IS STILL ROLLING BACK PURCHASING COSTS.<br />
THE<br />
THE DATA-PHONE SYSTEM USER DEPARTMENTS RECEIVE<br />
UNDER<br />
OF IBM CARDS COVERING MATERIALS UNDER THE PROGRAM<br />
DECKS<br />
A MATERIAL IS NEEDEO, THE USER DEPARTMENT FORWARDS AN<br />
WHEN
CARD FOR THE ITEM TO THE PLANTS GENERAL STORES DEPART-*<br />
IBM<br />
WHICH PROMPTLY TRANSMITS THE ORDER VIA DATA-PHONE TO<br />
MENT<br />
SUPPLIERt WHERE IT IS AUTOMATICALLY PICKED UP ON A RE-<br />
THE<br />
UNIT THE SUPPLIERS COMPUTER PROCESSES THE ORDER<br />
CEIVING<br />
ON THE CARD. THE ORDER IS THEN ASSEMBLED AND SHIPPEDt<br />
DATA<br />
ARRIVING AT SINGERS NEW JERSEY PLANT LESS THAN<br />
GENERALLY<br />
HOURS AFTER IT IS PLACED.<br />
26<br />
COLLAZZOt CHARLES J.<br />
0326<br />
OF INCOME UPON SHOPPING ATTITUDES.'<br />
EFFECTS<br />
OF RETAILING VOL 62t SPRING 1966. TPo<br />
JOURNAL<br />
ATTITUDES<br />
PAPER IS A STUDY ON THE BELIEFS, ATTITUDES, AND<br />
THIS<br />
OF VARIOUS GROUPS OF CONSUMERS, AND THEIR CAD-'<br />
FRUSTRATIONS<br />
THE STUDY ALSO TESTED THE MAJOR HYPOTHESIS THAT THERE<br />
SES.<br />
A RELATIONSHIP BETWEEN INCOME AND OTHER DEMOCRAPHIC<br />
IS<br />
SUCH AS EDUCATION AND INCOME.<br />
FACTORS<br />
SHOWS THAT THERE IS APPARENTLY A CAUSAL RE<br />
RESEARCH<br />
BETWEEN THE EFFECT OF EDUCATION AND OCCUPATION IN<br />
LATIONSHIP<br />
ATTITUDES. HOWEVER, THE RELATIONSHIP OF EDUCA<br />
DETERMINING<br />
TO INCOME IS LESS PRECISE. THE ATTITUDES AND FRUSTRA<br />
TION<br />
OCCUR SOMEWHAT MORE AT RANDOM THAN THEY DO IN THE<br />
TIONS<br />
OTHER CLASSIFICATIONS SYSTEMS. ALSO THE CAUSE-AND<br />
TWO<br />
RELATIONSHIP BETWEEN INCOME AND HOUSING STATUS IS NOT<br />
EFFECT<br />
STRONG AS THAT BETWEEN OCCUPATION AND INCOME. THE FIND<br />
AS<br />
OFFER EVIDENCE THAT AS MORE INCOME IS SPENT, SHOPPING<br />
INGS<br />
GROWS AND SHOPPING ATTITUDES ARE ALTERED SINCE<br />
EXPERIENCE<br />
BECOME MORE DISCRIMINATING AND MORE PARTICULAR IN<br />
CONSUMERS<br />
SHOPPING.<br />
THEIR<br />
NYE, WILLIAM A<br />
0327<br />
INSURANCE IN THE UNDERGRADUATE CURRICULUM<br />
SOCIAL<br />
JOURNAL OF RISK AND INSURANCE VOL. 33, MARCH, 1966 9P<br />
THE<br />
OASDI WORKMENS-COMPENSATION<br />
MEDICARE<br />
THIS ARTICLE THE AUTHOR ADDRESSES HIMSELF TO THE<br />
IN<br />
OF WHETHER OR NOT SOCIAL INSURANCE COURSES SHOULD<br />
QUESTION<br />
OFFERED IN THE UNOERGRADUATE CURRICULUM, AND HIS POSITION<br />
BE<br />
THAT OF THE AFFIRMATIVE CASE.<br />
IS<br />
ARE SIX MAJOR REASONS WHY NYE BELIEVES THAT<br />
THERE<br />
INSURANCE SHOULD BE STUDIEO IN COLLEGE. FIRST, THE<br />
SOCIAL<br />
IS GROWING IN SIGNIFICANCE IN THE U.S TODAY ALSO<br />
SUBJECT<br />
STUDY OF SOCIAL INSURANCE REVEALS IMPORTANT ECONOMIC<br />
IHE<br />
THAT NEED SOLUTIONS A KNOWLEDGE OF THE SUBJECT CAN<br />
PROBLEMS<br />
APPLIED FREQUENTLY IN OUR OWN LIVES THE STUDY WOULD GIVE<br />
BE<br />
A CHANCE TO USE WHAT THEY HAVE LEARNED. FINALLY<br />
STUDENTS<br />
INSURANCE IS AN IDEAL COURSE TO TEACH STUDENTS TO<br />
SOCIAL<br />
AND APPLY* TO THINK AND ARGUE LOGICALLY SUCH A<br />
REASON<br />
MIGHT CONSIST OF THE STUDY OF PUBLIC ASSISTANCEe OLD<br />
COURSE<br />
SURVIVORS, MEDICARE, WDRKMENS COMPENSATION, DISABILITY<br />
AGE*<br />
AND UMEMPLOYMENT COMPENSATION<br />
INSURANCE<br />
EDITORS<br />
0328<br />
SALES MEETING DRIVE ALIVE ALL YEAR.'<br />
KEEP<br />
MANAGEMENT VOL 29, 6. MARCH 1966 2P<br />
BUSINESS<br />
MOTIVATE<br />
RAZZLE-DAZZLE SALES MEETING MAY ENTHUSE A SALESMAN<br />
A<br />
END, BUT THAT ENTHUSIASM HAS A WAY OF GROWING COLD ONCE<br />
NO<br />
SALESMAN GETS BACK TO HIS TERRITORY YOU CAN KEEP SPIR<br />
THE<br />
HIGH BY FOLLOWING UP TO MAKE SURE THAT WHAT WAS PREACHED<br />
ITS<br />
THE MEETING IS PRACTICED IN THE FIELD. IN FACT IF YOU<br />
AT<br />
NOT FOLLOW UP, YOU MIGHT AS WELL WRITE OFF TPE SALES<br />
DO<br />
AS A JOB ONLY HALF DONE.<br />
MEETING<br />
ARE MANY WAYS TO IMPLEMENT SALES MEETING FOL-'<br />
THERE<br />
THROUGH HERE ARE DISCUSSED FIVE METHODS WITH AN EXAMP<br />
LOW<br />
TO ILLUSTRATE EACH- ACT CN MEETINGS STRENGTHSt REIN<br />
LE<br />
MEETING THEMES DOCUMENT THE MEETINGS, USE EXAMPLES OF<br />
FORCE<br />
LEARNED, AND USE CONTESTS<br />
LESSONS<br />
EDITORS<br />
0329<br />
BLUE COLLAR WORKERS BY SALARIED<br />
SHOULD<br />
BUSINESS MANAGEMENT VOL. 29 6 MARCH, I966 5P.<br />
PRESIDENT OF THIS LITTLE COMPANY KINETIC DISPER-*<br />
THE<br />
COMPANY LOCATED JUST OUTSIDE BUFFALO, NEW YORK, DID NOT<br />
SIGN<br />
HIS PRODUCTION AND MAINTENANCE WORKERS TO BE UNIONIZED.<br />
WANT<br />
WHEN THEY WERE HE TOOK THE UNUSUAL STEP OF OFFERING TO<br />
BUT<br />
THEM SALARIES INSTEAD DF HOURLY WAGES. THREE AND ONE<br />
PAY<br />
YEARS HAVE NOW PASSED GIVING HIM A CHANCE TO SEE HIS<br />
HALF<br />
PUT TO THE IEST. WOULD HE DO IT ALL OVER AGAIN IF HE<br />
IDEA<br />
THE CHANCE. WHAT ADVICE DOES HE HAVE FOR BIGGER COMPAN<br />
HAD<br />
CONTEMPLATING THE SAME THING. WHAT PROBLEMS WILL THEY<br />
IES<br />
IF THEY GO AHEAD HERE ARE HIS FRANKt DOWN-TO-EARTH<br />
FACE<br />
ANSWERS.<br />
KEW PRESIDENT OF THIS FIRM, HAS LABELED THE<br />
CHARLES<br />
PLAN AS A SUCCESS UNFORTUNATELY, IT HAS NDT RAKE HIS<br />
SALARY<br />
WORKERS FEEL A PART OF THE COMPANY IN THE SENSE<br />
PRODUCTION<br />
TO THE EXTENT HE WANTED.<br />
AND<br />
LUPTONt D. KEITH<br />
0330<br />
OVERSELL IN STAFF RECRUITING.'<br />
THE<br />
JOURNAL, VOL 45t NO 2 FEBRUARY 1966, 3 PAGES<br />
PERSONNEL<br />
-FOLKSY- IMAGE OF A COMPANY CREATED DURING PRO<br />
THE<br />
RECRUITMENT PROGRAMS MAY BE THE GREATEST SINGLE<br />
FESSIONAL<br />
FOR UNUSUAL STAFF TURNOVERe ESPECIALLY APDNG YOUNGER<br />
REASON<br />
THEY REACT TO THE OVERSELL IN RECRUITING AT A<br />
EMPLOYEES<br />
LOSS TO THEMSELVES AND THEIR EMPLOYERS.<br />
GREAT<br />
PLAN TO GET NEWCOMERS INTO THE LIFE-STREAM OF THE<br />
A<br />
IS SUGGESTED. A CCMPANY EMPLOYEE WHO KNOWS HIS<br />
COMMUNITY<br />
AND DEVOTES MUCH TIME AND EFFORT IN ITS BEHALF<br />
COMMUNITY<br />
ACQUAINT THE NEWCOMER WITH COMMUNITY ORGANIZATIONS,<br />
SHOULD<br />
THE NEWCOMER AND HIS FAMILY TO ASCERTAIN THEIR<br />
INTERVIEW<br />
ETC., ARRANGE FOR NEWCOMERS TO ATTEND ACTIVITIES<br />
INTERESTS,<br />
AN ORGANIZATION FOR SIX CONSECUTIVE MEETINGS.<br />
IN<br />
-THE NEWCOMER, THROUGH THE INTERESTED HELP OF HIS<br />
THUS<br />
IS MADE TO VIEW THINGS IN MUCH THE SAME WAY AS<br />
EMPLOYER,<br />
WELL ESTABLISHED RESIDENTS. HE QUICKLY FEELS AT HOME<br />
THE<br />
ACCEPTED WITH SUBSEQUENT BENEFIT TO HIMt HIS FAMILYt THE<br />
AND<br />
ANDe MOST IMPORTANTLY HIS EMPLOYER.-<br />
COMMUNITY<br />
JEHRING, J. J<br />
0331<br />
EFFECTS ON PRODUCTIVITY OF DRDPPING INDIVIDUAL INCENTIVES<br />
118<br />
JOURNAL, VOL. 45 NO 2, FEBRUARY 1966, 3 PAGES<br />
PERSONNEL<br />
MOTIVATION<br />
COMPANY DROPPED ITS INDIVIDUAL INCENTIVE PLAN FOR<br />
A<br />
GROUP OF TRANSCRIBERS AFTER ITS USE OVER AN EXTENDED<br />
A<br />
DID NOT SEEM TO IMPROVE PRODUCTIVITY. THIS STUDY<br />
PERIOD<br />
THE RESULT OF THE DISCONTINUANCE ON THE WORKERS<br />
EXAMINES<br />
ANALYSIS OF THE DATA INDICATES IHAT ALTHOUGH<br />
AN<br />
FELL OFF AFTER THE INDIVIDUAL INCENTIVE WAS<br />
PRODUCTIVITY<br />
THE OVER-ALL AMOUNT WAS INSIGNIFICANT. IN ALL<br />
WITHDRAWN,<br />
THE SAVINGS WHICH WERE BROUGHT ABOUT THROUGH<br />
PROBABILITY<br />
RECORD KEEPING AND FIGURING INDIVIDUAL BONUSES<br />
REDUCED<br />
FOR WHAT LITTLE PRODUCTION WAS LOST<br />
COMPENSATED<br />
THIS CASE THE WORK MEASUREMENT PLAN WAS CONTINUED<br />
IN<br />
IN ITSELF ACTED AS AN INCENTIVE THE TOTAL GROUP<br />
THIS<br />
COULD ADD INCREASED PRODUCTIVITY IN WAYS OTHER THAN<br />
PROGRAM<br />
INCREASING INDIVIDUAL OUIPUT IT MIGHT HAVE AN<br />
THROUGH<br />
IN TERMS OF BETTER COOPERATION WITHIN THE COMPANY<br />
EFFECT<br />
QUALITY OF WORK, SAVING OF SUPPLIES, ETC. TABLES<br />
BETTER<br />
FROHLICH W 0<br />
0332<br />
TO SUCCESSFUL PERFORMANCE COUNSELING.'<br />
MOTIVATION--KEY<br />
PERSONNEL JOURNAL VOL 45, NO 2, FEBRUARY, I966, 5 PAGES<br />
PERFORMANCE COUNSELING PROGRAM TO BE SUCCESSFUL,<br />
A<br />
INCREASE AND IMPROVE PRODUCTION TO DO THIS IT MUST<br />
MUST<br />
TANGIBLE EVIDENCE OF A COMPANYS INTEREST IN ITS<br />
PROVIDE<br />
AND USE MOTIVATIONAL CONCEPTS TO THE UTMOST.<br />
EMPLOYEES<br />
AUTHOR PROPOSES THAT MOTIVES ARE NEEDS AND THAT<br />
THE<br />
NEEDS ARE THE REASONS WE DO THE THINGS WE DO. NEEDS<br />
OUR<br />
BE SATISFIED IF WE ARE TO MOTIVATE PEOPLE THEY CAN<br />
MUST<br />
SATISFIED BY THE APPLICATION OF APPROPRIATE INCENTIVES.<br />
BE<br />
OF NET EFFECT FUIILITY EQUAL BILLING OF<br />
PROBLEMS<br />
LOSS IN TRANSLATION, AND THE COMPANY GIMMICK WERE<br />
TRIVIA<br />
AS CAUSES FOR DEMOTIVATION<br />
CITED<br />
BRIEF OUTLINE OF AN ACTUAL PROGRAM WHICH EMPHA<br />
A<br />
CAREER ORIENIATION AND THE MANAGEMENT BY OBJECTIVES<br />
SIZES<br />
BOTH OF WHICH HAVE A HIGHLY POSITIVE EFFECT<br />
APPROACH<br />
EMPLOYEE MOTIVATION, IS PROVIDED<br />
UPON<br />
MCCLINTOCKt FRANKLYN G<br />
D333<br />
MAN, THE JOB, AND THE MAN ON THE JOB.'<br />
IHE<br />
JOURNAL, VOL- 45 NO 2, FEBRUARY I966 6 PAGES<br />
PERSONNEL<br />
MOTIVATION<br />
WITH SUCH QUESTIONS AS HOW TO MCTIVATE PEOPLE<br />
FACED<br />
DO THEIR WORK AT THE TOP LIMIT OF THEIR ABILITY AND,<br />
TO<br />
IHE SAME TIME, HOW TO ACCOUNT TO MANAGEMENT FOR THE<br />
AT<br />
DOLLARS NEEOED TO BE SPENT, THE WAGE AND SALARY<br />
SALARY<br />
IS OFFERED A SOLUTION BASED £N A THEORETICAL<br />
ADMINISTRATOR<br />
CONCEPT.<br />
MIDPOINT<br />
ADMINISTRATION IS A METHOD TO SOLVE PROBLEMS<br />
SALARY<br />
FROM OR IN ANTICIPATION OF MOTIVATION PEOPLE.<br />
RESULTING<br />
IS AN ORDERLY APPROACH. SALARY ADMINISTRATION IS A<br />
IT<br />
IDOL WHICH CAN WORK TO MOTIVATE PEOPLE INDIVIDUALLY<br />
USEFUL<br />
JOINTLY<br />
AND<br />
SOLUTION IS EXPLAINED WITH DIFININTION, EXAMPLES,<br />
THE<br />
AND CHARTS.<br />
FIGURES,<br />
ODIORNE GEORGE S.<br />
0334<br />
SUPERSTITIONS IN BUSINESS ARE CREATED<br />
HOW<br />
JOURNAL, VDL 45, NO 2 FEBRUARY* TO66, 5 PAGES<br />
PERSONNEL<br />
COMMUNICATION<br />
COMMUNICATION GENERATES MISUNDERSTANDINGS<br />
FAULTY<br />
COMPOUNDED, BUILD UP INTO SUPERSTITIONS THIS IS<br />
WHICH,<br />
TRUE IN BUSINESS AS IT IS IN ALL OIHER PHASES OF LIFE<br />
AS<br />
HUMAN INTER-RELATIONSHIPS.<br />
INVOLVING<br />
GROW OUT OF A WHOLE SERIES OF INFLU-'<br />
SUPERSTITIONS<br />
IN THE COMMUNICATION SYSTEM OF THE FIRM SOME SOURCES<br />
ENCES<br />
MANAGEMENT SUPERSTITIONS ARE DISCUSSED--ALSO THE WAYS<br />
OF<br />
WHICH THEY CAN BE AVERTED<br />
IN<br />
BEST WAY TO PREVENT SUPERSTITIONS FROM FORMING<br />
-THE<br />
MANAGEMENT IS TO MANAGE BY ARRANGING SITUATIONS BY<br />
IN<br />
UP THE ENVIRONMENT IN A WAY THAT PERMITS THE SUB-'<br />
SETTING<br />
TO MEASURE HIS OWN PROGRESS AND GIVE HIMSELF A<br />
ORDINATE<br />
AT KEY POINTS ALONG THE WAY, THE MAIN<br />
SELF-APPRAISAL<br />
FOR SUPERSTITIONS IS ELIMINATED THINGS THE BOSS<br />
MECHANISM<br />
DO IN THIS RESPECT ARE DISCUSSED SILENT LANGUAGE<br />
MUST<br />
CREATES SUPERSTITIONS IS MENTIONED A CHART SHOWS<br />
WHICH<br />
AS A LEARNING CURVE EXPLANATION DF THIS ALSO<br />
DELEGATION<br />
COHEN, WILBUR<br />
0335<br />
POLICY AND SOCIAL ACTION FOR THE 1970 S<br />
SOCIAL<br />
BUSINESS REVIEW VOL [Bt 3. MAY, 1966 6P.<br />
MICHIGAN<br />
EDUCATION* REHABILITATION<br />
HANDICAPPED<br />
MOMENTUOUS MEASURES TO MEET PRESSING NATIONAL<br />
TRULY<br />
NEEDS AND TO RIGHT MANY WRONGS HAVE BEEN TAKEN<br />
COMMUNITY<br />
THE PAST FIVE YEARS HOWEVER, UNLIKE ALEXANDER, WE WILL<br />
OVER<br />
WEEP FOR LACK OF WORLDS TO CONQUER- FOR THE GREATEST<br />
NOT<br />
LIE AHEAD- IN OUR GREAT METROPOLITAN AREAS, OUR<br />
CHALLENGES<br />
AND URBAN POVERTY AREAS, RACIAL AND RELIGIOUS DIS<br />
RURAL<br />
OUR PRINCIPAL WATERWAYS ARE OPEN SEWERS, AND<br />
CRIMINATIONt<br />
ON. FORTUNATELY THIS NATION IS BLESSED WITH THE BRAINS,<br />
SO<br />
TALENT, AND THE WEALTH TO FIND SOLUTIONS TC THESE PROB<br />
THE<br />
IHIS ARTICLE DISCUSSES SOCIAL ACTIONS THAT MAY WELL BE<br />
LEMS.<br />
IN IHE NEXT DECADES IN THE AREAS OF POVERTY,<br />
FORTHCOMING<br />
EDUCATION, AND REHABILITATION OF THE HANDICAPPED.<br />
HEALTH<br />
GRUENBERGER FRED HILL, RICHARD H.<br />
0336<br />
CLOSE THE KNOWLEDGE GAP AT THE TOP.'<br />
LETS<br />
AUTOMATION VOL 13 5. MAY, 1966 3P-<br />
BUSINESS<br />
EDUCATE TEACH[NG SUPERVISOR<br />
EVALUATE,<br />
TOP OPERATING EXECLTIVES ARE IN THE MAIN A GROUP<br />
THE<br />
HAS GROWN INTO POWER AHEAD OF THE ELECTRONIC REVDLU-'<br />
THAT<br />
THUS TODAYS UPPER-ECHELON EXECUTIVE IS PROBABLY THE<br />
TION<br />
IN GREATEST NEED OF BASIC KNOWLEDGE OF ALL ASPECTS OF<br />
ONE<br />
FIELD AND BY AND LARBE HE IS NOT GETTING IT<br />
THE<br />
EDUCATE THE EXECUTIVES THERE SEEMS TO BE NO SUBSTI-*<br />
TO<br />
FOR LIVE PRESENTATION CAREFULLY PLANNED IN SEQUENCE<br />
TUTE<br />
WITH HANDS-ON EXPERIENCE MOST EXECUTIVES ARE AWARE<br />
COUPLED<br />
THE ROUTINE APPLICATIONS OF THE COMPUTER SUCH AS PAYROLL,<br />
OF<br />
MANY SUFFER FROM A LACK OF KNOWLEDGE OF WHAT COMPUTERS<br />
BUT<br />
DO FOR THEM IN THE AREA OF SIMULATION FOR EXAMPLE.<br />
CAN
ALLt AN EXECUTIVE NEEDS AN UNDERSTANDING OF COMPUTER<br />
ABOVE<br />
SO HE CAN BEST EVALUATE PRICES AND COSTS INVOLVED<br />
ECONOMICS<br />
THE COMPUTER SYSTEMS. THERE HAVE BEEN SOME AITEMPTS TO<br />
IN<br />
THE EXECUTIVES LOT FOR OVER 6 YEARS IBM HAS CON<br />
BETTER<br />
MONTHLY EXECUTIVE CONCEPTS COURSES JUDGING FROM THE<br />
DUCTED<br />
OF THE SIUOENTS, THEY ARE HIGHLY SUCCESSFUL<br />
REACTIONS<br />
YANKELOVICH, DANIEL<br />
0337<br />
YOUNG ADULTS--A GROWING BUSINESS PROBLEM<br />
TODAYS<br />
PERSONNEL VOL 43= NO 2t MARCH-APRIL, 1966 ii PAGES<br />
AFFLUENT SOCIETY HAS PRODUCED A NEW GENERATION<br />
OUR<br />
DOES NOT FIT THE TRADITIONAL MOLD OF NEEDS AND AM<br />
THAT<br />
AND SOME OF OUR MOST GIFTED YOUNG PEOPLE ARE NO<br />
BITIONS.<br />
PREPARED TO MAKE THE KIND OF PERSONAL COMMITMENT<br />
LONGER<br />
ORGANIZATIONS DEMAND AS IHE PRICE OF A SUCCESSFUL<br />
MOST<br />
CAREER<br />
AUTHOR DISCUSSES THREE CATEGORIES OF YOUTH--ONE<br />
THE<br />
WANTS WHAT OUR SOCIETY HAS TO GIVE AND THEY ARE<br />
GROUP<br />
ABOUT IHEIR CHANCES FOR SUCCESS A SECOND<br />
OPTIMISTIC<br />
IS MADE UP OF THE YOUNG PEOPLE WHO DESPERATELY WANT<br />
GROUP<br />
HIGHER STANDARD DF LIVINGt A BETTER EDUCATION, MORE<br />
A<br />
LEISURE AND DIGNITY BUT LACK ADE¢UATE MEANS<br />
OPPORTUNITY,<br />
PURSLE THESE GOALSg AND IHE THIRD GROUP CONSISTS OF<br />
TO<br />
MINORITY OF WELL-EDUCATED YOUNG ADULTS FROM AFFLUENT<br />
THE<br />
WHO ENJOY ALL THE BENEFITS OUR SOCIETY HAS TO OFFER<br />
FAMILIES<br />
YET WHO SHOW SIGNS OF QUESTIONING ITS TRADITIONAL<br />
AND<br />
THE LAST GROUP IS OF GREAIEST CONCERN HERE.<br />
GOALS<br />
FREMONT A JR. CUMMINGS L L.<br />
SHULL,<br />
THE RULES--HOW DO MANAGERS OIFFER.<br />
ENFORCING<br />
VOL 43, NO Z MARCH-APRIL, I966, ? PAGES<br />
PERSONNEL<br />
ATTITUDES DISCIPLINE<br />
PERSONALITY<br />
THE FACE DF ITt A RULE IS A RULE WITH CLEAR-CUT<br />
ON<br />
AND PENALTIES FOR INFRACTIONS IN PRACTICEr<br />
DEFINITIONS<br />
THERE ARE SEVERAL DIFFERENT ATIITUDES--AND<br />
HOWEVER,<br />
OF THEM--THAT DICTATE DECISIONS ABOUT DISCIPLINE<br />
SHADINGS<br />
AUTHORS DISCUSS RULES IN GENERAL AND APPROACHES<br />
THE<br />
ATTITUDES TOWARD DISCIPLINE SUCH AS PURE HUPANITARIAN<br />
AND<br />
JUDICIAL-CLINICAL LEGALISTIC<br />
CLINICAL-HUMANITARIANe<br />
ANO PURE LEGALISTIC.<br />
JUDICIAL<br />
IS ONLY RECENTLY THAT THE CONCEPT OF DISCIPLINE<br />
IT<br />
THE VARIOUS STYLES OF IMPLEMENTING IT HAVE BEEN TFE<br />
AND<br />
OF SYSTEMATIC STUDY. SOME PROPOSITIONS GUIDING<br />
SUBJECT<br />
RESEARCH ARE--THE LARGER THE SIZE OF A WORK GROUP<br />
ADDITIONAL<br />
GREATER THE PRDBABLIITY THAT THE SUPERIOR WILL UTILIZE<br />
THE<br />
LEGALISTIC DISCIPLINARY STYLE SUPERIORS SCORING HIGH Oh<br />
A<br />
VARIABLES SUCH AS AGGRESSION TEND TOWARD THE<br />
PERSONALITY<br />
END OF CONTINUUM SUPERIORS WILL UTILIZE SIYLES<br />
LEGALISTIC<br />
BY THEIR OWN SUPERIOR OTHER VARIABLES CONSTANT.<br />
APPROVED<br />
E W. JR<br />
MARTIN<br />
ITEMS THE SYSTEMS CONCEPT<br />
IDEATIONAL<br />
HORIZONS VOL 9 Do I SPRING I966 2 PAGES<br />
BUSINESS<br />
SIMULATION<br />
COMBINATION OF THE VIEWPOINT OF AN ORGANIZATION<br />
THE<br />
A SYSTEM, A MODEL-BUILOING APPROACH AWE POWERFUL COM-=<br />
AS<br />
PROOUCES A TECHINQUE CALLED SYSTEMS SIMULATION<br />
PUTERS<br />
SHOWS PROMISE FOR ANALYZING ANO DESIGNING COMPLEX<br />
WHICH<br />
SYSTEMS. PERFORMANCE OF THE SYSTEM AS A<br />
ORGANIZATIONAL<br />
CAN BE OBSERVED, AS WELL AS THE EFFECTS OF VARIOUS<br />
WHOLE<br />
IN ANY ONE OF THE PARTS.<br />
CHANGES<br />
HARDER, VIRGIL E. LINDELL, FRANK R<br />
0340<br />
PERT IN MARKETING RESEARCH<br />
USING<br />
HORIZONS VOL. 9 NO I SPRING, 1966 6 PAGES<br />
BUSINESS<br />
CAN SYSTEMATIC ORDER BE APPLIED IO THE RESEARCH<br />
HOW<br />
WHEN THE FEASIBILITY OF PRODUCING AND MARKETING<br />
METHODOLOGY<br />
NEW PRODUCT IS BEING DETERMINED THIS ARTICLE DESCRIBES<br />
A<br />
USE OF PERT FOR INTEGRATING THE VARIOUS TASK OBJECTIVES<br />
THE<br />
A NETWORK OR SYSTEM II PROVIDES A PICTORIAL NETWORK<br />
INTO<br />
THE METHOD AND A TOOL FOR EVALUATING THE STATUS OF A<br />
OF<br />
AT ANY TIME<br />
PROGRAM<br />
POTENTIAL AND THE MECHANICS OF PERT ARE DISCUSSED<br />
THE<br />
THE MOST BASIC AND ELEMENTARY PERT PRINCIPLES HAVE<br />
ONLY<br />
SET FORTH IN THIS ARTICLE THE PERT TECHNICUE HAS BEEN<br />
BEEN<br />
TO THE POINT WHERE COMPLEX SPECIALIZED -LANGUAGE-<br />
REFINED<br />
APPLICATION CAN BE USED LIKEWISE THE TECHNIQUE HAS<br />
OF<br />
THE SPRINGBOARD TO MORE COMPLEX SYSTEMS SUCH AS<br />
BEEN<br />
PATH ANALYSIS FIGURES<br />
CRITICAL<br />
WALKER CHARLES W<br />
0341<br />
THE COMPACTS.<br />
PROGRAMMING<br />
VOL 12, 4 APRIL, 966 4P<br />
DATAMATION<br />
COMPUTER<br />
RECENT TREND IN SMALL COMPUTER DISIGN FAS BEEN TO<br />
THE<br />
SECTORED MEMORIES AS A MEANS OF REDUCING WORD LENGTH AND<br />
USE<br />
COSI. THE AUTHOR DESCRIBES THE METHOD USED BY<br />
CONSEQUENTLY<br />
COMPANY TO SIMPLIFY PROGRAMMING WITH THIS TYPE OF MACH<br />
HIS<br />
INE<br />
SOFTWARE IN CONJUNCTION WITH AN ASSEMBLY<br />
DESECTORIZING<br />
PROVIDESt IN ADDITION TO THE ADVANTAGES OF SYMBOLIC<br />
PROGRAM<br />
TO OPERANDS, THE AUTOMATIC GENERATION OF ANY<br />
REFERENCE<br />
NECESSARY TO REACH THAT OPERAND IF THE OPERAND IS<br />
LINKAGE<br />
DIRECTLY ACCESSIBLE. DESECTORIZING IS APPLICABLE TO<br />
NOT<br />
MACHINES AS LONG AS IT IS NOT NECESSARY FOR THE AS<br />
MOST<br />
PROGRAM OR THE LOADER TO INSERI INSIRUCIIONS IN THE<br />
SEMBLY<br />
SIRING DURING ASSEMBLY DR LOADING THE COMPLETE DE<br />
CODE<br />
OPERATION IS OUTLINED BY IHE AUTHOR<br />
SECTORIZING<br />
POOLER, VICTOR H.<br />
0342<br />
A TOTAL APPROACH TO MEASURING PURCHASE PERFORMANCE<br />
TREND-<br />
VOL 60 10. MAY 19 1966. 8P<br />
PURCHASING<br />
EVALUATE<br />
NOTED PURCHASING EXECUTIVE HAS FASHIONED A -NEW LOOK-<br />
A<br />
TO GAUGING DEPARTMENTAL EFFECTIVENESS. THIS AP<br />
APPROACH<br />
IS TREND- TOTAL RECOGNITION OF ENVIRONMENTAL AND<br />
PROACH<br />
DEVELOPMENT.<br />
NUMERICAL<br />
RECOGNIZES THAT PURCHASING PERFORMANCE MUST BE<br />
TREND<br />
IN TERMS OF TOTAL IMPACT ON COMPANY OPERATIONS AND<br />
EVALUATED<br />
REFLECTS THE FACT THAT SOME ASPECTS OF PURCHASING DEFY<br />
ALSO<br />
119<br />
THE BEST STANDARD FOR A PURCHASING DEPARTMENT<br />
MEASUREMENT<br />
ITS OWN PAST PERFORMANCE WHERE YEAR TO YEAR VARIATIONS<br />
IS<br />
A SPECIFIC PURCHASING DEPARTMENTg AND A STUDY OF<br />
WITHIN<br />
WIL PROVIDE USEFUL INFORMATION INTERNAL AUDITIONt<br />
TRENDS<br />
MEASUREMENT OF JOB PERFORMANCE AGAINST PREDETERMINED<br />
A<br />
IS ANOTHER EVALUATION METHOD ALSD THE RETURN<br />
STANDARDSt<br />
CAPITAL METHOD IS A MORE SIGNIFIOANT MEASURE OF PURCHASE<br />
ON-<br />
THAN TH RETURN-ON-INVESTMENT WITH PURCHASING AS<br />
PERFORMANCE<br />
INDEPENDENT PROFIT CENTER SINCE IT EMPHASIZES PROFIT<br />
AN<br />
RATHER IHAN THE EXPENSE FIGURES.<br />
CONTRIBLTION<br />
JENKINS SUSAN ROTH RUSSELL S.<br />
C343<br />
FROM THE EYES OF DOCTORS AND HOSPITAL ADMINISTRATOR<br />
MEDICARE<br />
BESTS INSURANCE NEWS-LIFE EDITION VDL. 67 I. MAY 1966<br />
ARTICLE PROVIDES TWO EXTRACTS FROM A DISCUSSION ON<br />
THIS<br />
AND GROUP HEALTH INSURANCE. IT PRESENTS A BRIEF<br />
MEDICARE<br />
AT THE FEDERAL HEALTH INSURANCE PROGRAM FROM TWO VI<br />
LOOK<br />
INTERESTED PARTIES- PHYSICIANS AND HOSPITAL ADMINIS<br />
TALLY<br />
TRATORS<br />
THE ADMINISTRATORS VIEWPOINT, MEDICARE HAS GIVEN<br />
FROM<br />
TO A COURSE ALREADY SET BY HOSPITALS- A MORE PEAS<br />
IMPETUS<br />
PRICING OF THEIR SERVICES IHROUGH CDSI-BASEO CHARGES.<br />
ONABLE<br />
MEDICARE HAS BUILT IN STANDARDS OF QUALITY WHICH WILL<br />
AND<br />
THE LEVEL OF HOSPITAL CARE AND IN EXTENDED CARE FAG<br />
RAISE<br />
ILITIES<br />
DOCTOR SEES THE BASIC PROBLEM OF MEDICARE AS HAV<br />
THIS<br />
AN ADEQUATE NUMBER OF CONSCIENTIOUS WELL TRAINED BOG-'<br />
ING<br />
SOME OF THE PROBLEMS WHICH MAY INCREASE PHYSICIAN<br />
TOMS<br />
ARE THIRD PARTY DEFINITIONS OF FEES DEDUCT<br />
ESTRANGEMENTS<br />
AND COINSURANCE AND CERTIFICATION OF CHARTS.<br />
IBLES<br />
MESCON DR MICHAEL H.<br />
C34<br />
TD DO ABOUT THE GRAPEVINE.<br />
WHAT<br />
INSURANCE NEWS- LIFE EDIIION VOL. 6T 2 MAYt 1966 6P.<br />
BESTS<br />
COMMUNICATION<br />
HAS FOUND THAT THE TREMENDOUS GAP BETWEEN<br />
MANAGEMENT<br />
NEEDS AND MANAGEMENTS INTERPRETATION OF THESE NEEDS<br />
WORKER<br />
SET OFF AN ENDLESS CYCLE OF CONFLICT IN BUSINESS ANO<br />
HAS<br />
TODAY STRENGTHENING THE INFORMAL ORGANIZATIONS<br />
INDUSTRY<br />
THE IMPORTANCE THE SIGNIFICANCE OF THE GRAPEVINE<br />
INCREASING<br />
ADDING MUCH NOURISHMENT TO THE LABOR MOVEMENT<br />
AND<br />
WAY OF ELIMINATING THE GRAPEVINE THROUGH THE USE OF<br />
ONE<br />
MANAGEMENT INVOLVES ASCERTAINING WHAT PEOPLE WANT<br />
BEITER<br />
WORK THE AUTHOR LISTS S TOP FACTORS IN MOTIVATING<br />
FROM<br />
JOB SECURITY RECOGNITION BY PEERS AND EQUALS<br />
EMPLOYEES-<br />
WORK FRINGE BENEFITS AND THE OPPORTUNITY FOR<br />
INTERESTING<br />
MANAGEMENT SHOULD DO WHAT THEY CAN TO WEAKEN<br />
ADVANCEMENT.<br />
STRENGTH OF THE GRAPEVINE BY DEVELOPING THREE BASIC<br />
THE<br />
ABILITIES. THE MANAGER SHOULD BE ABLE TO<br />
COMMUNICATION<br />
TO WHAT OTHER PEOPLE DO AND OO NOT SAY AND ALSO TO<br />
LISTEN<br />
OTHER PEOPLE WANT TO SAY, BUT DO NDT KNOW HOW TD SAY<br />
WHAT<br />
IT<br />
SKINNER DR FRANK D.<br />
035<br />
GRAPHICS- WHERE ARE WE.<br />
COMPUIER<br />
VDL 12 B. MAY 1966<br />
DATAMATIDN<br />
RETRIEVAL<br />
TOWARD A BIG FUTURE FOR DISPLAYS AND GRAPHIC<br />
LOOKING<br />
DIVICES, THE AUTHOR DISCUSSES APPLICATIONS TECHNIQUES<br />
IIlO<br />
EXPERIMENTAL PROGRAMS DESIGNED TO IMPROVE USER-COMPUTER<br />
AND<br />
INTERCOMMUNICATIONS.<br />
AUTHOR ILLUSTRATES THE FLEXIBILITY INHERENT IN<br />
THE<br />
BY EXAMINING POTENTIAL APPLICATIONS IN THE AREAS OF<br />
DISPLAYS<br />
SERVICE WHERE RAPID ACCESS TO LARGE FILES OF<br />
CUSTOMER<br />
DATA IS REUIRED MANAGEMENT INFORMATION SYS<br />
ALPHANUMERIC<br />
INFORMATION RETRIEVAL PROGRAMMING, ENGINEERING DE-'<br />
TEMS<br />
AND FOR MAIHEMATICAL ANALYSIS. GRAPHICAL DISPLAY UNIIS<br />
SIGN<br />
POTENTIAL ECONOMICS IN THREE MAJOR WAYS- TIME SAVING<br />
OFFER<br />
SAVINGS AND A MORE THOROUGH JOB. SOME TECHNIQUES FOR<br />
DOLLAR<br />
AND PROGRAMMING GRAPHICAL EQUIPMENT CAN BE SHARED IN A<br />
USING<br />
OF APPLICATICNSt FOR EXAMPLE OPERATING SYSTEMS SUP<br />
VARIETY<br />
DATA PLOTTING POINTt LINEr AND ARC GENERATION<br />
PORIt<br />
ALPHANUMERIC PAGE FORMATTING LIGHT PEN SELEC<br />
PROJECTION<br />
PROGRAM DEBUGGING AND 2-D GRAPHIC PROCEDURES<br />
TION<br />
VANCE STANLEY C.<br />
0346<br />
EDUCATION FOR THE EXECUTIVE ELITE<br />
HIGHER<br />
MANAGEMENT REVIEW VOL 8 . SUMMER 966 lOP.<br />
CALIFORNIA<br />
TRAINING<br />
EDUCATION IS A PREREQUISITE FOR BUSINESS<br />
HIGHER<br />
NEW DATA SHOW A PREVALENCE OF CERTAIN SCHOOL<br />
DIRECTORATES.<br />
AN INCREASE IN GRADUATE DEGREES AND A DIFFERENCE IN<br />
TIES<br />
PATTERNS AMONG EXECUTIVES IN VARIOUS SECTORS OF<br />
EDUCATIONAL<br />
ECONOMY<br />
DUR<br />
THE SLRVEYS HIGHLIGHT THE INCREASING IMPORT<br />
ALIHOUGH<br />
OF COLLEGE TRAINING FOR INDUSTRIAL LEAOERSHIP THERE<br />
ANCE<br />
SOME OTHER INTERESTING OVERTONES, MOST SERIOUS IS THE<br />
ARE<br />
THAT IHERE IS A VERY POSITIVE RELATIONSHIP BE<br />
CONCLUSION<br />
POSSESSION OF AN IVY LEAGUE DEGREE AND ACCESS TO THE<br />
TWEEN<br />
ROOMS OF OUR LARGEST BUSINESS ENTERPRISES* ALSO IN<br />
BOARD<br />
NEXT GENERATION, A NONCCLLEGE GRADUATE WILL HAVE ONE<br />
THE<br />
IN ABOUT 56000 TO BECOME A TOP CORPORATION DIRECTOR.<br />
CHANCE<br />
IREND WORIH NOTING IS THE NEED TO SUPPLEMENT UNDER<br />
ANOTHER<br />
DEGREES IN LIBERAL ARTS WITH GRADUATE WORK IN<br />
GRADUATE<br />
ADMINISIRAIION.<br />
BUSINESS<br />
ANONYMOUS<br />
034?<br />
ANNUAL REPORT ON EDP SALARIES<br />
BTH<br />
AUTOMATION VQL 13, 6 JE 1966 8P.<br />
BUSINESS<br />
DATA-PROCESSING<br />
ENLARGED SURVEY BASE -MORE THAN Zg300 USER COMPANIES<br />
AN<br />
OVER 920D0 DATA-PROCESSING PERSONNEL- FURNISHES<br />
EMPLOYING<br />
DATA FOR THIS YEARS BA REPORT ON EDP SALARIES. WHILE<br />
THE<br />
DIFFERENCES EXIST, JUST AS IN OTHER DCCUPATIONS<br />
REGIONAL<br />
GENERAL TREND IS TOWARD HIGHER PAY A TREND ENCOURANGED<br />
THE<br />
THE EXTREME COUNTRY-WIDE SHORTAGE OF QUALIFIED COP PER<br />
BY<br />
SONNEL.<br />
VIEWING THE VARIOUS CHARTS AND COMPARISONSt ONE MUST<br />
IN<br />
THAT THE RATES REPRESENT A RANGE FROM THE SMALLEST<br />
REMEMBER<br />
INSTALLATIONS WITH MONTHLY RENTALS AS LOW AS l000 DOL<br />
OF
TO INSTALLATIONS WITH OVER 300,000 DLLLARS MONTHLY<br />
LARS<br />
IN A -HIGH PAY- AREA. OF THE 3,806 COMPUTERS LISTED<br />
RENTALS<br />
THE RETURNS, ABOUT 70 PERCENT BEAR THE IBM LABEL. INTE<br />
ON<br />
ENOUGH, ONLY SIX OF THE 2,324 FIRMS REPORTING<br />
ESTINGLY<br />
THAT THEY HAD -KEAL-TIME- SYSTEMS IN OPERATION<br />
INDICATED<br />
WAS NO SINGIFICANT SALARY DIFFERENCES REPORTED BY<br />
THERE<br />
COMPANIES IN COMPARISON WITH THE TOTAL SAMPLE.<br />
THESE<br />
ANONYMOUS<br />
0348<br />
ACCOUNTING SYSTEM<br />
ELECTRONIC<br />
AUTOMATION VOL. 13, & JUNE, I966<br />
BUSINESS<br />
CORPORATION HAS INTRODUCED AN ELECTRONIC<br />
BURROUGHS<br />
SYSTEM, THE E400, WHICH IS DESIGNED TO FIT IN<br />
ACCOUNTING<br />
PRICE-PERFORMANCE GAP BETWEEN ACCOUNTING MACHINES AND<br />
THE<br />
COMPUTERS<br />
SMALL<br />
E400 INCLUDES TWO BASIC UNITS- AN OPERATORS CONTROL<br />
THE<br />
WITH AN ALPHANUMERIC KEYBOARD, CONTROL KEYS, CON<br />
CONSOLE<br />
LIGHTS AND PRINTER IT ALSO HAS A SOLID STATE<br />
MUNICATIONS<br />
PROCESSOR WITH A MAGNETIC CORE MEMORY OF 2,400--'<br />
ELECTRONIC<br />
CAPACITY ALL ARITHMETIC FUNCTIONS ARE PERFORMED BY<br />
DIGIT<br />
PROCESSOR. INTERNAL COMMANDS ALSO INCLUDE TRANSFER AND<br />
THE<br />
OF DATA, PLUS CONDITIONAL AND UNCONDITIONAL BRANCHES<br />
SHIFT<br />
VARIOUS SIAIOS CHECKS THE PROCESSOR IS CONTROLLED BY<br />
FROM<br />
PROGRAM INSTRUCTIONS PROGRAMS ARE READ<br />
INTERNALLY-STORED<br />
BY MEANS OF PUNCHED CARDS, MAGNETIC LEDGERS OR KEYBOARD.<br />
IN<br />
FORMS OF ALL STANDARD SIZES AND EIGHTS CAN BE<br />
BUSINESS<br />
BY IHE PRINTING CARRIAGE A BASIC E400 SELLS FOR<br />
ACCDMODATED<br />
22,000 DOLLARS OR CAN BE LEASED FOR 550 PER MONTH<br />
ABOUT<br />
GRDDE, MURRAY T.<br />
0]49<br />
THE GAP IN LONG-RA&GE PLANNING.<br />
BRIDGING<br />
EXECUTIVE VOL 34, 6. JUNE, I966 3P<br />
FINANCIAL<br />
FORECASI<br />
MANAGEMENT HAS DEIERMINED WHAT EACH OPERATING<br />
ONCE<br />
CAN CONTRIBUTE REALISTICALLY TO OVER-ALL CORPORATE<br />
DIVISION<br />
IT MUSI ASSUME THE RESPONSIBILITY OF BRIDGING<br />
OBJECTIVES<br />
GAP. IN RECENT YEARS THE PATTERN OF LONG-RANGE PLANNING<br />
THE<br />
ASSUMED A DEDUCTIVE APPROACH, AMONG OTHERS. THIS AP-'<br />
HAS<br />
FOCUSES ON OBJECTIVES FIRST AND BY SUBTRACTING FORE<br />
PROACH<br />
RESULTS FROM SUCH OBJECTIVES, IT EXPOSES A GAP TO BE<br />
CASTED<br />
BY MANAGERIAL ACTION. BY MEANS OF TWO EXHIBITS, THE<br />
BRIDGED<br />
DEMONSTRATES IHAT -BRIDGING THE GAP- IN LONG-RANGE<br />
AUTHOR<br />
IS CLOSELY ASSOCIATED WITH THE DEDUCTIVE APPROACH<br />
PLANNING<br />
ILLUSTRATES THE TYPE OF ADJUSTMENTS THAT<br />
EXHIBIT<br />
BE MADE AI IHE CORPORATE LEVEL TO IDENTIFY THE GAP<br />
MIGHT<br />
THE SUM TOIAL OF DIVISIONAL PLANS AND CORPORATE<br />
BETWEEN<br />
EXHIBII IT SHOWS A CORPORATE LONG-RANGE PLAN<br />
OBJECTIVES.<br />
SERVES AS THE BASIS FOR COMPARING ACTUAL RESULTS<br />
WHICH<br />
PLAN IN ORDER TO DETERMINE THE AREAS IN NEED OF<br />
AGAIN$1<br />
OR STIMULATION<br />
ADJUSIMENT<br />
ANONYMOUS<br />
0350<br />
SAVE COMPUTER TIME<br />
DUPLICATORS<br />
AUTOMAIION VOL. 13, 7 JULY, 1966 3P<br />
BUSINESS<br />
DOCUMENIS<br />
ELECTRIC COMPANY HAS FOUND A REPROOUCTION<br />
WESTERN<br />
IHAT SAVES BOTH TIME AND MONEY THE COMPANY DEVELOPED<br />
METHOD<br />
ORDER PROCESSING SYSTEM THAT MAKES USE OF A DUPLICATOR<br />
AN<br />
AS THE ORIGINAL- OR FIRST COPY- FOR COMPUTER PRINT<br />
MASIER<br />
IHIS SYSTEM PROVIDES PAPER-WORK TO CONTROL 16 FUNCTIONS<br />
OUT<br />
WIIH PART SELECTION, ASSEMBLE, INSPECTION PACK-'<br />
CONNECIED<br />
AND EQUIPMENT SHIPPING.<br />
ING<br />
AN ORDER HAS BEEN ANALYZED AND KEY PUNCHED IT IS<br />
AFTER<br />
INTO A COMPUTER WHERE THE COMPUTER CORRELATES DATA FROM<br />
FED<br />
TAPE STORAGE FILES WITH THAT FED IN VIA THE PUNCHED<br />
MAGNETIC<br />
ALL IDENTIFYING NUMBERS, WORDS, AND SCHECULED COM-'<br />
CARDS<br />
DATES ARE AMONG THE PRINT-OUT WHICH ARE PRINTED ON<br />
PLETION<br />
DUPLICATING MASTER WHICH IS ACTUALLY THE TOP SHEET OF A<br />
A<br />
FORM THIS DUPLICATING MASTER, THEN IS USED TO<br />
FOUR-PART<br />
CONTROL DOCUMENTS<br />
REPRODUCE<br />
BARKDULL, CHARLES W<br />
0351<br />
OPERATIONS AUDIT- A MANAGEMENT TGOLo<br />
PERIODIC<br />
BUSINESS REVIEW VOL IB 4. JULY, 1966<br />
MICHIGAN<br />
OPERATIONS AUDIT IS NOT NEW BUT ITS EMPHASIS<br />
PERIODIC<br />
SHOULD BE DIFFERENT FROM THE PAST. OPERATIONS AUDIT<br />
TODAY<br />
SIMPLY A SYSIEMAIIC AND PERIOOIC REVIEW OF THE VARIOUS<br />
IS<br />
OF A BUSINESS BY SOMEONE OUTSIDE THE IMMEDIATE DE<br />
PHASES<br />
BEING REVIEWED TO OETERMINE THEIR INDIVIDUAL ANO<br />
PARTMENIS<br />
EFFECTIVENESS AND RECOMMENDING COURSES OF ACTION.<br />
COLLECTIVE<br />
ARE MANY REASONS WHY A REVIEW OF DEPARTMENTAL<br />
THERE<br />
IS NEEDED AS A COMPANY GROWS, IT NEEDS DIFFERENT<br />
OPERATIONS<br />
AND MANAGEMENT CONTROL CONCEPTS NEW PRODUCTS<br />
ORGANIZATIONAL<br />
SERVICES MAY REQUIRE A SHIFT IN MANAGEMENT EMPHASIS AND<br />
AND<br />
TECHNIQUES OF MANUFACTURING SELLING, AND DISTRIBUTION<br />
NEW<br />
GOVERNMENT CONIRACTS SETS UP AN ENTIRELY NEW SET<br />
OBTAINING<br />
CIRCUMSTANCES TO MOST INOUSTRIAL CONCERNS SHIFTS IN THE<br />
OF<br />
MAKE-UP MAY CREATE IHE NEED FOR DIFFERENT PRO<br />
POPULATION<br />
AND DIFFERENT MARKETING TECHNIQUES TECHNCLOGICAL<br />
DUCTS<br />
IN MANUFACIURING AND THE OFFICE REQUIRE DIFFERENT<br />
ADVANCES<br />
SYSTEMS, AND CONTROLS<br />
DRGANIZATION<br />
FEILD WAYNE<br />
0352<br />
FOR BUILDING A NURSING HOME<br />
CHECKPOINTS<br />
APPRAISAL JOURNAL VOL. 34, 3 JULY, 1966 7P.<br />
THE<br />
MECICARE<br />
THE PASSAGE OF MEDICARE,- WARNS NR BAINUM -THE<br />
-WITH<br />
HOMES PLACE IN THE COMMUNITY IS RAPIDLY CHANGING<br />
NURSING<br />
IS ESTIMATED THAT ONLY 6000 OF THE EXISTING 23,000 HOMES<br />
IT<br />
BE APPROVED TO PROVIDE SERVICES UNDER MEDICARE WHEN<br />
WILL<br />
PON TO APPRAISE A NURSING HOME, TE APPRAISER MOST<br />
CALLED<br />
MANY JUDGEMENTS IN ADDITION TO JUDGING THE BRICK AND<br />
MAKE<br />
HE WLtL ALSO CONSIDER OTHER MAITERS, INCLUDING MAN-'<br />
MORTAR,<br />
AND GOOD WILL<br />
AGEMENT<br />
PRIMARY CAUSE OF OBSOLESCENCE IN NURSING HOMES IS A<br />
THE<br />
IN ATTITUDE TOWARD THE CARE OF THE AGED AND CHRONIC<br />
CHANGE<br />
ILL FROM ONE WHICH WAS PASSIVE OR CUSTODIAL IN NATURE<br />
ALLY<br />
ONE WHICH IS TRULY ACTIVE AND REHABILITATIVE IN QUALITY<br />
TO<br />
OUTLINE FACTORS OF DESIGN AND CONSTRUCTION WHICH ARE<br />
THEY<br />
120<br />
RELATED TO OBJECTIVES DEFINED IN LIGHT OF PATIENT<br />
DIRECTLY<br />
COMMUNITY, AND NURSING HOME NEEDS. MR FIELD LISTS<br />
FAMILY,<br />
CHECK POINTS WHICH SHOULD EASE THE TASK OF DEVELOPING OR<br />
60<br />
THE MODERN NURSING HOME<br />
APPRIASING<br />
EDITORS<br />
0353<br />
CORPORATIONS REGARD PEOPLE WITH EMOTIONAL PROBLEMS<br />
HOW<br />
MANAGEMENT VOL 30, 4 JULY, 1966<br />
BUSINESS<br />
IMPACT, EMPLOYER ATTITUDES<br />
DISABILITY,<br />
YOU HIRE A JOB APPLICANT WHO WAS UNDERGOING<br />
WOULD<br />
CARE THIS SURVEY REPORTS HOW 155 EXECUTIVES<br />
PSYCHIATRIC<br />
HANDLE THIS AND RELATED PROBLEMS<br />
WOULD<br />
MAJORITY OF THE EXECLTIVES WOULD HIRE A QUALIFIED JOB<br />
A<br />
EVEN THOUGH HE WERE SEEING A PSYCHOLOGIST OR<br />
APPLICANT<br />
IN FACT, A MAJORITY WOULD HIRE SUCH AN APPL[<br />
PSYCHIATRIST<br />
EVEN THOUGH HE HAD PREVIOUSLY SUFFEREC FROM A MENTAL<br />
CANT<br />
SEVERE ENOUGH TO CAUSE HIM TO BE HOSPITALIZED. NOT A<br />
ILLNESS<br />
ONE OF THE EXECUTIVES WOULD FIRE A COMPETENT EMPLOYEE<br />
SINGLE<br />
THEY FOUND OUT HE WERE SEEING A PSYCHIATRIST OR PSYCHOL-'<br />
IF<br />
NEVERTHELESS AT LEAST 65 PERCENT OF THE EXECUTIVES<br />
OGIST<br />
NOT HESITATE TO ASK THE EMPLOYEE WHY HE FELT THE NEED<br />
WOULD<br />
SUCH CARE FINALLY, AN OVERWHELMING MAJORITY OF THE EX-'<br />
FOR<br />
BELIEVE PSYCHOLOGISTS AND PSYCHIATRISTS ARE USEFUL<br />
ECUTIVES<br />
SOCIETY YET, ONLY A MINORITY OF THE SURVEYEC FIRMS EM-'<br />
TO<br />
THEM ON EITHER A PART-IIME OR FULL-TIME BASIS THE MOSI<br />
PLOY<br />
REASON FOR THIS IS TAT THEY DO NOT FEEL THE NEED<br />
COMMON<br />
ANGNYMOLS<br />
0354<br />
BOOKS EVERY EXECLTIVE SHCULD HAVE READ<br />
27<br />
MANAGEMENT VOL 2g 7 APRILe I966. 3P<br />
BUSINESS<br />
EXECUTIVE FACES AN ALMCST HOPELESS TASK IN TRYING TC<br />
AN<br />
UP WITH THE FLOOD OF PUBLISHED BOOKS ON THE SUBJECT OF<br />
KEEP<br />
PICKING AND CHOOSING AMONG THEM IS A FORMIDABLE<br />
BUSINESS<br />
SO -BUSINESS MANAGEMENT- HAS TURNED TO AN EXPERIENCED<br />
TASK,<br />
AND PUBLISHER TO HELP ITS READERS. HE IS THEODORE<br />
EXECUTIVE<br />
DOLMATCH PRESIDENT OF THE PITMAN PUBLISHING CORPORATION<br />
B<br />
ITS TWO SUBSIDIARIES.<br />
AND<br />
PICKING A LIST OF BEOKS EVERY EXECUTIVE SHOULD HAVE<br />
IN<br />
MR DOLMATCH USED SEVERAL CRITERIA. HIS FIRST CRI-'<br />
REAO,<br />
WAS TO SELECT BOOKS IHAI HAVE HELPEC HIM TO HANCLE<br />
TERION<br />
JOB BETTER HE AUTOMATICALLY ELIMINATED BOOKS THAT<br />
HIS<br />
TO MAKE THEIR READERS BETTER EXECUTIVES THIRDLY,<br />
PROMISED<br />
DID NOT COHFINE HIS SELECTION EXCLUSIVELY TO SO-CALLED<br />
HE<br />
BOOKS IHE BOOKS ARE IN FOUR CATEGORIES- THE MAN-'<br />
BUSINESS<br />
AND THE WORLD AT LARGE, THE MANAGER AS A PROFESSIONAL,,<br />
AGER<br />
MANAGER AND HIS HUMAN RESOURCES, AND THE MANAGERS TOOLS<br />
THE<br />
TECHNIQUES<br />
ANC<br />
KNIGHT, GORDON<br />
0155<br />
FOR THE SOMETIME INTERVIEWER<br />
SKILLS<br />
JOURNAL, VOL 45, NO 5, MAY, 1966, PAGES<br />
PERSONNEL<br />
RECRUITING<br />
SELECTION,<br />
NEW OEVICE THE PERSONNEL SCREENING GUIDE, WAS<br />
A<br />
RECENTLY AT THE CHRYSLER INSTITUTE TO ACCELERATE<br />
DEVELOPED<br />
DEVELOPMENT OF EMPLOYMENT INTERVIEWING SKILLS IT IS<br />
THE<br />
FOR USE BY THOSE WHO HAVE TO INTERVIEW INFREQUENT-'<br />
DESIGNED<br />
THESE PEOPLE NEED SOMETHING EASY TC USE, REQUIRING<br />
LY<br />
INSTRUCTION TO HELP THEM AVOID THE COMMON INTERVIEW-'<br />
LITTLE<br />
PITFALLS ANC UPGRADE THEIR SELECTION OF NEW HIRES<br />
ING<br />
GUIDE IS A DISTILLATION OF THE ACCUMULATED KNOW-HOW<br />
THE<br />
SKILLED INTERVIEWERS TO ACCOMPLISH THESE OBJECTIVES<br />
OF<br />
PACKAGE- CONTAINS RATING FORMS, MEDICAL<br />
A-RECRUITING<br />
FORMS, REFERENCE CHECK SHEETS, AND ALL OTHER<br />
EXAMINATION<br />
TYPICALLY USED IN A PROFESSIONAL EMPLOYMENT FUNCTION<br />
FORMS<br />
HAS INSTRUCTIONS FOR USE. THE PERSONNEL SCREENING<br />
EACH<br />
IS ONE OF THE PRINCIPAL ITEMS IN THE -PACKAGE- IHE<br />
GUIDE<br />
PORTION OF THE GUIDE IS RELATED TO THE REVIEW OF THE<br />
MAIN<br />
PLUS INIERVIEWING TIPS, APPLICANT RATING, ANC<br />
APPLICATION,<br />
BEFORE AN OFFER IS MADE<br />
CONSIDERATIONS<br />
PESKIN, DEAN B<br />
0]56<br />
PLAYING AND ROLE CCNFLICT--A CASE STUDY<br />
ROLE<br />
JOURNAL, VOL 45, flO 5, AY, I966, LO PAGES<br />
PERSONNEL<br />
SUPERVISORS<br />
TRAINING<br />
GOAL OF THE MANAGEMENT DEVELOPMENT PROGRAM AT<br />
THE<br />
KANSAS CITY, MISSOURI, BLUE CROSS--BLUE SHIELD,<br />
THE<br />
TO PROVIDE SUPERVISORS WITH TRAINING EXPERIENCES<br />
WAS<br />
TO SIIMULATE INSPIRE, AROUSE AND CHALLENGE<br />
INTENDED<br />
THINKING BY OPERATING A HYPOTHETICAL COMPANY<br />
THEIR<br />
TECHNIQUES OF ROLE PLAYING GROUP DYNAMICS AND<br />
INVOLVING<br />
INSIRbCTION IIS SUCCESS WAS MEASURED BY THE<br />
PROGRAMMED<br />
TO WHICH SLPERVISORS SHOWED IMPROVEMENT ON THEIR<br />
EXTENT<br />
JOBS<br />
REGULAR<br />
ROGERS, ALFRED<br />
0357<br />
MODERN LOOK IN MOTIVATION<br />
THE<br />
JOURNAL VOL 45 NO 5, MAY, 1966, 4 PAGES<br />
PERSONNEL<br />
PROMOTING, MOTIVATION<br />
SUPERVISOR,<br />
ENGINEERS AND OTHER TECHNICAL PERSONNEL<br />
-SCIENTISTS<br />
SEEM TO POSSESS BUILT-IN MOTIVATIONS BUT, IT IS NOT<br />
MAY<br />
ENOUGH IN THE MODERN WORK SITUATION WHEN<br />
NECESSARILY<br />
MEN WITH IHE COLD-FACT MINDS ENTER THE WORLD OF IN-'<br />
THESE<br />
THEY HAVE PROBLEMS THEIR SUPERVISOR MUST LEARN<br />
TANGIBLES,<br />
APPLY THE PROPER MOTIVE FORCE TO CAUSE HIS PEOPLE TO<br />
TO<br />
MAXIMUM PRODUCTIVITY AND AT THE SAME TIME MAINTAIN<br />
ACHIEVE<br />
THE APPROACHES TO MOTIVATION, USED BY THE<br />
DISCIPLINE<br />
KNOWLEDGEABLE SOPERVISDR CAN BE CENTRASTED TO<br />
MODERN<br />
OF THE -FORCED-LABOR- TYPE<br />
THOSE<br />
-FORCED-LABOR- TYPE FINDS FAULT, IS A TALKER,<br />
THE<br />
HIS EMPLOYEES GUESSING, IGNORES EMPLOYEES PERSONAL<br />
KEEPS<br />
DEMANDS PROMPT OBEDIENCE, STIFLES INITIATIVE<br />
PROBLEMS,<br />
INSPIRATIONAL LEADER ENCOURAGES HIS EMPLOYEES, IS<br />
THE<br />
TO LISTEN KEEPS HIS EMPLOYEES INFORMED, IS<br />
WILLING<br />
IN PROMOTING LONG-RANGE LOYALTY OF EMPLOYEES,<br />
INTERESTED<br />
HE ENCOURAGES THEM TO DEVELOP THEIR ABILITIES<br />
AND<br />
STEINMANN, ANNE<br />
C358<br />
PERSONNEL AND THE COLLEGE WOMAN.<br />
GUIDANCE<br />
PERSONNEL JOURNAL, VDL 45, NO 5, MAY, 1966, 6 PAGES<br />
-THE GUIDANCE COUNSELOR HAS A JOB TO DO IN SHOWING
WOMEN THAT THEY DO NOT HAVE TO CHOOSE BETWEEN HOME<br />
YOUNG<br />
CAREER--IN FACT, THEY MUST HAVE BOTH TO ACHIEVE FUL-'<br />
AND<br />
OF THEIR OWN LIVES AND PROVIDE HEALTHY ENRICHMENT<br />
FILLMENT<br />
THE GROWTH OF THEIR FAMILIES. THE MEN IN THEIR LIVES<br />
IN<br />
NEED COUNSELING TOO<br />
WILL<br />
DOES NOT SEEM TO BE A CLEARCUT CONCEPT OF THE<br />
THERE<br />
OF WOMEN IN TODAYS SOCIETY, AND THE OATA FROM THE<br />
ROLE<br />
STUDY SUGGEST THERE IS REASON TO BELIEVE THAT<br />
RESEARCHERS<br />
CONCEPT OF ThE FEMININE ROLE AND HER CONCEPT OF<br />
WOMENS<br />
IOEAL WOMAN ARE NOT IN HARMONY<br />
MAWS<br />
STUDY OISCLSSEO IN THE ARTICLE WAS UNDERTAKEN TO<br />
THE<br />
WHETHER THERE IS A RELATIONSHIP AMONG THE CON-'<br />
DETERMINE<br />
OF THE FEMININE RULE OF 51 MIDDLE-CLASS GIRLS ATTEND-'<br />
CEPTS<br />
A SLBURBAN COLLEGE, ANO THEIR MOTHERS AND FATFERS<br />
ING<br />
OF THE ROLE<br />
CONCEPTS<br />
JONESI RAYMOND C<br />
CJSg<br />
AND PLACEMENT.'<br />
SELECTION<br />
JOURNAL, VOLo 45 NO 5, MAY, 1966, PAGES<br />
PERSONNEL<br />
RECRUITMENT<br />
IS LSUALLY REGARDED AS A NEGATIVE PROCESS,<br />
SELECTION<br />
A REJECTION OF APPLICANTS FOR A POSITION PLACEMENT IS<br />
OR<br />
POSITIVE PROCESS AND CONSISTS OF FILLING AVAILABLE<br />
A<br />
WITH QUALIFIED APPLICANTS IN ORDER TO IDENTIFY<br />
POSITIONS<br />
AND PLACEMENT PRACTICES AND DETERMINE EVIDENCE<br />
SELECTION<br />
THEIR EFFECTIVENESS, SELECTION AND PLACEMENT PROCEDURES<br />
OF<br />
INVESTIGATED IN A LARGE INDUSTRIAL CORPORATION, A<br />
WERE<br />
SERVICE ORGANIZATION, A SMALL PLASTICS<br />
NOI-FOR-PROFIT<br />
A GOVT DEFENSE PLANT AND A STATE EMPLOYMENT<br />
COMPANY<br />
AGENCY<br />
OF MANPOWER RECUIREPENTS, RECRGITMENT,<br />
FORECASTING<br />
INTERVIEW, TESTING AND EMPLOYEE TURNOVER ARE<br />
EMPLOYMENT<br />
STUDIED<br />
ANONYMOUS<br />
0360<br />
SHORTCUTS TO STRONGER MANAGEMENT<br />
SIX<br />
MANAGEMENT VOL 30, JUNE, 1966. 7P<br />
BUSINESS<br />
CONFIDENCE EFFICIENCY<br />
TRAINING<br />
THE LAST DECADE STEELCRAFT MANUFACTURING COMPANY OF<br />
IN<br />
OHIO, HAS TAKEN PAINS TD REMAIN FLEXIBLE AND<br />
CINCINNATI,<br />
IT HAS SOUGHT SHORTCUTS TO BETTER MANAGEMENT<br />
MANEUVERABLE-<br />
THIS ARTICLE ARE OUTLINED SIX TECHINQUES THAT HAVE HELPED<br />
IN<br />
FIRM PROSPER<br />
THIS<br />
FIRST SHORTCUT IS THE USE OF STAND-UP MEETINGS<br />
ThE<br />
DISCOURAGE LENGTHY CONVERSATIONS WITH A LOT OF REPET-<br />
WHICH<br />
AND CUT DOWN ON EXECUTIVE FRUSTRATION ANOTHER SHORT<br />
ITION<br />
IS TO HURL THE EMPLOYEES INTO SINK-OR-SWIM PROJECTS<br />
CUT<br />
NO SHORTCUT TO STRONGER MANAGEMENT IS MORE VALUABLE<br />
ALSO,<br />
INSTILLING IN YOUR PEOPLE THE COURAGE ANC CONFICENCE<br />
THAN<br />
TACKLE PROBLEMS ON THEIR OWN A FOURTH SHORTCUT IS TO GET<br />
TO<br />
OF AUTOMATED SYSTEMS IF THEY PROVE TOO EXPENSIVE<br />
RIO<br />
ALSO USES THE TECHNIQUE OF RESPUNDING TO SALES<br />
STEELCRAFT<br />
WITHIN 24 HOURS BY TELEPHONE FINALLYt SHORTCUT<br />
INCUIRIES<br />
6 STRESSES THE IMPORTANCE OF ASKING THE SUPPLIERS FOR<br />
NUMBER<br />
CONSULTATION AND TRAINING<br />
FREE<br />
KAIMANN, RICHARD A<br />
C361<br />
BY EXCEPTION HEIRARCHICALLY<br />
MANAGEMENT<br />
PROCESSING VCL 8, JULY, L966 5P<br />
DATA<br />
INFCRMATICN<br />
ORGANIZATIONAL,<br />
DY EXCEPTION- THE CONCEPT OF NOT PRINTING<br />
MANAGEMENT<br />
DESCRIBING NORMAL BUSINESS TRANSACTIONS, WITH CNLY<br />
REPORTS<br />
PERFORMANCE REPORTED TO MANAGEMENT- IS ONE OF THE<br />
ABNORMAL<br />
WIDELY DISCUSSED MODERN MANAGEMENT SYSTEMS BASED ON THE<br />
MOST<br />
THIS ARTICLE DESCRIBES A VARIATION ON THAT SYSTEM,<br />
COMPUTER<br />
INFORMATION DIRECTED AT A SPECIFIC LEVEL OF MANAGEMENT<br />
WITh<br />
THE DESIGN OF ANY SUBSYSTEM TO TOTAL SYSTEM, SOME<br />
IN<br />
MUST BE GIVEN TO THE POSITION OF THE ORGANI-'<br />
CONSIDERATION<br />
HIERARCHY AS A GENERAL GUIDING PRINCIPLE THE AC-'<br />
ZATIONAL<br />
ON REPORTS SHOULD BE TAKEN AT THE LOWEST ECHELON AT<br />
TION<br />
RESPONSIBILIIY AND EFFECTIVE ACTION MAY BE TAKEN. IN-'<br />
WHICH<br />
OR REPORTS ON AN EXCEPTION BASIS SHOULD BE SUB-'<br />
FORMATION<br />
TO THE APPROPRIATE MANAGERIAL POSITIONS. THE ABILITY<br />
MITTED<br />
MONITOR INFORMATION FLOW AT EACH ORGAINZATIONAL LEVEL<br />
TO<br />
REPORTING ON AN EXCEPTION BASIS SUGGEST AN AMENDMENT<br />
WITH<br />
MANAGEMENT BY EXCEPTION -HIERARCHICALLY.- BY THIS CONCEPT<br />
TO<br />
EFFECT OF TLRNOVER AND CF ABSENTEEISM MAY BE REDUCED<br />
THE<br />
GANNON, EDWARD J<br />
C362<br />
LEOK AT THE SIUDENI LOAN PROGRAM<br />
A<br />
BANKING VOL. 5gt JULY, i66 2P<br />
IS THE FIRST OF A FIVE-PART REPORT ON STUDENT LOAN<br />
THIS<br />
THAT INCLUDES A SUMMARY CF DEVELOPMENTS, A DISCUSSION<br />
PLANS<br />
A PRIVATE AGENCYS PLANt DESCRIPTIONS OF STATE PLANS IN<br />
OF<br />
YORK AND OHIO, AND HOW EWE BANKS PLAN WORKS<br />
NEW<br />
MEET THE RISING COSTS TO ATTEND PUBLIC AND PRIVATE<br />
TO<br />
STATE AND PRIVATE NONPROFIT GUARANTEE AGENCIES<br />
COLLEGES,<br />
INSURED STUDENT LOANS TOTALING OVER I50,000,000 DUL<br />
HAVE<br />
AND THE TOTAL DEMAND FCR DIRECT LOANS IS EXPECTED TO<br />
LARS<br />
WELL OVER 400,000,000 DOLLARS THE SHARp INCREASE IN DE-'<br />
BE<br />
WILL RESULT FROM THE HIGHER EDUCATION ACT OF I965 THIS<br />
MANO<br />
AS REVISED, DIRECTED THE COMMISSIONER EF EDUCATION TO<br />
ACT<br />
THE GROWTH OF STATE AND PRIVATE STUDENT LOAN<br />
ENCOURAGE<br />
PLANS THE FEDERAL GOVERNMENT WILL PAY INTEREST<br />
GUARANTEE<br />
BEHALF OF ELIGIBLE STUDENTS AND WILL ADVANCE FUNDS TO<br />
ON<br />
THE RESERVES OF THE PRIVATE AND STATE AGENCIES TC<br />
BOLSTER<br />
FOR INTEREST SUBSIDY, THE LATTER AGENCIES MAY NOT<br />
QUALIFY<br />
INTEREST IN EXCESS OF 6 PERCENT PER ANNUM<br />
CHARGE<br />
FREDERICK, JR.<br />
LYNCH,<br />
HUNT--A MUST FOR MANAGEMENT CONTINUITY<br />
MAN<br />
JOURNAL, VOL 45m NO 6t JUNE, ig66, 4 PAGES<br />
PERSONNEL<br />
RECRUITING<br />
WITH A TWO MILLION SHORTAGE OF COLLEGE GRAOU-'<br />
FACED<br />
FOR MANAGEMENT POSITIONS DURING THE NEXT TEN YEARS,<br />
ATES<br />
IS OBVIOUS IHAT COLLEGE RECRUITING, BOTH ON CAMPUS AND<br />
IT<br />
WILL ASSUME A FASTER AND MORE FURIOUS PACE. PRO-'<br />
OFF,<br />
NEEDS WELL IN ADVANCE IS THE PLAN ADOPIED BY THE<br />
JECTING<br />
NATIONAL BANK OF CLEVELAND, OHIO<br />
CENTRAL<br />
STUDYING FLTURE MANAGEMENT NEEDS, THE BNKS PLANNED<br />
BY<br />
121<br />
AND PROBABLE ATTRITION, THE NUMBER AND LEVEL OF<br />
GROWTH<br />
POSITIONS TO BE FILLED WAS DETERMINED AND<br />
MANAGEMENT<br />
OVER A PERIOD OF i0 YEARS THIS MANPOWER PLANNING<br />
FORECAST<br />
BECOME THE INSTRUMENT FOR CREATING A WELL-BALANCEC<br />
HAS<br />
MANAGEMENT STAFF CENTRAL BANKS COLLEGE RECRUITING<br />
IN-DEPTH<br />
IS DISCUSSEO FACEO WITH A CRITICAL SHORTAGE OF<br />
PROGRAM<br />
SUCCESSORS UNDER AGE 40 THE BANK WAS DETERMINED<br />
MANAGEMENT<br />
MAKE POSITIVE CORRECTIONS TOWARD THE DESIRED AGE DIS-'<br />
TO<br />
IN ORDER TO ASSURE A SMOOTH CONTINUITY OF MOT<br />
TRIBUTICN<br />
TO MINIMIZE THE IMPACTS OF NORMAL RETIREMENTS GRAPHS<br />
ANO<br />
DUKE, E.<br />
C364<br />
MANAGEMENT AND ITS EFFECT CN PERFORMANCE<br />
INDUSTRIAL<br />
JOURNAL, VOL 45, NO B, JUNE, 1966, 7 PAGES<br />
PERSONNEL<br />
TECHNICIANS PERSCNNEL<br />
EVALUATION<br />
THIS ARIICLE, IT IS THE WRITERS INTENT TO OB<br />
-IN<br />
IHE NEW GENERATION OF PROFESSIONALS BY INDICATING<br />
SERVE<br />
WANTS AND DESIRES, BY SHOWING THE INDUSTRIAL GOALS<br />
THEIR<br />
MOST AFFECT THEM PERSONALLY AND BY DISCUSSING WHAT<br />
THAT<br />
MIGHT TAKE TO INCREASE SUCH PEOPLES PERFORMANCE<br />
IT<br />
AN OBJECTIVE EVALUATION OF QUANTITATIVE PER-'<br />
THROUGH<br />
CRITERIA, THE PROFESSIONAL CAN BETTER HIS LOT ANO<br />
FORMANCE<br />
THE FIRMS PRODUCTIVITY THIS IS POSSIBLE BE-'<br />
INCREASE<br />
MANAGEMENT CAN UNDERSTAND BETTER PERFORMANCE THROUGH<br />
CAUSE<br />
OF ALTHORITITIVE TECHNIQUE KNOWING THE<br />
ADJUSTMENT<br />
OF SUCH PROPOSED STUDIES, MANAGEMENT SHOULD BE<br />
RESULTS<br />
TO ENTER THE TWENTIETH CENTRUE AND THE PRO<br />
EXPECTED<br />
MIGHT RECAPTURE TFE EMINENCE FOR WHICh HE<br />
FESSIONAL<br />
TABLES<br />
HUNGERS<br />
CASSIOY, CHARLES E<br />
0365<br />
DATA PROCESSING AND THE PERSONNEL FUNCTION<br />
ELECTRONIC<br />
PERSONNEL JOURNAL VCL 45, NO 6, 1966 PAGES<br />
GET A SPECIFIC IDEA OF WHAT DATA PROCESSING IS<br />
TO<br />
FOR PERSONNEL DEPARTMENTS TODAY AND WHAT IT MIGHT<br />
DOING<br />
TOMORROW, A QUESIIONNAIRE WAS SENT TC PERSONNEL DIRECTORS<br />
DO<br />
ONE HUNDRED RANDOMLY SELECTED COMPANIES FROM THE RECENT<br />
OF<br />
500 LISTING SEVENTY PLUS RESPONSES WERE RECEIVED<br />
FORTUNE<br />
PER CENT CF THE RESPONDENTS NOTED THAT THEY<br />
89<br />
USE DATA PROCESSING IN PERSONNEL 77 PERCENT<br />
PRESENTLY<br />
EDPS WORIH AS -VERY USEFUL- ACCORDING TO THE<br />
GAUGED<br />
EDP IS NOW MOST USED FOR THE FOLLOWING FUND-'<br />
RESPONDENTS<br />
AND SALARY, RECORDS, AND FRINGE BENEFITS°<br />
TIONS--WAGE<br />
FUTLRE USE, EMPHASIS WILL BE ON SKILLS INVENTORY<br />
FOR<br />
PLANNING, PROMOTION, AND MANAGEMENT DEVELOPMENT<br />
MANPOWER<br />
PER CENT EXPECT THE USE OF DATA PROCESSING IN PERSONNEL<br />
92<br />
TO INCREASE IN IHE FUTURE 92 PER CENT EXPECT THE<br />
ORK<br />
MAN OF THE FUTURE TO NEED A GENERAL KNOWLEDGE OF<br />
PERSONNEL<br />
PROCESSING THE USE OF EDP MOST BE DOLLAR JUSTIFIED<br />
DATA<br />
WINEGAR, J W<br />
0366<br />
DEVELOPMENT THROUGH VERT<br />
PERSONNEL<br />
JOURNAL, VOL 45, NO 6, JUNE, I966 PAGES<br />
PERSONNEL<br />
TRAINING<br />
PROGRAMS FOR EXECUTIVE DEVOLOPMENT ARE TO0<br />
TRAINING<br />
BASED ON -IRAINING FOR TRAININGS SAKE- A TRAINING<br />
OFTEN<br />
NOW IN THE TRIAL STAGE WILL, IT IS BELIEVED RESULT<br />
SYSTEM<br />
THE DISCOVERY OF HIDDEN TALENTS, THE ACCELERATION OF<br />
IN<br />
DEVELOPMENT, AND THE PREPARATION OF TALENTED<br />
PERSONNEL<br />
FOR PROMOTION THE SUCCESS DF VERT -VITAL EX-'<br />
PEOPLE<br />
ROUTE TECHNIQUE- MAY PROVE IT TO BE A MEANING-'<br />
PERIENCES<br />
TOOL FOR THE BENEFIT OF MANAGEMENT AND EMPLOYEE ALIKE<br />
FUL<br />
PURPOSE OF VERT IS TO PREPARE PEOPLE TO 00 A BETTER<br />
THE<br />
ON PRESENT ASSIGNMENTS AND TO PROVIDE FOR A SUPPLY OF<br />
JOB<br />
PROMOTIONAL TALENT WITHIN THE ORGAINZATION<br />
QUALIFIED<br />
FOSTER A COMMON UNDERSTANDING OF THE CONCEPT EACH<br />
TO<br />
THE COMPONENTS IS EXAMINED IN DETAIL IN THE ARTICLE<br />
OF<br />
OBJECTIVES ARE SPECIFICALLY DISCUSSED THE ELEMENTS<br />
THE<br />
VERT ARE STUDIED THE VALUE OF THE TECHNIQUE MUST LIE<br />
OF<br />
ITS RESULTS--HENCE A OEFINITIVE SET OF EVALUATIVE<br />
IN<br />
HAS BEEN DETERMINED AND IS DISCUSSED. EXHIBITS<br />
STANDARDS<br />
JANES, HAROLD O<br />
0367<br />
OF MOTIVATION IN UNSKILLED WORK GROUPS<br />
MAINSPRINGS<br />
JOURNAL, VCL 45, NO 6, JUNE, 1966, 9 PAGES<br />
PERSONNEL<br />
UNSKILLED WORKER FOR THE MOST PARTy APEARS TO<br />
THE<br />
AOJUSTED TO HIS ROUTINE, WEARISOME, SURFACE ATTENTION<br />
HAVE<br />
IT IS CONCLUDED FROM ThE WORKERS COMMENTS, AS WELL<br />
JOB<br />
SUPERVISORS COMMENTS, THAT THIS WORK GROUP DERIVES LITTLE<br />
AS<br />
ANY REAL SATISFACTION FRUM THEIR JOBS PER SE<br />
IF<br />
OF SUGGESTED MOTIVATORS FOR UNSKILLED WORK<br />
SUMMARY<br />
IS AS FOLLOWS--TREAT A MAN AS IF HE WERE WHAT hE<br />
GROUPS<br />
ANO SHOULD BE, EXPLAIN THE JOB, EXPLAIN WhY TFE JOB<br />
COULD<br />
BE ACCOMPLISHED ON TIME, GIVE SOME TYPE OF RECOGNITION<br />
MUST<br />
SUPERIOR WORK AND GIVE CREDIT WHEN YOU HAVE ACCOMPLISHED<br />
FOR<br />
WITH THE AID OF OTHERS, ALLOW REASOAABLE STATUS<br />
SOMETHING<br />
PROVIDE CR MARE CERTAIN THE EMPLOYEE HAS<br />
SYMBOLS,<br />
OPPORTUNITY TO PARTICIPATE IN TRAINING AND/OR RETRAININC<br />
THE<br />
THE IMPORTANCE OF THE JOB AND TRAIN<br />
PROGRAMS,EMPHASIZE<br />
TO RECOGNIZE, UDERSTAND, AND DEAL WITH<br />
SUPERVISORS<br />
OF THEIR EMPLOYEES<br />
ATTITUDES<br />
POONOS, IRA<br />
C368<br />
FORGOTTEN FUNDAMENTALS<br />
RECRUITING--THE<br />
JOURNAL, VOL 45, NO 7 JULY-AUGUST, 1966, 2P<br />
PERSONNEL<br />
SELECTION<br />
AUTHOR, A PROFESSTCNAL TRAINING XPERT, ASSISTANT<br />
THE<br />
OF TRAINING, CITY OF CHICAGO, ILLINOIS, IS CRITI-'<br />
DIRECTOR<br />
OF IODAYS RECRUITMENT PROCEDURES, HIS COMMENTS ON<br />
CAL<br />
LAXITY OF RECRUITERS AND HIS RECOMMENDATIONS FOR<br />
THE<br />
MAY BE HELPFUL<br />
IMPROVEMENT<br />
RESPONSIBILITY OF THE RECRUITER IS GREAT IT IS<br />
-THE<br />
WHO OETERMINES, IN LARGE PART, THE FLTURE STATUS AND<br />
HE<br />
OF THE ORGANIZATION BY HIS INITIAL SELECTION OF<br />
GROWTH<br />
PERSONNEL<br />
INTERVIEWER MUST MAKE EVERY ATTEMPT TO QUALI<br />
AN<br />
AND QUANTITATIVELY ASSESS THE POSITION FOR WHICH HE<br />
TATIVELY<br />
RECRLITING PRIOR TO THE ACTUAL SEARCH ThE INTERVIEWER<br />
IS<br />
SHOULD THOROUGHLY EXPLORE ALL ASPECTS OF THE AVAILABLE
POSITION<br />
PERSONNEL RECRUITER SHOULD MAKE EVERY EFFORT TO<br />
THE<br />
DOING HIS JGB TN A ROUTINE WAY BETTER METHODS ANO<br />
AVOID<br />
MUST ALWAYS BE FOUND<br />
TECHNIQUES<br />
KELLEYt THOMAS C., JR<br />
036@<br />
MARKETING-ACCOUNTING PARTNERSHIP<br />
THE<br />
OF MARKETINGt VDL 30t NO 3, JULY, Ig66 3 PAGES<br />
JOURNAl<br />
COMPUTERIZATION INFORMATION-SYSTEM<br />
TEAMWORK<br />
COMPLEXITY OF MODERN BUSINESS, COUPLED WITH IN-'<br />
THE<br />
SEVERITY OF COMPETITION, HAS MADE IT NECESSARY FOR<br />
CREASING<br />
TO ADD THE NEW TOOL, THE COMPUIER, TO ASSIST<br />
MANAGEMENT<br />
THE NEVER-ENDING BATTLE FOR INCREASED SALES AND PROFITS<br />
IN<br />
COMPUTER AGE HAS BROUGHT WITH IT THE NEED FCR INCREASED<br />
THE<br />
ON THE PART OF ALL SEGMENTS OF THE BUSINESS ENTER-'<br />
TEAMWORK<br />
THIS IS WHY THE AUTHOR OF THIS ARTICLE ARGUES FOR<br />
PRISE.<br />
RELATIONSHIPS BETWEEN THE MARKETING AND ACCOUNTING<br />
CLOSE<br />
FUNCTIONS<br />
ADEQUATE MARKETING-INFORMATION SYSTEM REQUIRES MORE<br />
AN<br />
INTERNAL ACCOUNTING SYSTEMS THAN EVER BEFORE<br />
FLEXIBLE<br />
ENABLES MARKETING MANAGEMENT TO UTILIZE EXTERNAL<br />
THIS<br />
INTELLIGENCE MORE ADEQUATELY THAN IN THE HAS1<br />
MARKETING<br />
IS OF THE ESSENCE TODAY MANAGEMENT MUST BE INFORMED<br />
TIME<br />
REGARDING THINGS THAT HAVE TRANSPIRED<br />
PROMPTLY<br />
-TYPICAL- MARKETING MANAGERS REQUIREMENTS OF HIS<br />
SOME<br />
IN THE ACCOUNTING DEPARTMENT ARE DISCUSSED<br />
ASSOCIATES<br />
LAWRENCE, JR CHARLES B.<br />
0370<br />
EXPERIENCE AT THE CENSUS<br />
COMPUTER<br />
VOL. 12, 7. JULY Eg66 8Po<br />
OATAMATIDN<br />
DOCUMENI, DATA-PROCESSING<br />
RETRIEVAL,<br />
CENSUS TRADITION OF INNOVATION AND CONTINUOUS IM-'<br />
THE<br />
IN DATA-PROCESSING TECHNIQUES AND EQUIPMENT HAS<br />
PROVEMENT<br />
INTERNATIONALLY RECOGNIZED WHILE EXPANDING ITS COM<br />
BEEN<br />
APPLICATIONS AND SCANNING CAPACITIES FOR THE PREPARA-'<br />
MUTER<br />
OF INPUTS TO THE COMPUTERS, IT ALSO CONTINUES TO USE<br />
TION<br />
IMPROVE, WHERE ECONOMICAL VARIOUS KINDS OF MECHANICAL<br />
AND<br />
EQUIPMENT.<br />
CENSUS IN CLOSE COORDINATION WITH THE NATIONAL<br />
THE<br />
OF STANDARDS, HAS PRODUCED MANY SPECIAL AND GENERAL<br />
BUREAU<br />
DEVICES DESIGNED TO IMPROVE DATA-PRGCESSING QUALITY<br />
PURPOSE<br />
PRODUCTIVITY WHILE ALSO REDUCING UNIT COSTS. AMONG THE<br />
AND<br />
RECENT ARE FOSDIC -FILM OPTICAL SENSING DEVICE FOR<br />
MORE<br />
TO COMPUTERS- MAP AREA COMPUTER, SYSTEMS TO AUTOMATE<br />
INPUT<br />
INCLUDING AUTOMATIC PAGE TURNERS FOR WIDELY<br />
MICROFILMING<br />
DOCUMENT FORMATS AND SIZES, INFORMATION AND RE-'<br />
VARYING<br />
SYSTEMS, CONTINUOUS FORM COPYING MACHINE, AND<br />
TRIEVAL<br />
OTHERS.<br />
NEVILLE, HAIG G<br />
371<br />
FOR DATA PROCESSING<br />
INSURANCE<br />
DATAMATION VOL IZB 7 JULY 1966<br />
AUTHOR HERE SUMMARIZES THE KINDS CF PGSSIBLE CAN-<br />
THE<br />
TO COMPUTER SYSTEMS AND EXAMINES WHAT CAN BE DONE TO<br />
AGE<br />
AND TRANSFER THE CONSEQUENCES IN ADDITION, THE<br />
MINIMIZE<br />
OF LIABILITY ARISING OUT OF ERRORS AND OMISSIONS IN THE<br />
AREA<br />
OF DATA FOR OTHERS ON A SHARED TIME OR SERVICE<br />
PROCESSING<br />
BASIS IS DISCUSSED<br />
BUREAU<br />
CONTRAST TO IHE CONVENTIONAL FORMS OF INSURANCE SUCH<br />
IN<br />
FIRE THE COVERAGE AFFORDED UNDER THE MEDIA AND RECORD<br />
AS<br />
OF THE SPECIFICALLY DESIGNED DATA-PROCESSING POLICY<br />
SECTION<br />
COVERAGE ON AN -ALL RISK- BASIS TO -ACTIVE DATA--'<br />
AFFORDS<br />
MEOIA.- IHE COVERAGE INCLUDES AGREEMENT TO RE-'<br />
PROCESSING<br />
THE DAMAGED MEDIA WITH OTHER MEDIA OF LIKE KIND AND<br />
PLACE<br />
THUS A CONDITION OF THE POLICY IS THAT THE INSURED<br />
QUALITY.<br />
A DUPLICATE COPY OF EACH MASTER PROGRAM AND INSTRUCTION<br />
KEEP<br />
IN A FIREPROOF VAULT AT A REMOTE PLACE RATED AS SEP<br />
TAPE<br />
FIRE RISK MOST FIRMS ALSO CARRY -ALL RISK- BUSINESS<br />
ARATE<br />
INSURANCE TO PROVIDE FOR LOSS OF INCOME<br />
INIERRUPTION<br />
VORHAUS, ALFRED H<br />
03T2<br />
PURPOSE DISPLAY SYSTEM<br />
GENERAL<br />
VOL. I2 ? JULY, 1966 5P<br />
DAIAMAIION<br />
SYSTEM DEVELOPMENT CORPORATIONS SOC- RESEARCH AND<br />
AT<br />
DIVISION, THE DATA BASE SYSTEMS STAFF IN THIS<br />
TECHNOLOGY<br />
IS CONDUCTIONG RESEARCH AND OPERATING AN EXPERT-'<br />
DIVISION<br />
PROGRAM TO CREATE A DISPLAY SYSTEM THAT WILL PROVIDE<br />
MENTAL<br />
KIND OF FLEXIBLE, ON-LINE INTERACTIVE OPERATION NECES-'<br />
THE<br />
FOR A SIGNIFICANT USER- COMPUTER DIALGGUE<br />
SARY<br />
GENERAL PURPOSE DISPLAY SYSTEM -GPDS-t IT USES<br />
CALLED<br />
TECHNIQUE OF ON-LINE PROCESS BUILDING WHICH IS A METHOD<br />
THE<br />
CONSTRUCTING DISPLAY FORMATS BY A QUESTION-AND-ANSWER<br />
FOR<br />
BETWEEN THE COMPUTER AND USER. THE COMPUTER PRE<br />
DIALOGUE<br />
A MESSAGE TO IHE USER WHO RESPONDS BY TYPING AN ANS-'<br />
SEMIS<br />
ON A KEYBOARD OEVICE OR SELECTING A RESPONSE FROM MUIT<br />
WER<br />
CHOICES WIIH THE USE OF A LIGHT-PEN ON A CATHODE RAY<br />
IPLE<br />
THE COMPUTER INTERPRETS THE USERS RESPONSE AND THE<br />
TUBE<br />
CONTINUES UNTIL THE USER HAS FIkISHED WHAT HE WANTED<br />
PROCESS<br />
BUILD- TABLEt GRAPH, NAP. GDPS FREES THE USER FROM A<br />
TO<br />
FORMAT PREPARED BY A PROGRAMMING SPECIALIST<br />
SINGLE<br />
KELLER I. WAYNE<br />
03T3<br />
BETTER PROFITABILITY MEASURES.<br />
DEVELOPING<br />
CONFERENCE BOARD RECORD VOL 3, 8 AUGUST, 1966. 7Po<br />
THE<br />
STATISTICS<br />
MEASUREMENT,<br />
MANAGEMENT GAUGES THE RELATIVE PERFORMANCE OF<br />
MARKETING<br />
UNITS AND PRODUCTS BY THEIR CONTRIBUTION TO PROFIT<br />
COMPANY<br />
THERE ARE MUMEROUS POSSIBILITIES FOR MEASURING<br />
ALTHOUGH<br />
THE MEASUREMENTS MADE BY ACCOUNTING ARE NOT<br />
PROFITABILITY<br />
VALID FOR MARKETING DECISION-MAKING<br />
ALWAYS<br />
BE OF MAXIMLM VALUE PROFITABILITY MEASURES MUST BE<br />
TO<br />
TO THE RESPONSIBILITY AREA BEING MEASURED THEY MUST<br />
RELATED<br />
PROFITS BELOW THE CORPORATE LEVEL WITH PRICES<br />
MEASURE<br />
ANO GAPITAL REFLECTED FOR EACH RESPONSIBILITY AREA<br />
COSTS,<br />
PRODUCT LINE IN ACCORDAhCE WITH THE REALITIES OF BUS-'<br />
AND<br />
THEY ARE VALID ONLY WHEN USED TO MEASURE COMPARABLE<br />
INESS.<br />
AND OPERATIONS. THEY CAN BE DEVELOPED TO EVALUATE NAN<br />
DATA<br />
DECISIONS USING ONLY THE FACTORS AFFECTED BY THE<br />
AGEMENT<br />
DECISION. IF BELIER PROFITABILITY MEASURES ARE NEEOEO IT<br />
I22<br />
THE CONTROLLERS RESPONSIBILITY TO DEVELOP THEN BUT THE<br />
IS<br />
MANAGER HAS THE RESPEkSIBILITY OF MOTIVATING THE<br />
MARKETING<br />
TO ACT<br />
CONTROLLER<br />
ANONYMOUS<br />
CT4<br />
RECEPTION AREA IS COMFORTABLE, QUIET, EFFICIENT<br />
REDESIGNED<br />
VOL 61, 5 SEPTEMBER 8, Ig66o 29<br />
PURCHASING<br />
OFFICE-SPACE<br />
RECENTLY REMODELED PURCHASING LOBBY AT BARBER COL<br />
THE<br />
ROCKFORD, ILLINOIS, HEADQUARTERS IS MORE THAN JUST A<br />
MAAS<br />
FOR SALESMEN TO HANG THEIR HATS<br />
PLACE<br />
THE MANY FEATURES OF THE HANDSOMELY CESINGEC AREA<br />
AMONG<br />
FOUR ADJACENT CONFERENCE ROOMS, EACH ROOM DECORATED IN<br />
ARE<br />
DIFFERENT COLOR, ALSO THERE IS AN ATTRACTIVE SERIES OF<br />
A<br />
WALL DISPLAY UNITS SHOWING THE COMPANYS DIVERSIFIED<br />
FIVE<br />
LINES IN TEXTLLE MACHINERY, MACHINE TOOLS, AIRCRAFT<br />
PRODUCT<br />
AND OTHER FIELDS THE WALL DISPLAYS SERVE A DUAL<br />
CONTROLS<br />
THEY GIVE SUPPLIERS A CHANCE TO BID Ok ITEMS IHEY<br />
PURPOSE-<br />
NOT HAVE KNOWN BARBER CGLMAN USES AND ALSO GIVE THE<br />
MIGHT<br />
POTENTIAL NEW SUPPLY SGURCES THE PURCHASING LOBBY<br />
COMPANY<br />
FEATURES A RAISEO COUNIER FOR RECEPTIONIST AND THE<br />
ALSO<br />
OFFICES ARE IMMEDIATELY ADJACENT TO THE LOBBY Ah<br />
PURCHASING<br />
PLANTEP AND CONTEMPCRARY FURNITURE CONTRIBUTE TO<br />
ATTRACTIVE<br />
INFORMAL ATMOSPHERE APPRECIATED BY VISITING SUP-'<br />
PLEASANT<br />
PLIERS<br />
HERRMANN, CYRIL C<br />
0375<br />
APPROACH TO CITY PLANNING<br />
SYSTEMS<br />
HARVARD BUSINESS REVIEW, SEPT -OCT 1966 PAGES 71-80<br />
ARTICLE EXPLAINS HOW SAN FRANCISCOS COMMUNITY<br />
THIS<br />
PROGRAM STRESSES THE RCLE OF PRIVATE ENTERPRISE,<br />
RENEWAL<br />
CONCEPTS IN BUSINESS, AND USES PRINCIPLES THAT ARE<br />
APPLIES<br />
TO RENEWAL IN MANY OTHER U S CITIES<br />
APPLICABLE<br />
OF THE QUESTIONS DISCUSSED IN THIS ARTICLE ARE HOW<br />
SOME<br />
pROGRAM IS ORGANIZED, WHAT ITS KEY ELEMENTS AND APPROACH<br />
THE<br />
WHAT KINDS OF PLANS HAVE BEEN CONCEIVED, WHAT SPECIAL<br />
ARE,<br />
HAVE BEEN SOLVED AND WITH WHAT TOOLS AND REMEDIAL<br />
PROBLEMS<br />
PROGRAMS<br />
EXHIBIT SHOWS THE STEPS IN PROBLEM ANALYSIS THAT<br />
AN<br />
UTILIZED BY THE CRP A SECOND EXHIBIT DEPICTS PUBLIC<br />
ARE<br />
AND PROGRAMS INFLUENCING HOUSING AND THE LIVING<br />
TUOLS<br />
ENVIRONMENT<br />
ANCNYMOLS<br />
03?6<br />
DATA-PROCESSING DEPARTMENT<br />
EVERYBODYS<br />
AUTOMATION VOL I3, SEPTEMBER, 1966 6P<br />
BUSINESS<br />
AUTOMATION LOCKS AT THE BURGEONING SERVICE<br />
BUSINESS<br />
INDUSTRY AND ITS ROLE IN THE DATA-PROCESSING OMMUN<br />
BUREAU<br />
TODAY THE MODERN DATA-PROCESSING SERVICE BUREAU NOT<br />
ITY<br />
OFFERS ITS USERS DIRECT ACCESS FROM THEIR OWN OFFICES,<br />
ONLY<br />
VARIOUS COMMUNICATIONS MEDIA, TO LARGE-SCALE COM-'<br />
THROUGH<br />
CAPABILITY, IT ALSO PROVIDES TECHAICAL LIBRARIES AND<br />
PUTER<br />
OFFICES FOR THOSE WHO PREFER TO DO THE JOB THEM<br />
PRIVATE<br />
SELVES<br />
PRIMARY REASON FOR USING A BUREAU IS ECONOMICS. AS<br />
THE<br />
AS THE COSI OF MAINTAINING AN IN-HOUSE INSTALLATION IS<br />
LONG<br />
INFEASIBLE FOR A COMPANY, THE BUREAU OFFERS THE<br />
ECONOMICALLY<br />
ALTERNATIVE DTHER REASONS ARE A NEED FOR CUALIFIEO<br />
BEST<br />
AND ABSENCE OF THE OBSOLESCENCE FACTOR IN NOT<br />
PERSONNEL<br />
EQUIPMENT PROGRAMMING OF CUSTOMER JOBS IS ONE OF THE<br />
OWNING<br />
EXPENSES OF THE BUREAU THIS HAS GIVEN RISE TO A NEW<br />
BIGGEST<br />
OF SERVICE BUREAU OPERATION- THE DEDICATED BUREAU WHICH<br />
TYPE<br />
IN SERVING CNE PARTICULAR KIND OF BbSINESS<br />
SPECIALIZES<br />
SILBERMAN, CHARLES E<br />
O77<br />
IS KNOCKING AT THE SCHOOLHOUSE DOOR<br />
TECHNOLOGY<br />
VOL 74, NC 3, AUGUST, i966, TO PAGES<br />
FORTUNE,<br />
EDUCATION<br />
TRAINING,<br />
IS EASIER TO PUT A MAN ON THE MOON,- SAYS ONE<br />
-IT<br />
AM EDUCATOR, -THAN TO REFORM THE PUBLIC SCHOOLS.-<br />
PROMINENT<br />
REFORM IS 0 THE WAY, I LARGE PART BECAUSE BUSINESSMEN<br />
YET<br />
A LARGE POTENTIAL FOR PROFIT IN THE APPLICATION OF<br />
SEE<br />
TECHNOLOGY EDUCATION AND TRAINING WITH THE<br />
ELECTRONIC<br />
GOVT AS MATCHMAKER, A MARRIAGE OF INDUSTRY AND<br />
FEDERAL<br />
IS TAKING PLACE, AND NEITHER IS LIKELY TO BE<br />
EDUCATION<br />
SAME AGAIN IN THEDMIkG REVOLUTION THE COMPUTERS<br />
THE<br />
COULD BE AS DRAMATIC AS THAT PLAYED BY THE BOOK AFTER<br />
ROLE<br />
INVENTION OF THE PRINTING PRESS BOTH THE EDUCATORS AND<br />
THE<br />
COMPUTER TECHNOLOGISTS STILL FACE ENORMOUS THEORETICAL<br />
THE<br />
TECHNICAL HURDLES FOR ONE THING, EDUCATORS HAVE YET<br />
AND<br />
DEVISE A THEORY OF INSTRUCTION THAT COMPUTER SPECIALISTS<br />
TO<br />
USE IN PROGRAMING AND CONSTRUCTING TEACHING MACHINES<br />
CAN<br />
TECHNOLOGYS INFLUENCE IS BEING FELT EVEN HERE THE<br />
BUT<br />
OF LEARNING AND TEACHING HAVE BECOME SUBJECTS OF<br />
PROCESSES<br />
STUDY THE CONSEQUENCES COULD BE ENORMOUS.<br />
SYSTEMATIC<br />
MCLEAN, HERBERT E<br />
0378<br />
IN AUTOMATED PROCUREMENT- VISUAL DATA-PROCESSING<br />
NEXT<br />
VOL 61, 6 SEPTEMBER 22, 1966 3P<br />
PURCHASING<br />
OPTICAL-SCANNER<br />
DATA-PROCESSING,<br />
SDDN AI CONTROL DAIA CORPORATION BUYERS WILL BE<br />
SOMEDAY<br />
TO MAKE BUYING DECISIONS AND ISSUE ORDERS WITHOUT EVEN<br />
ABLE<br />
A PIECE OF PAPER- WIIH FULLY COMPUTERIZED SIGHT--'<br />
TOLCHING<br />
SYSTEMS CDC EXPECTS TO ACTIVATE AN AUTOMATED<br />
TRANSMISSION<br />
MANAGEMENT LOOP TO DO A NUMBER OF IMPORTANT THINGS<br />
MATERIAL<br />
IT WILL ALLOW THE CLERK TO ENTER PURCHASE ORDER<br />
FIRST,<br />
DIRECTLYt AND VISUALLY, ON A CDC 210 VISUAL DISPLAY<br />
DATA<br />
FOR ENIRY INTO THE COMPUTER FOR AUTOMATIC PROCESSING<br />
SCREEN<br />
WILL ALLOW HER TO ENTER CHAkGE-ORDERS, QUOTATIONS, AND<br />
IT<br />
UPDATED INFORMATION USING THE SAME METHOD<br />
MISCELLANEOUS<br />
SYSTEM HILL AUTOMATICALLY PRODUCE HARDCOPY PURCHASE<br />
THE<br />
FINALLY, IT WILL GIVE BUYERS, EXPEDITERS, AND PUR<br />
ORDERS.<br />
MANAGEMENT INSTANT ACCESS TO PURCHASE ORDER STATUS<br />
CHASING<br />
BUY HISTORY OF PARTICULAR ITEM, OR THER RANDOM<br />
THE<br />
DATA. AT CDC THE VISUAL DISPLAYS WILL REINFORCE<br />
CALL-OUT<br />
SWITCH FROH MASS-TYPE REPORTS TO MULTI-PURPOSE EXCEPTION<br />
THE<br />
FOLLOWING THE ON-LIE REAL-TIME PROCESSING TREND.<br />
REPORTING,<br />
RAIA, ANTHONY<br />
03?9<br />
A SECOND 10OK AT MANAGEMENT GOALS AND CONTROLS
MANAGEMENT REVIEW, SUMMER, 1966, VDL 8, NO<br />
CALIFORNIA<br />
49-58<br />
PAGES<br />
USE OF GOALS FOR SELF CONTROL SET BY MUTUAL<br />
THE<br />
BETWEEN SUPERIORS AND SUBORDINATES IS NOT A<br />
AGREEMENT<br />
MANAGEMENT TECHNIQUE THE PUREX CORPORATION HAS<br />
NEW<br />
THIS TECHNIQUE AND THE PRELIMINARY FINDINGS OF<br />
APPLIED<br />
SECOND STUDY OF THEIR PROGRAM ARE REPORTED HERE<br />
A<br />
ARTICLE GIVES THE PURPOSE AND METHODS OF SUCH<br />
THE<br />
PROGRAM, FOLLOWED BY ITS MAJCR FINDINGS AND PROBLEM<br />
A<br />
AREAS<br />
MANY PROBLEMS STILL DO EXIST, THE PROGRAM<br />
ALTHOUGH<br />
BEEN SUCCESSFUL IN INCREASING LEVEL OF GOALS,<br />
HAS<br />
INDIVIDUAL PLANT PERFORMANCE, IN TERMS OF<br />
IMPROVING<br />
IMPROVING OVERALL ATTITUDES OF PARTICIPANTS,<br />
PRODUCTIVITY,<br />
IMPROVING COMMUNICATIONS AND MUTUAL UNDERSTANDING<br />
AND<br />
THE PLANTS AND COMPANY HEADQUARTERS<br />
BETWEEN<br />
AND TABLES ARE USED TO ILLUSTRATE TFE<br />
GRAPHS<br />
OF THE STUDY<br />
FINDINGS<br />
CASSEL, FRANK H<br />
¢]BO<br />
INCENTIVE COMPENSATION<br />
MANAGEMENT<br />
MANAGEMENT REVIEW, SUMMER, 1966 VCL 8, NO<br />
CALIFORNIA<br />
II-20<br />
PAGES<br />
EVALUATES<br />
PLANS,<br />
AUTHOR STATES ThAT IF INCENTIVE COMPENSATION IS TO<br />
THE<br />
MEANINGFUL, A PROCEDURE CENTERED AROUND MUTUAL DISCUSSION<br />
BE<br />
OBJECTIVES AND THE ESTABLISHMENT OF GOALS MUST BE<br />
OF<br />
AND FEEDBACK MUST TAKE PLACE AT REGULAR<br />
INSTITUTED,<br />
HE CLAIMS THAT INCENTIVE BONUS SYSTEMS HAVE<br />
INTERVALS<br />
FROM FLEXIBILITY TO BUREAUCRAIIC RIGIDITY AND THAT<br />
CHANGED<br />
THIS TREND WOULD ENCOURANE MUCH-NEEDED<br />
REVERSING<br />
MANAGEMENT<br />
ENTERPRENEURIAL<br />
THIS ARTICLE, THE AUTHOR EVALUATES SOME OF THE<br />
IN<br />
BONUS PLANS AND GIVES HIS SUGGESTIONS FOR<br />
PRESENT<br />
THEM AN EXCELLANT REFERENCE SECTION CONCLU£ES<br />
IMPROVING<br />
WORK<br />
THE<br />
CIRTIN, ARNOLD<br />
0381<br />
ANALYSIS, A NEW TOOL FOR COST CONTROL<br />
VALUE<br />
OF ACCOUNTANCY VOL 122 NO 4 OCTOBER, 1966 PAGES<br />
JOURNAL<br />
ARTICLE DEALS WITH VALUE NALYSIS, A RELATIVELY<br />
THIS<br />
TECHNIQUE FOR HELPING MANAGEMENT CONTROL COSTS IT IS<br />
NEW<br />
AS AN ORGANIZED CREATIVE APPROACH TO IDENTIFY<br />
DEFINED<br />
COSTS IN A PRODUCT THE THREE BASIC STEPS IN<br />
UNNECESSARY<br />
ANALYSIS ARE AS FOLLOWS- IDENTIFY THE FUNCTION,<br />
VALUE<br />
EVALUATE THE FUNCTION BY CDMPARISON, DEVELOP VALUE<br />
2<br />
BY EXAMINING EACH FUNCTION DF A PRODUCT IN<br />
ALTERNATIVES<br />
WAY UNNECESSARY COSTS WILL BE IDENTIFIED, ALTERNATIVE<br />
THIS<br />
WILL BE DISCOVERED WHICH WILL ACCOMPLISH THE<br />
METHODS<br />
AND THE COST OF ALTERNATIVES WILL BE AVAILABLE FOR<br />
FUNCTION,<br />
COMPARISON<br />
MUERS, ROBERT<br />
C82<br />
OF THE SOCIAL SECURITY PRCGRAM IN THE MID-SIXTIES<br />
STATUS<br />
JOURNAL OF THE AMERICAN SOCIETY OF CHARTERED LIFE UND-'<br />
THE<br />
ERWRITERS VOL 20, A FALL, 1966 lOP<br />
ARTICLE DEALS WITH THE DEVELOPMENT OF THE SOCIAL<br />
THIS<br />
PROGRAM OVER THE YEARS BY CONSIDERING ITS VERY<br />
SECURITY<br />
OPERATION TODAY AT THE SAME TIME, ANALYSIS IS<br />
SIZABLE<br />
WHICH SHOWS THAT NOT ALL OF THE APPARENT GROWTH<br />
PRESENTED<br />
THE TAX BURDEN INVOLVED AND THE BENEFIT LEVEL IS -REAL-<br />
IN<br />
OF BOTH IHE ANTICIPATED DEVELUPMENT WHEN THE PRO-'<br />
BECAUSE<br />
BEGAN AND THE CHANGED VALE OF MONEY OVER THE 30-YEAR<br />
GRAM<br />
THE AUTHOR THEN GOES ON TO POINT OUT POSSIBLE AREAS<br />
PERIODS<br />
CHANGE IN THE PROGRAM, DISTINGUISHING BETWEEN THOSE WHICM<br />
OF<br />
MERELY KEEP IE SYSIEM UP-TO-DATE WITH CHANGES IN TPE<br />
WOULD<br />
AND THOSE WHICH WOULD BE -REAL- LIBERALIZATIONS THE<br />
ECONOMY<br />
POSSIBLE CHANGES DESCRIBED APE PRESENTED NOT AS<br />
VARIOUS<br />
OF THE AUTHOR, BUT RATHER MERELY AS A FACT-'<br />
RECOMMENDATIONS<br />
SUMMARIZATION OF THE RANGE OF VIEWS OF KNOWLEDGEABLE<br />
UAL<br />
OF THE SUBJECT.<br />
STLDENTS<br />
GIBSON, R. OLIVER<br />
0383<br />
BAHAVIOR CF PERSONNEL IN ORGANIZATIONS<br />
ABSENCE<br />
SCIENCE QUARTERLY, JUNE, I966, PAGES 107-133.<br />
ADMINISTRATIVE<br />
PAPER PROPOSES A CONCEPTUALIZATION BASED UPON<br />
THIS<br />
OF THE NEED-ORIENTED INDIVIDUAL AND THE GOAL--'<br />
CONCEPIS<br />
ORGANIZAIION LINKEE TOGETHER BY CONTRACT TO<br />
ORIENTED<br />
THE CONFLICTING FINDINGS ON ABSENCES OF PERSONNEL.<br />
EXPLAIN<br />
FROM A NUMBER OF STUDIES OF ABSENCE<br />
FINDINGS<br />
ARE EXPLAINED BY HYPOTHESES THAT MAY BE DERIVED<br />
BEHAVIOR<br />
THE FORMULATION THE CONCEPTUALIZATION IS THEN<br />
FROM<br />
IN FORMAL TERMS AND SELECTED ADDITIONAL<br />
STATED<br />
ARE FORMULATED<br />
PROPOSIIIDNS<br />
CHARTS ARE INCLUDED<br />
NUMEROUS<br />
BORENSTINE, ALVIN J.<br />
03B4<br />
1COO SYSTEMS MEN EVALUATE COBAL<br />
OVER<br />
PROCESSING, AUGUST, 196& PAGES 24-30<br />
DATA<br />
PROGRAMMING<br />
ARTICLE RELATES THE RESULTS OF AN OPINION<br />
THIS<br />
CONDUCTED TO SAMPLE THE MERITS AND DEMERITS<br />
SURVEY<br />
COBAL.<br />
OF<br />
LIMITATIONS OF THE SURVEY AND THE QUESTIONNAIRE<br />
THE<br />
ARE GIVEN BY THE AUTHOR HE FOLLOWS THIS BY GIVING<br />
USED<br />
22 QUESTIONS AND THEIR RUSULTS A RANDOM SAMPLING OF<br />
THE<br />
COMMENTS BY THE SYSTEMS MEN IS ALSO INCLUDEO<br />
SPECIFIC<br />
MOST IMPORTANT RESULT IS PROBABLY THAT OVER<br />
THE<br />
PERCENT OF SYSIEMS MEN FEEL THAT AN IMPROVED COBAL<br />
60<br />
THE ANSWER TO THE PROBLEM OF PROGRAMMING LANGUAGES.<br />
IS<br />
LETTER FROM A MANUFACTURER IS INCLUDED WHICH<br />
A<br />
SOME BALANCE TO IHE NEGATIVE OPINIONS OF CDBAL<br />
ADDS<br />
IN THE SURVEY, ALTHOUGH IT DOES TEND TO PLACE<br />
DEVELOPED<br />
BLAME ON SPECIFIC COMPILERS OR IMPLEMENTERS<br />
EXCESSIVE<br />
BOWLES, WARREN J.<br />
0385<br />
MANAGEMENT OF MOTIVATION, A COMPANY-WIDE PROGRAM<br />
THE<br />
PERSONNEL, VOL 43, NO , JULY-AUGUST, 1966, II PAGES<br />
123<br />
TEXAS INSTRUMENTSe A CGMPREHENSIVE MOTIVATIONAL<br />
AT<br />
IS BASED ON BEHAVIORIAL-SCIENCE FINDINGS ABOUT<br />
PROGRAM<br />
FACTORS THAT PRODUCE DISSATISFACTION AND THOSE<br />
JOB-RELATED<br />
POSITIVELY MOTIVATE WORKERS<br />
THAT<br />
AND -MOTIVATION- NEEDS CF EMPLOYEES AT<br />
-MAINTENANCE-<br />
AND THE MEANS TO SATISFY THESE NEEDS ARE DISCUSSED.<br />
WORK<br />
TYPES OF MAINTENANCE NEEDS ARE COVERED, PHYSICAL,<br />
SIX<br />
STATUS, ORIENTATION, SECURITY, AND ECONOMIC.<br />
SOCIAL,<br />
NEEDS THAT ARE OF GREATEST SIGNIFICANCE FOR INDIVIDUAL<br />
THE<br />
ARE GROWTH, ACHIEVEMENT RESPONSIBILITY AND<br />
MOTIVATION<br />
RECOGNITION<br />
M-M THEORY HYPOTHESIZES TWO SEPARATE CONTINUA OF<br />
-THE<br />
NEEDS, A MAINTENANCE CONTINUUM THAT RUNS FROM<br />
JOB-RELATEO<br />
TO -NOMINAL- MOTIVATION, AND MOTIVATION<br />
DISSATISFACTION<br />
THAT RUNS FROM DISSATISFACTION TO A LEVEL OF HIGH<br />
CONTINLUM<br />
MOTIVATION SEMINARS AND ATTITUDE MEASUREMENT<br />
MOTIVATION<br />
ALSO DISCUSSED<br />
ARE<br />
MILES, RAYMOND PORTERt LYMAN W<br />
03B6<br />
TRAINING, BACK TO THE CLASSROOM.<br />
LEADERSHIP<br />
VOL 4, NO 4, JULY-AUGUST, 1966, 9 PAGES<br />
PERSONNEL,<br />
RECENT YEARS, LEADERSHIP TRAINING HAS BEEN MOVING<br />
IN<br />
OF FHE CLASSROOM AND INTO THE LABORATORY, BUT CLASSROOM<br />
OUT<br />
IF MODIFIED CREATIVELY, CAN MATCH MANY OF IHE<br />
TECHNIQUES,<br />
OF SENSITIVITY TRAINING<br />
ADVANTAGES<br />
APPROACH DESCRIBED IN THIS ARTICLE AIMS AT AN<br />
THE<br />
USE OF TIME AND MONEY WHILE RETAINING SOME OF<br />
EFFICIENT<br />
STIMULATING INTROSPECTION ASSOCIATED WITH LENGTHIER<br />
THE<br />
MORE DYNAMIC METHODS. THIS APPROACH FOCUSES ON<br />
AND<br />
AWARENESS AND CHANGEr BUT IN A CONVENTIONAL<br />
ATTITUDE<br />
FORMAT RATHER THAN IN A LABORATORY.<br />
DISCUSSION-MEETING<br />
IS CENTERED AROUND THE COLLECTION AND FEEDBACK OF<br />
IT<br />
CURRENT ATTITUDES THE PRESENTATION OF COM-'<br />
MANAGERS<br />
LEADERSHIP MODELS PROVIDES A CONCEPTUAL FRAME-'<br />
PARATIVE<br />
AROUND WHICH THEY CAN ANALYZE THESE ATTITUDES, AND<br />
WORK<br />
SUCCEEDING STEPS HELP THEM TD TRACE THE IMPLICATIONS<br />
THE<br />
THEIR VIEWS FOR SOME OF THE CONCRETE RESPONSIBILITIES<br />
OF<br />
THEIR DAY-TO-DAY JOBS.<br />
IN<br />
METZLER JOHN H<br />
O]BT<br />
UNDER LABOR CONTRACTS AND LAW<br />
TESTING,<br />
VOL 43, NO 4, JULY-AUGUST, I966, 5 PAGES<br />
PERSONNEL,<br />
EVALUATES<br />
TEST,<br />
MATTER HOW EQUITABLY TESIS ARE DEVELOPED, ADMINIS-'<br />
NO<br />
AND EVALUATED, THEY CAN BE A TOUCHY SUBJECT AND MAY<br />
TERED,<br />
CHALLENGED BY INDIVIDUAL EMPLOYEES OR UNION REPRE-'<br />
BE<br />
BUT THERE ARE STEPS THAT MANAGEMENT CAN TAKE<br />
SENIATIVES,<br />
FORESTALL OR NEGATE SUCH CHALLENGES<br />
TO<br />
THAT THE COMPANYS TESTS HAVE BEEN RESEARCHED<br />
ASSUMING<br />
FOUND TO BE VALID, FAIR, NONDISCRIMINATORY, ADMINISTERED<br />
AND<br />
GOOD FAITH AND PROPERLY EVALUATED, SPECIFIC PROVISIONS<br />
IN<br />
THE LABOR CONTRACT CAN BE THE BEST DEFENSE OF A TESTING<br />
IN<br />
PROGRAM<br />
ARE OTHER AREAS DISCUSSED IN WHICH CONTRACT<br />
THERE<br />
MAY BE DESIRABLE, THE RIGHT OF A COMPANY TO TEST<br />
LANGUAGE<br />
MW FOR AN ENTRY OB INTO A JOB HIERARCHY ON THE BASIS OF<br />
A<br />
ABILITY TO MOVE UPWARD IN THAT JOB RANGE AND THE AREA<br />
HIS<br />
RESTRICTIONS TO BE PLACEO ON THE ARBITRATOR<br />
CONCERNING<br />
LOCKWOOD, HOWARD C<br />
0]88<br />
FAIR EMPLOYMENT PROGRAMS GUIDELINES<br />
DEVELOPING<br />
VOL 43, NO 4, JULY-AUGUST, 1966, PAGES<br />
PERSONNEL,<br />
OF BUSINESS LABOR, GOVERNMENT, AND<br />
REPRESENTATIVES<br />
ORGANIZATIONS IN CALIFORNIA HAVE FORMULATED A<br />
MINORITY<br />
OF EMPLOYMENT PRACTICES THAT EMPLOYERS THROUGHOUT THE<br />
CODE<br />
SHOULD FIND USEFUL IN OBTAINING A GREATER NUMBER<br />
COUNTRY<br />
QUALIFIED JOB APPLICANTS FROM MINORITY GROUPS.<br />
OF<br />
REQUIREMENTS SHOULD BE STATED IN TERMS OF WHAT A<br />
JOB<br />
MUST BE ABLE TO DO EITHER IMMEDIATELY OR AFTER A<br />
PERSON<br />
OF TRAINING, NOT WHAT HE IS APPLICANTS SHOULD BE<br />
PERIOD<br />
ONLY ON FACTORS DIRECTLY RELATED TO JOB PERFOR-'<br />
SCREENED<br />
MANCE<br />
GOOD TESTING PROGRAM PRCVIOES OBJECTIVE INFORMATION<br />
A<br />
APPLICANTS ABILITIES AND INCREASES THE PROBABILITY THAT<br />
ON<br />
SELECTED WILL SUCCEED. TESTING PROGRAMS ARE DIS-'<br />
THOSE<br />
TYPES OF TESTS, TEST VALIDATION, CONSTRUCTION,<br />
CUSSED,<br />
SCORE STANDARDS ADMINISTERING THE PRCGRAM, AND<br />
TEST<br />
INFORMATION<br />
RELEVANI<br />
JENSENe JERRY<br />
]B9<br />
FAIR EMPLOYMENT PROGRAMS<br />
DEVELOPING<br />
PERSONNEL, VOL QB, NO 4, JULY-AUGUST, i966 PAGES<br />
EAGER THE SMALL COMPANY IS TO ATTRACT MEMBERS<br />
HOWEVER<br />
MINORITY GROUPS AS EMPLOYEES, IT FACES SPECIAL PROD-'<br />
OF<br />
THAT A LARGE ORGANIZATION DOES NOT, BUT THESE PROD-'<br />
LEMS<br />
ARE BY NO MEANS INSUPERABLE<br />
LENS<br />
AUTHOR DISCUSSES ADVANCEMENT OPPORTUNITIES,<br />
THE<br />
EMPLOYEES WRIITEN RECORDS, AND SOME STATISII-'<br />
UPGRADING<br />
YARDSTICKS WHICH SHOULD BE HELPFUL TO THE SMALL<br />
CAL<br />
IN MEASURING THE SUCCESS DF ITS HANDLING OF THE<br />
COMPANY<br />
EFFORTS II MUST MAKE IN MINORITY-GROUP HIRING<br />
SPECIAL<br />
NATHAN, ERNEST D<br />
0390<br />
ART OF ASKING QUESTIONS<br />
THE<br />
VOL 4Bt NO 4, JULY-AUGUST, 1966, g PAGES<br />
PERSONNEL,<br />
PERSONNEL, COMMUNICATION,<br />
INTERVIEWING<br />
INTERPERSONAL-RELATIONS<br />
IS GENERALLY ACKNOWLEDGED THAT MANY INTERPERSONAL<br />
IT<br />
BUSINESS PROBLEMS STEM FROM FAULTY COMMUNICATION<br />
AND<br />
SOLUTION MAY LIE SIMPLY IN A BETTER UNDERSTANDING OF<br />
ONE<br />
SUBLETIES OF QUESTIONS, AND A MORE SKILLFUl USE OF<br />
THE<br />
THEM<br />
ART OF QUESTIONING, WHEN THE GOAl IS MUTUAL<br />
-THE<br />
CONSISTS OF CREATING AND MAINTAINING A<br />
UNDERSTANDING,<br />
IN WHICH COMMUNICATION CAN THRIVE, IN ASKING THE<br />
CLIMATE<br />
KINDS OF QUESTIONS IN THE RIGHT WAY AND IN LISTEN-'<br />
RIGHT<br />
ING PERCEPTIVELY TO THE RESPONCES RECEIVED WHEN ALL
TECHNIQUES ARE PRACTICED EFFECTIVELY, PROGRESS CAN<br />
THREE<br />
MADE TOWARD CLOSING THE COMMUNICATION GAP.-<br />
BE<br />
TECHNIQUES OF ASKING AND ANSWERING QUESTIONS<br />
THE<br />
DISCUSSED.<br />
ARE<br />
DAUW, DEAN C.<br />
0391<br />
IN ORGANIZATIONS.<br />
CREATIVITY<br />
PERSONNEL JOURNAL, VOL. 65t NO. 8* SEPTEMBER, Z966 9 PAGES<br />
PURPOSE OF THIS ARTICLE IS THREEFOLD. FIRST TO<br />
THE<br />
RECENT RESEARCH ABOUT AIDING INDIVIDUALS THROUGH<br />
REVIEW<br />
TRAINING PROGRAMS AND PERSONNEL POLICIES TO<br />
DELIBERATE<br />
MORE CREATIVELY SECOND TO DISCUSS THE<br />
FUNCTION<br />
OF SEMINARS TO HELP BUSINESSMEN LIBERATE<br />
EFFECTIVENESS<br />
CREATIVITY. THIRD, TO ANALYZE THE PSYCHOMETRIC<br />
THEIR<br />
AND ART IN PREDICTING AT LEAST TWO KINDS OF<br />
SCIENCE<br />
IN BUSINESS.<br />
CREATIVITY<br />
DOUGLAS THOMAS W<br />
032<br />
JOB EVALUATOR AND THE ORGANIZATION.<br />
THE<br />
PERSONNEL JOURNALt VDL 65e NO 8t SEPTENBERt 1966, 6 PAGES<br />
DISCUSSED ARE THE RELATIONSHIPS DF THE JOB<br />
HERE<br />
WITH TOP MANAGEMENT, WITH THOSE WHOSE POSI-'<br />
EVALUATOR<br />
ARE EVALUATEDe AND WITH THE UNIONS THE FOCUS IS<br />
TIDNS<br />
PROBLEMS ARISING FROM HUMAN RELATIONSHIPS RATHER THAN<br />
ON<br />
OF A TECHNICAL NATURE. THE JOB EVALUATOR SHOULD<br />
THOSE<br />
THAT IN HIS OPERATIONAL-MANAGERIAL FUNCTIONS<br />
RECOGNIZE<br />
A FORMIDABLE CHALLENGE AND A GREAT OPPORTUNITY.<br />
LIE<br />
BROWN, ROBERT L.<br />
0393<br />
FOR JOB SUCCESS.<br />
IMPERATIVES<br />
JOURNAL, VDL 45, NO. Be SEPTEMBER, 1966e 6 PAGES<br />
PERSONNEL<br />
EVALUATING<br />
SUPERVISORS,<br />
ARE CONTINUALLY EVALUATING SUCCESS ON THE JOB<br />
WE<br />
OWN AS COMPARED WITH ANOTHERSt OUR SUPERVISORS SUCCESS,<br />
OUR<br />
SUBORDINATES SUCCESS. THE ACCURACY OF SUCH JUDGMENTS<br />
OUR<br />
QUESTIONABLE. THE AUTHOR SUGGESTS FIVE -IMPERATIVES-<br />
IS<br />
JOB SUCCESS FIVE -THINGS TO DO- WHICH MAY GO A LONG<br />
FOR<br />
TOWARD ACHIEVING SUCCESS ON THE JOB. MAKE CERTAIN<br />
WAY<br />
YOUR JOB IS WITHIN YOUR RANGE OF CAPACITIES AND<br />
THAT<br />
OBIAIN A WRITTEN DESCRIPTION DF THE OB<br />
MOTIVATIONS.<br />
DUTIES AND RESPONSIBILITIES OF YOUR JOB.<br />
JECTIVESt<br />
CONJUNCTION WITH YOUR SUPERIOR DETERMINE WHAT ACTI-'<br />
IN<br />
ARE MOST IMPORTANT IN ACHIEVING YOUR JOB OBJECTIVES<br />
VITIES<br />
CONCENTRATE YOUR TIME AND ENERGIES TOWARD TFESE<br />
AND<br />
STUDY YOUR JOB WITH REFERENCE TO THE OBJECTIVE<br />
ACTIVITIES.<br />
THAT YOU ARE FULFILLING YOUR DUIIES AND PRO-<br />
INDICATIONS<br />
TOWARD THE TOTAL JEB OBJECTIVES. KEEP A RECORD<br />
GRESSING<br />
YOUR EMPLOYHENI TOGEIHER WIIH INDICATORS OF THE PRO<br />
OF<br />
YOU HAVE DEMONSTRATED<br />
GRESS<br />
TORPEY, WILLIAM G.<br />
0396<br />
OF COUNSELING PERSONNEL<br />
SHORTAGES<br />
0395<br />
PERSONNEL JOURNAL= VOL 45 NO 8t SEPTEMBER, 1966 5 PAGES<br />
DECISIONS BY YOUNG PEOPLE WHO POSSESS THE<br />
CAREER<br />
AND ABILITY TO FILL THE NEEDS OF INDUSTRY<br />
QUALIFICATIONS<br />
GOVERNMENT FOR SCIENTISIS ENGINEERS AND TECHNICIANS<br />
AND<br />
ON THE ADVICE THEY ARE GIVEN BY QUALIFIED COUNSEL<br />
DEPEND<br />
ACADEMIC AND NONACADEMIC. THE SERIOUS SHORTAGE OF<br />
BOTH<br />
COUNSELORS THREATENS THE FUTURE OF SCIENTIFIC<br />
QUALIFIED<br />
TECHNICAL DEVELOPMENT<br />
AND<br />
TABLES<br />
BINDING TECHNIQUE SAVES SPACE, TIME, AND NQNEY.'<br />
NEW<br />
OF DATA MANAGEMENT VOL 4 NO 7 JULY 1966 4 PAGES<br />
JOURNAL<br />
PLANAXt BOOKBINDING<br />
RETR[EVAL<br />
EVERYONE IS FAMILIAR WITH THE PAPERWORK<br />
VIRTUALLY<br />
IN NEARLY ALL FIELDS. EFFORTS TD ALLEVIATE IT<br />
EXPLOSION<br />
BEEN DISCUSSED AT LENGTH AND VARIOUS AUTOMATED SYS<br />
HAVE<br />
INTROOUCED BUT IHE FACT REMAINS IHAT MOST INFOR-'<br />
TEMS<br />
RETRIEVAL TOCAY REQUIRES SOMEONE TO HAUL OUT A BATCH<br />
MATION<br />
PRINTED PAPER, PREFERABLY BOUND BY A LIGHT-WEIGHT FLEX<br />
OF<br />
COMPACT MEANS.<br />
IBLE,<br />
CORPORATION HAS IMPLEMENTED AN INEXPENSIVE<br />
MONSANTO<br />
SYSTEM CALLED THE PLANAX PROCESS. THE SAVINGS<br />
BINDING<br />
THUS FAR AMOUNTS FROM THREE TO SIX DOLLARS PER<br />
REALIZED<br />
VOLUME THE REPORTS OPEN ABSOLUTELY FLAT, ENABLING<br />
BOUND<br />
PAGE REPRODUCTION MONSANTO HAS FOUND THERE BINDINGS<br />
EASY<br />
BE EXTREMELY DURABLE AS WELL.<br />
TO<br />
PEFFERS, J. E<br />
0396<br />
OF PRESENTATION.<br />
STANDARDS<br />
OF DATA MANAGEMENT VOL 4 NO 7 JULY 1966 6 PAGES<br />
JOURNAL<br />
REPORTS<br />
PURPOSE OF THIS ARTICLE IS TO PRESENT AREAS OF<br />
THE<br />
TO MANAGEMENT IN ANY FEASIBILITY STUDY. FIRST,<br />
CONCERN<br />
STUDY MUST BE DONE BY THE COMPANY OR COPPANY-ORIENTED<br />
THE<br />
AREAS TO BE COVERED IN THE STUDY ARE PROCEDURES<br />
PERSONNEL<br />
OPERATIONS TO BE CONPUTERIZEDe PHYSICAL CAPABILITY OF<br />
AND<br />
EQUIPNENT= PHYSICAL FACILITIES REQUIREO COSTS INVOLVED<br />
THE<br />
PROBLENSe CAPABILITIES OF THE SYSTEM TO ABSORB<br />
PERSONNEL<br />
INSTALLATION PROBLEMS EVIDENCE OF SUPPORT FRDP<br />
EXPANSIDN<br />
FUNCTIONAL AREAS, EVIDENCE OF SOLID PLANNING AND<br />
OTHER<br />
TO BE DERIVED FROM THE COMPUTER INSTALLATION<br />
BENEFITS<br />
THE CASE FOR OR AGAINST IHE INSTALLATION OF A<br />
FINALLY,<br />
MUST BE PRESENTED AS SIMPLY AS POSSIBLE IN PLAIN,<br />
COMPUTER<br />
LANGUAGE.<br />
EVERYDAY<br />
HARRIS, BRITTON<br />
0397<br />
USES OF THEORY IN THE SIMULATION OF URBAN PHENOMENA.<br />
THE<br />
OF THE AMERICAN INST[TUTE OF PLANNERS SEPT I966<br />
JOURNAL<br />
VOL 32 NO 5t PAGES 258-273.<br />
ROLE OF THEORY IN UNDERSTANDING URBAN SYSTEMS<br />
THE<br />
THE SOLUTION OF URBAN PROBLEMS IS EXAMINED THE<br />
TOWARD<br />
PRACTICAL NATURE OF GOOD THEORY MAKES IT A<br />
INHERENTLY<br />
AGENT IN THIS PURSUIT. URBAN PHENOMENA ARE SUBJECI<br />
POWERFUL<br />
SIUOY THROUGH THE GENERAL RULES OF SCIENTIFIC METHOD<br />
TO<br />
THEY IMPOSE CERTAIN SPECIAL PROBLEMS IN ITS APPLICATION<br />
BUT<br />
WHICH REQUIRE CAREFUL ATTENTION<br />
124<br />
BRIEF DESCRIPTION OF THE GENERAL APPROACH IS<br />
A<br />
HERE, WITH CERTAIN MODIFICATIONS WHICH HIGHLIGHT<br />
PRESENTED<br />
SPECIAL PROBLEMS. PARTICULAR REQUIREMENTS ARISING<br />
THESE<br />
LAND USE MODELS, AND TRANSPORTATION MODELS ARE EXAMINED<br />
IN<br />
DISCUSSION IMPLIES SPECIFIC DIRECTIONS FOR FUTURE<br />
THE<br />
AND DESIRABLE CHARACTERISTICS OF RESEARCH<br />
RESEARCH<br />
ESIABLISHMENTS<br />
BELLUSH= JEWEL HAUSKNECHT MURRAY<br />
0398<br />
AND URBAN RENEWAL<br />
ENTREPRENEURS<br />
OF THE AMERICAN INSTITUTE OF PLANNERS= SEPT.<br />
JOURNAL<br />
VOL 32 NO 5t PAGES 289-297<br />
COMMUNITIES WITH SUCCESSFUL URBAN RENEWAL<br />
IN<br />
ONE INDIVIDUAL SEEMS TO STAND OUT AS A KEY<br />
PROGRAMS<br />
HIS POSITION AND BEHAVIOR ARE ANALYZED IN TERMS<br />
FIGURE.<br />
THE CONCEPT OF THE ENTREPRENEUR AS DEVELOPED IN<br />
OF<br />
THEORY<br />
ECONOMIC<br />
ANALYSIS, BASED ON DATA PROVIDED BY CASE STUDIES<br />
THE<br />
RENEWAL, IS AIMED AT SPECIFYING SOME OF THE ELEMENTS<br />
OF<br />
TO THE SUCCESS OF THE RENEWAL ENTREPRENEUR,<br />
CONTRIBUTING<br />
BROADER SOCIAL AND ECONOMIC SIGNIFICANCE OF THIS<br />
THE<br />
OF ENTREPRENURIAL ACTIVITY, AND SOME OF ITS POSSIBLE<br />
KIND<br />
FOR IHE URBAN RENEWAL PROCESS.<br />
CONSEQUENCES<br />
BURRILL= JOHN C<br />
0399<br />
ACCOUNTING PERSONNEL FOR COP SYSTEMS<br />
TRAINING<br />
ACCOUNTING VDL. 68 NO. SEPTEMBER 1966 5 PAGES<br />
MANAGEMENT<br />
EXTENSIVE TRAINING PROGRAM THOUGH EXPENSIVE BRINGS<br />
AN<br />
A MULTIPLE RETURN-ENTHUSIASTIC ACCEPTANCE OF THE NEW<br />
IN<br />
INPUTACCURATE AND TIMELY OUTPUT THE<br />
SYSTEM,ERROR-FREE<br />
LESSONS LEARNED BY MANAGEMENT IN THE PROCESS OF<br />
MANY<br />
THEHSELVES AND THEIR SUBORDINATES ARE OFFERED HERE<br />
TRAINING<br />
WITH THE ACCOUNT OF MISTAKES AND CORRECTIVE ACTIONS.<br />
ALONG<br />
HALL, WILLIAM P<br />
0600<br />
APPRAISIAL<br />
MANAGEMENT<br />
0601<br />
0602<br />
00<br />
FINANCIAL ANALYSTS JOURNAL VOL 22 NO.5 SEPT/OCT 1966 4 PAGES<br />
TO OFTEN THE SUBJECT CF MANAGEMENT IS GIVEN ONLY<br />
ALL<br />
ATTENTION BY ANALYSTS. ONE ARTICULATE CORPORATE<br />
CURSORY<br />
OLMSTEAD JR OF THE S D WARREN COMPANY HAS<br />
OFFICER=GEORGE<br />
ON THIS OVERSIGHT IN HIS COMPANYS LATEST ANNUAL<br />
COMMENIED<br />
REPORT<br />
AUTHOR SUGGESTS SEVERAL TYPES UF CUESTIONS THAT<br />
THE<br />
MIGHT RAISE IN DISCUSSING THE AOEQUACY OF NAN<br />
ANALYSTS<br />
THE ARTICLE COVERS TWO AREAS, THE MANAGEMENT TEAM<br />
AGEMENT<br />
PLANNING INCLUDED IN THE MANAGEMENT TEAM ARE CONSID<br />
AND<br />
OF ORGANIZATIOhCOMPOSITIONeTRAININGAND COMPEN<br />
ERATIONS<br />
INCLUOED IN PLAkNING ARE QUESTIONS CONCERNING<br />
SATION<br />
PLANNING SYSTEM,ORGANIZATION FOR PLANNINGe<br />
OBJECTIVES,THE<br />
AND VENTURE PLANNING.<br />
TO STANDARDIZE OFFICE EQUIPMENT<br />
HOW<br />
VOL 6I= 7 OCTOBER 6= 1966 6P.<br />
PURCHASING<br />
EFFECTIVE OFFICE STANDARDS AT WESTERN ELECTRIC<br />
HIGHLY<br />
PLAY A KEY ROLE IN THE FIRHS MASTER PLAN OF COST<br />
COMPANY<br />
THE PROGRAM ASSURES THAT OFFICE EQUIPMENT AND<br />
REDUCTION<br />
GET THE SAME VALUE ANALYSIS -VA- SCRUTINY AS PRO<br />
SUPPLIES<br />
PARTS AND TOOLS.<br />
DUCT/ON<br />
MAIN VEHICLE FOR IMPLEMENTING WES FUNCTION-ORIENTED<br />
THE<br />
TO STANDARDS IS THE CDMPANYS OFFICE SERVICES COM<br />
APPROACH<br />
MADE UP OF REPRESENTATIVES FROM EIGHT REGIONS THAT<br />
METTEE<br />
THE COMPANY THE GROUP INCLUDES SPECIALISTS IN FIVE<br />
SERVE<br />
TYPES OF OFFICE ITEMS WORKING WITH THE BUYERS RE<br />
MAIN<br />
FOR THESE GOODS THE TECHNICIANS MAINTAIN AN UN<br />
SPDNSIBLE<br />
SEARCH FOR OFFICE ITEMS THAT WILL PROVIDE THE BESI<br />
FLAGGING<br />
IN TERMS OF FUNCTION IN ADDITIDN BUYERS ANO OFFICE<br />
VALUE<br />
SPECIALISTS USE A CLINICAL APPROACH IN DETERMINING<br />
SERVICE<br />
OF OFFICE ITEMS THEY TELL USERS HOW TD RUN<br />
FUNCTIONABILITY<br />
IESIS FOR OFFICE ITEMS AND ARRANGE FOR IN-USE<br />
DO-IT-YOURSELF<br />
TRIALS OF BOTH EQUIPMENT AND SUPPLIES.<br />
ONE SURVEY SHOWS ABOUT COMPUTER USE.<br />
WHAT<br />
MANAGEMENT VOL. 30 6 SEPTEMBER, 1966 2P<br />
BUSINESS<br />
EDUCATIONAL DATA-PROCESSING<br />
TRAINING=<br />
A SURVEY WAS CONDUCTED IN THE CENTRAL ILLINOIS<br />
RECENTLY<br />
TO FIND OUT JUSI HOW AND HOW HEAVILY BUSINESS RELIES<br />
AREA<br />
THE COMPUTER THE SURVEY ALSO AIMED AT CETERMINING THE<br />
ON<br />
AND TRAINING REQUIREMENTS THAT BUSINESS DEMANDS<br />
EDUCATIONAL<br />
THIS FIELD THIS ARTICLE SUMMARIZES THE SURVEY FINDINGS<br />
IN<br />
THE 153 FIRMS SAMPLED, APPROXIMATELY 46 PERCENT HAVE<br />
OF<br />
TYPE OF ELECTRICAL DATA-PROCESSING E{UIPMENT SERVICE<br />
SOME<br />
INDUSTRIES EMERGED AS THE MOST PROGRESSIVE THE AP<br />
TYPE<br />
FOR WHICH THE COMPUTER IS MOST FREQUENTLY USED<br />
PL[CATIONS<br />
BILLING PAYROLL INVENTORY= SALES ANALYSIS AND<br />
INCLUDE<br />
RECEIVABLE ABOUT 37 PERCENT OF THE RESPONDENTS<br />
ACCOUNTS<br />
GIVE THEIR EMPLOYEES DATA-PROCESSING TRAINING AFTER<br />
FIRMS<br />
HIRE THEM FINALLY, THE COMPUTER HAS ACTUALLY CREATED<br />
THEY<br />
POSITIONS IN MIDDLE MANAGPMENT IN SHORT THE SURVEY<br />
MORE<br />
THAT ALTOMATION BY COMPUTER MAY NOT BE A MAJOR<br />
SUGGESTS<br />
THREAT TO EMPLOYMENT.<br />
TO DRAW A BUSINESS FORM.<br />
HOW<br />
VOL 61 7 OCTOBER 6, 1966. 3P<br />
PURCHASING<br />
INFORMATION<br />
JOB,<br />
CAN GET A BUSINESS OR PURCHASING FORM TAILORED EX-'<br />
YOU<br />
TO YOUR COMPANYS NEEDS SIMPLY BY DESIGNING IT YOUR<br />
ACTLY<br />
II SOUNDS DIFFICULT, BUT THE I6 STEP HOW-IO-GUIDE<br />
SELF.<br />
IN THIS ARTICLE MAKES THE JOB RELATIVELY EASY.<br />
OUTLINED<br />
DESIGNING YOUR OWN FORM YOU WILL NOT HAVE TO -MAKE<br />
BY<br />
BY ALTERING SOMEONE ELSES FORM NOT ONLY THIS BUT YOU<br />
DO-<br />
NOT HAVE TO PAY PRINTERS HIGH PRICES FOR TFEIR DESIGN<br />
WILL<br />
THE FIRSI THING TC DO WHEN DRAWING A FORM IS TO<br />
SERVICES.<br />
A PAD OF SCALED LAYOUT SHEETS FROM ANY ROTARY PRINTER.<br />
GET<br />
A SEPARATE SHEET OF PAPER SHOULD BE LISIED ALL THE IN<br />
ON<br />
THAT MUST BE FILLED IN ON THE FORM WHENEVER<br />
FORMATION
ASSIGN EACH ITEM A GENERAL CLASSIFICATION THE NEXT<br />
POSSIBLE<br />
IS TO DRAW THE FORM ON THE LAYOUT SHEET. IN DRAWING THE<br />
STEP<br />
YOU DO NOT HAVE TO LIMIT THE PRINTING OF WORDS TO<br />
FORM<br />
OTHER THINGS TO KEEP IN MIND ARE<br />
ONE-CHARACTER-PER-SPACE.<br />
HAVE SOME METHOD OF DATA CLASSIFICATION AND TO ADO MARC-'<br />
TO<br />
NOTES SUCH AS ROUTINGS ON THE BOTTOM ECGE CF THE FORM.<br />
INAL<br />
SCFOFIELD, WILLIAM M<br />
0404<br />
EFFECTIVE INTERNAL MANAGEMENT REPORTING SYSTEM<br />
AN<br />
ACCOUNTING VOL 48 NO SEPTEMBER 196& I0 PAGES<br />
MANAGEMENT<br />
ANALYSIS<br />
PLANS,<br />
EFFECTIVE INTERNAL FINANCIAL REPORTING SYSTEM<br />
AN<br />
TAKE A DIRECT ROUTE FROM ANALYSIS TO ACTION. THE<br />
MUST<br />
PRESENTS AN EXAMPLE OF AN EFFECIIVE SYSTEM IN THE<br />
AUTHOR<br />
HIS SYSTEM HAS BEEN FOUND TO BE A SIGNIFICANT<br />
ARTICLE.<br />
OVER THE FORMER CONVENTIONAL FINANCIAL STATE-'<br />
IMPROVEMENT<br />
THIS SYSTEM OF REPORTS CAN BE DEVELOPED WHETHER<br />
MENTS.<br />
ACCOUNTING SYSTEM IS ABSORPTION OR DIRECT-COSTING AND<br />
THE<br />
STANDARDS OR PROFIT PLANS ARE NOT PRESENT HOWEVER,<br />
WHERE<br />
AN ABSORPTION COSTING SYSTEM A GREAT DEAL MORE EFFORT<br />
UNDER<br />
REQUIRED TO RE-ALIGN ALL EXPENSES ACCORDING TO VARIABLE<br />
IS<br />
PERIOD.<br />
OR<br />
CIRTIN, ARNOLD<br />
0405<br />
0406<br />
0407<br />
C408<br />
ANALYSIS<br />
VALUE<br />
JOURNAL OF ACCOLNTANCY VOL 122, 4. OCTOBER, 1966.<br />
THE<br />
ANALYSIS<br />
ORGANIZED,<br />
RECENT YEARS A DYNAMIC NEW COST-SAVING CONCEPT HAS<br />
IN<br />
ATTRACTING THE ATTENTICN DF MANY PEOPLE IN MANAGEMENT.<br />
BEEN<br />
SPECTACULAR ARE ITS RESULTS THAT ITS POPULARITY IS GROW-'<br />
SO<br />
BY LEAPS AND BOUNDS ITS USE IS NOT LIMITED TO ANY CER<br />
ING<br />
TYPE OF INDUSTRY THIS NEW TECHNIQUE IS VALUE ANALYSIS.<br />
TAIN<br />
DEVELOPED BY GENERAL ELECTRIC COMPANY DURING THE<br />
FIRST<br />
VALUE ANALYSIS IS DEFINED AS AN ORGANIZED CREATIVE<br />
1940S<br />
TO IDENTIFY UNNECESSARY COSTS IN PRODUCT IT<br />
APPROACH<br />
IN THE ORDERLY SUBSTITUTION OF DIFFERENT MATERIALS AND<br />
SULTS<br />
WITH IHE OBJECTIVE OF OBTAINING EQUIVALENT PER<br />
PROCESSES,<br />
AT LOWER COST. THE CPA, IN HIS POSITION AS AUDITOR,<br />
FORMANCE<br />
AND ADVISOR TO MANAGEMENT, IS AWARE OF THE<br />
CONSULTANT,<br />
FINANCIAL SITUATION AND ITS PROBLEMS IF ONE OF THE<br />
COMPANYS<br />
IS EXCESSIVE CDSTSw HE COULD PROBABLY DISCOVER IIS<br />
PROBLEMS<br />
BY ALERTNESS AND INITIATIVE IF HE FINDS THAT THE<br />
EXISTENCE<br />
CAN BE SOLVED BY VALUE ANALYSIS, HE WILL DO HIS<br />
PROBLEM<br />
A VALUABLE SERVICE BY INTRODUCING IT TO FIN<br />
CLIENT<br />
GREEN GIANT GOT MORE JACK OUT DF ITS BEAN STALKS<br />
HOW<br />
MANAGEMENT VDL 30, 6 SEPTEMBER, 1966 3P.<br />
BUSINESS<br />
PLANNING OPERATICNS-RESEARCH ADMINISTRATIVE<br />
PRCGRAMS<br />
COMPANIES ARE CONIENT WITH PROFIT INCREASES THAT<br />
SOME<br />
PACE WITH SALES INCREASES BUT THE GREEN GIANT COMPANY<br />
KEEP<br />
LESUEURe MINNESOTA THINKS THAT IS NOT ENOUGH. IT SET A<br />
OF<br />
IROUBLE SHOOTER LOOSE IN ITS CANNED BEAN DEPARTMENTe<br />
ROVING<br />
WATCHED THE PROFITS JUMP LATER, IT BEGAN USING TROUBLE<br />
THEN<br />
PROFIT-PLANNERS ON ITS OTHER PRODUCTS AS WELL.<br />
SHOOTING<br />
ARTICLE TELLS WHAT PROFIT PLANNING IS AND HOW TO USE IT<br />
THIS<br />
ESSENTIALLY INVOLVES STREAMLINING EVEN<br />
PROFIT-PLANNING<br />
SMALLEST MANUFACTURING OR ADMINISTRATIVE FUNCTION TO<br />
THE<br />
THAT MAXIMUM BENEFIT IS DERIVED FROM MINIMUM EFFORT<br />
INSURE<br />
EXPENDITURE. AND AS GREEN GIANT DISCOVEREDe EVEN ONE<br />
AND<br />
CAN ACHIEVE A GREAT DEAL WORKING ALONE AFTER DISCOVER-'<br />
MAN<br />
WHY PROFIIS ARE DRAINING ON THE PRODUCT, THE TROUBLE<br />
ING<br />
MAKES REPEATED VISIIS TO THE DIFFERENT DEPARTMENTS<br />
SHOOTER<br />
DISCUSS THEIR PROBLEMS NEXT HE SETS UP GROWTH PROGRAMS,<br />
TO<br />
A GOAL AND THE MEANS TD ATTAIN IT PROFIT<br />
ESTABLISHING<br />
EMPHASIZES COSTS QUALITY, AND OPERATIONS-RESEARCH<br />
PLANNING<br />
TO COME TO GRIPS WITH GRIPERS<br />
HOW<br />
MANAGEMENT VOL 30, 6 SEPTEMBER, Ig66<br />
BUSINESS<br />
EVALUATION<br />
PERFORMANCE<br />
CAN BE BOTHERSOME TIME WASTERS BUT THEY CAN<br />
GRIPERS<br />
ACI AS BAROMETERS THAT REFLECT BAD WEATHER IN A CON-'<br />
ALSO<br />
IHE KNOWLEGEABLE EXECUTIVE SEES A GRIPE FOR WHAT IT<br />
PANY<br />
IS- A CHANCE TO HELP AN EMPLOYEE WHEN HELP IS NEEDED,<br />
REALLY<br />
A GOLDEN OPPORTUNITY TO PROVE HIS PROBLEM IS MANAGEMENTS<br />
AND<br />
HERE ARE FOUR WAYS TO PREPARE FOR THE NEXT CON<br />
PROBLEM.<br />
THAT COMES STORMING INTO THE OFFICE<br />
PLAINER<br />
FIRST POINT IS SELF-IMPROVEMENT. EVERY FORM OF<br />
THE<br />
EMPLOYEE GRIEVANCES- SHOULD BE LOOKED<br />
CRITICISM-INCLUDING<br />
AS A SPRINGBOARD TO BETTER PERFORMANCE THE SECOND<br />
UPON<br />
IS COMPANY FEEDBACK IF A PARTICULAR KIND OF GRIPE<br />
POINT<br />
COMMON AMONG THE EMPLOYEES AND THE GRIPE IS FOUND<br />
BECOMES<br />
PERHAPS SOME COMPANY CHANGE IS IN ORDER ANOTHER<br />
VALID,<br />
TO WATCH IS THAT GRIPES CF OTHER EXECUTIVES EMPLOYEES<br />
THING<br />
WELL BE HIODEN GRIPES OF YOUR OWN EMPLOYEES. FINALLY,<br />
MAY<br />
YOU HAVE A MAWS PET PEEVE OUT IN THE OPEN, YOU HAVE AN<br />
ONCE<br />
INSIGHT INTO WHAT MAKES THE MAN TICK<br />
INVALUABLE<br />
SIMPLE INCENTIVE PLAN FOR YOUR FACTORY FOREMAN.<br />
A<br />
MANAGEMENT VOL. 30 6 SEPTEMBERe 1966 3P<br />
BUSINESS<br />
PLANe EVALUATE, CONTROL<br />
PROGRAM,<br />
PRODUCTION TECHNOLOGY INCREASES IN SOPHISTOCAIION<br />
AS<br />
FACTORY FOREMAN GROWS IN IMPORTANCE. BUTe AS IN THE PAST<br />
THE<br />
MANAGERS DECRY THE WEAK FOREMAN BUT DO LITTLE ABOUT<br />
TODAYS<br />
HERE IS ONE SUGGESTION THAT MAY SOLVE IHE PROBLEM.<br />
HIM<br />
SUGGESTION IS A FORMAL BUT UNCOMPLICATED INCENTIVE<br />
THE<br />
THAT WILL ENABLE MANAGERS TO EVALUATE A FDREMANS<br />
PROGRAM<br />
AND REWARD HIM ACCORDINGLY LINKING A FOREMANS<br />
PERFORMANCE<br />
TO HIS PERFORMANCE CAN RESULT IN MARKET SAVINGS TO<br />
INCOME<br />
COMPANY AND A MORE HIGHLY MOTIVATED FOREMAN GIVEN THE<br />
THE<br />
HE CAN INCREASE HIS INCOME- AND TEND THE SHOP<br />
OPPORTUNITYe<br />
EFFICIENTLY. ONE CAN ASSESS THE FDREMANS PERFORMANCE BY<br />
MORE<br />
SIX FACTORS- THE FCREMANS PERFORMANCE IN RELATION<br />
WATCHING<br />
DIRECT AND INDIRECT LABOR, PRIMARY MATERIALS, QUALITY<br />
TD<br />
SUPPLIES, MAINTENANCE AND INTERDEPARTMENTAL SER-'<br />
CONTROLe<br />
IN SEIIING UP THE PRDGRAMe THE TERM -INCENTIVE-<br />
VICES<br />
NOT BE USED SINCE IT WOULD NOT EASILY DISTINGUISH THE<br />
SHOULD<br />
FROM A LOWER-LEVEL EMPLCYEE PLAN<br />
PLAN<br />
125<br />
PERSONNEL OFFICES TURN TO COMPUTERS<br />
0409<br />
MARKETING, VOL 2 NO. 8, AUGUST 966<br />
INTERNATIONAL<br />
51 PAGE<br />
JOB<br />
PERSONNEL<br />
SHORT ARTICLE DISCUSSES COMPUTERS IN PERSONNEL<br />
THIS<br />
THEY HAVE FINALLY CAUGHT ON, GIVING A NEW,<br />
OFFICES<br />
STATUS TO IHE JOB OF COMPANY PERSONNEL DIRECTOR<br />
HIGHER<br />
OF THE FIRMS USING COMPUTERIZED PERSONNEL<br />
SOME<br />
ARE MENTIONED AMONG THEM ARE I.B M. EASTMAN<br />
FILES<br />
R.C.A STANDARD OIL AND HUGHES AIRCRAFT.<br />
KODAK,<br />
JOPNSON HOWARD G<br />
C40<br />
ITEM CONTROL<br />
KEY<br />
PRICE WATERHOUSE REVIEW VOL lie AUTUMN, 1966<br />
THE<br />
PLANe INFORMATION CONTROL<br />
RULES,<br />
LIFE OF THE TYPICAL TOP EXECUTIVE HAS BECOME IN-'<br />
THE<br />
COMPLEX- HE IS FACED WITH THE PROBLEM DF WINNOWING<br />
CREDIBLY<br />
THE VALUABLE DATA FROM THE MASS OF LESS IMPORTANT DATA<br />
OUT<br />
TECHNIQUE FOUND USEFUL IN THIS AREA IS CALLED -KEY ITEM<br />
ONE<br />
WHICH HAS HAD DRAMATIC SUCCESS<br />
CONTROLe-<br />
GROUND RULES FOR THE KEY ITEM CONTRCL ARE TO FIRST<br />
THE<br />
AND CONTROL THOSE AREAS IN WHICH GOOD OR POOR PERFORM-'<br />
PLAN<br />
CAN MATERIALLY INFLUENCE THE RESULTS CF OPERATIONS AND,<br />
ANCE<br />
TO REPORT THAT PERFORMANCE IN THE MOST EASILY UND<br />
SECOND<br />
AND ACTION-PROVOKING MANNER. THE KEY ITEMS REQUIRING<br />
ERSIOOD<br />
MIGHT BE FINANCIAL DATA -RETURN ON INVESTMENT-,<br />
CONTROL<br />
STATISTICS- LABOR PRODOCTIVITY- AND QUALITA-'<br />
QUANTITATIVE<br />
INFORMATION SUCH AS PRODUCT STYLING. ESTABLISHING KEY<br />
TIME<br />
FOR A COMPANY INVOLVES FOUR BASIC STEPS- FIRST,<br />
CONTROL<br />
THE KEY ITEMS SECONDe THE DESIRED PERFORMANCE<br />
IDENTIFYING<br />
THE FIRM SHOULD BE PLANNED. FINALLY, REPORTING PRACTICES<br />
OF<br />
BE ESTABLISHED AND CONTROL ACTION INSTITbTED<br />
SHOULD<br />
ROTHERY BRIAN<br />
011<br />
VIEWPOINT IN SYSTEMS DESIGN<br />
A<br />
PROCESSING, VOL. 8e NO 9, SEPT., 1966e PAGES S-SS<br />
DATA<br />
ADMINISTRATIVE<br />
CONTROL,<br />
ARTICLE PRESENTS SOME VIEWS ON THE INCREASE<br />
THIS<br />
THE SYSTEM DESIGNERS AREA OF INTEREST DUE TO THE<br />
IN<br />
ROLE OF THE COMPUTER AND THE DATA PROCESSING<br />
EXPANDING<br />
FIELD.<br />
AUTHOR STATES THAT THE SYSTEMS MAN CAN<br />
THE<br />
ONLY BY TAKING AN INCREASINGLY ADMINISTRATIVE<br />
EXPAND<br />
AND A VIEWPOINT OF OVERALL CONTROL.<br />
APPROACH<br />
ACTUAL WORK VIEW IS DISCUSSED AND BRIEFLY<br />
HIS<br />
DIAGRAMMED.<br />
DAVENPORTe WILLIAM<br />
0412<br />
AND ERROR CONTROL IN DATA COMMUNICATIONS<br />
EFFICIENCY<br />
PROCESSING VOL. 8, NO. 9 SEPT. I766 PAGES<br />
DAIA<br />
CODINGt ANALYSIS<br />
CONTROLe<br />
ARTICLE PRESENTS THE CONCLUDING PORTION<br />
THIS<br />
THE ANALYSIS OF TRANSMISSION AND RECEPTION SPEED,<br />
OF<br />
SYSTEMSe AND ERROR CONTROL SYSTEMS IN DATA<br />
CODING<br />
COMMUNICATIONS.<br />
THE AUTHOR OCLUDES THAT CHOOSING<br />
ALTHOUGH<br />
ERROR CONTROL SYSTEM IS NOSILY TRIAL AND ERROR<br />
AN<br />
ECONOMICS, HE DOES LIST I FACTORS TO CONSIDER.<br />
AND<br />
FACTORS INCLUDE SUCH ITEMS AS COSTe REDUNOANCY<br />
THESE<br />
TRANSMISSION EFFICIENCY ANODTHERS.<br />
REPROGRAMMING,<br />
AND IABLES ARE INCLUDED<br />
CHARTS<br />
ABT CLARK C SCOTTe RICHARD C JR.<br />
043<br />
AND TRAINING PROGRAMS<br />
SIMULATIONS<br />
VOL 59, NO 4, OCT 1966, PAGES 49+<br />
BANKING,<br />
PROGRAMS<br />
TRAINING,<br />
AUTHORS STATE THAT TRAINING GAMES CAN BE AN<br />
THE<br />
SUPPLEMENT TO BANK TRAINING PROGRAMS<br />
EFFECTIVE<br />
CAN DEVELOP SKILLS IN A MAKE-BELIEVE<br />
TRAINEES<br />
WHICH IS A MEANINGFUL REPRESENTATION OF<br />
SITUATION<br />
REAL BANK PROBLEM<br />
A<br />
DISCUSS THE DISADVANTAGES OF LEARNING-BY--'<br />
THEY<br />
TRAINING PRGRAMS AND HCW SIMULATION, THROUGH<br />
DOING<br />
AND ROLE-PLAYING IS OFTEN MORE EFFECTIVE<br />
GAMES<br />
WOLFE, WENDELL W.<br />
G41A<br />
RELATIONS LABORATORY IRAINING- THREE QUESTIONS<br />
HUMAN<br />
OF BUSINESS, VOL. 39 NO. 4, OCTOBER, I66.<br />
JOURNAL<br />
512-515<br />
PAGES<br />
ORGANIZATIONS<br />
TRAINING,<br />
ARTICLE ASKS THREE QUESTIONS ABOUT HUMAN<br />
THIS<br />
LABORATDRY TRAINING THEY ARE CONCERNED WITH<br />
RELATIONS<br />
SPECIFIC OBJECTIVES OF THE HUMAN RELATIONS TRAINING<br />
THE<br />
THE EVIDENCE THAT HAS BEEN PRESENTED BY<br />
LABORATORIES,<br />
WHO CONDUCT THESE LABORATORIES IO SHOW THAT THESE<br />
THOSE<br />
ARE BEING ACCOMPLISHED AND EVIDENCE THAT HAS<br />
OBJECTIVES<br />
PRESENTED TO PROVE THAT THE LABORATORIES ARE<br />
BEEN<br />
TD THE SOLUTION OF REGULARLY OCCURRING<br />
CONTRIBUTING<br />
FACED BY ORGANIZATIONS<br />
PROBLEMS<br />
AUTHOR CONCLUDES THAT THESE TRAINING<br />
THE<br />
WHILE MOST PDPULARe HAVE NOT YET<br />
LABORATORIES,<br />
REAL SCIENTIFIC CREDENTIALS<br />
PRESENTED<br />
MENKHAUS EDWARD<br />
0415<br />
MANY NEW IMAGES OF MICROFILM<br />
THE<br />
AUTOMATION VOL 13e TO OCTOBER, 966<br />
BUSINESS<br />
ANALYSIS<br />
INFORMATION,<br />
ACCEPTED AS A STORAGE MEDIUM, MICROFORMS ARE NOW<br />
LONG<br />
AN IMPROTANI ROLE IN THE DEVELOPMENT OF MODERN IN<br />
ASSUMING<br />
SYSTEMS A THOROUGH LOOK AT MICROFILM AS AVERS<br />
FORMATION<br />
SYSTEMS TOOL IS PRESENTED IN THIS ARTICLE<br />
ATILE<br />
AUTHOR FIRST DISCUSSES IHEVARIOUS SHAPES AND SIZES<br />
THE<br />
WHICH MICROFORMS ARE AVAILABLE TO THE USER, INCLUDING<br />
IN<br />
FILM, APERTURE CARDS, MICROFICHE MICRO-JACKETS AND<br />
ROLL<br />
EACH MICROFORM HAS ITS PLACE IN THE SPECTRUM<br />
MICROSTRIPS<br />
APPLICATIONS AN ANALYSIS OF THE APPLICATIONS WILL ALMOST<br />
OF<br />
LEAD TO THE CONCLUSION THAT MOST APPLICATIONS<br />
INEVITABLE<br />
BEST SERVED BY A UNIT RECORD, AS OPPOSED TO A CONTINUOUS<br />
ARE<br />
OF RECORDS THE EFFECTIVENESS OF MICROFILM-COMPUTER<br />
ROW<br />
IN A BUSINESS SYSTEM IS MEASURED BY THE ElIM-'<br />
COMBINATIONS<br />
OF COMPUTER PRINT-OUT, FLEXIBILITY IN CONCISE FORMS,<br />
INATION<br />
REDUCTION OF PAPER SHUFFLING AT THE OUIPUT END OF A<br />
AND
SYSTEM ANONG THE RECENT DEVELOPMENTS IN THE MID-'<br />
COMPUTER<br />
FIELO IS HIGH DENSITY PACKING OF FILM TMAGESo<br />
CRDFILM<br />
BERRYt DAVID R VICTOR, RUSSELL Fo<br />
G416<br />
ARE YOUR LISTENING HABITS*<br />
HON<br />
VOL. 59t NO 4, OCT*t 1966t PAGES 48+<br />
BANKING<br />
PROGRAH, EVALUATION<br />
TRAININGt<br />
ARTICLE DESCRIBES NEW EFFECTIVE LISTENING<br />
THIS<br />
AND GIVES AN ACCOUNT OF ITS RESULTS AS IT<br />
PROGRAM<br />
INTEGRATED INTO CERTAIN AREAS OF A TRAINING<br />
HAS<br />
AT CHEMICAL BANK NEW YORK TRUST COMPANY<br />
SYSTEH<br />
PROGRAM NAS DEVELOPED AND PRODUCED BY<br />
THE<br />
SYSTEMS INCo DF XEROX° THE PARTICIPANTS<br />
BASIC<br />
TO A WIDE VARIETY OF SPOKEN STATEMENTS<br />
LISTEN<br />
PRE-RECORDEO TAPES AND ARE ASKED TO SUMMARIZE<br />
ON<br />
THE SPEAKER HAS SAID.<br />
WHAT<br />
SPECIFICS OF HOW THIS WAS DONE AND A<br />
THE<br />
EVALUATION OF THE PROGRAM CONCLUDE THE<br />
POST-TEST<br />
ARTICLE.<br />
STICE JAMES O.<br />
04IT<br />
AN AGENCY STUDIES ITS COMMUNICATIONS SYSTEM<br />
HOW<br />
AND SALES PROMOTIDNt VOL 14 NO 10, OCT 1966,<br />
ADVERTISING<br />
5T-58<br />
PAGES<br />
PERSDNNELe ANALYSIS<br />
SUPERVISORYe<br />
ARTICLE STATES THAT IF YOU CAN SAVE T[HE<br />
THIS<br />
ROUTINE PROCEDURES, YOU HAVE MORE TIME FOR<br />
IN<br />
CONTRIBUTIONS<br />
CREATIVE<br />
AUTHORS COMPANY, A ST LOUIS ADVERTISING<br />
THE<br />
MARKETING AGENCYt CONDUCTED A 90-DAY ANALYSIS<br />
AND<br />
THE COMMUNICATIONS TECHNIQUES DF THEIR SUPERVISORY<br />
OF<br />
ACCOUNT PERSONNEL. IT INDICATED THAT AT LEAST<br />
AND<br />
PERCENT OF CGNMUNICATIONS MATERIAL THAT SHOULD<br />
25<br />
BEEN DICTATED WAS BEING PERSONALLY TYPED DR<br />
HAVE<br />
[N LONGHAND.<br />
WRITTEN<br />
THIS WAS RENEDIEOt WITH THE AID DF MORE<br />
HOW<br />
MACHINES, IS FURTHER DESCRIBED IN THE<br />
DICTATING<br />
ARTICLE.<br />
BENNETTe JOHN M.<br />
04[8<br />
APPROACH TO SOME STRUCTURED LINEAR PROGRAMMING PROBLEMS<br />
AN<br />
OPERATIONS RESEARCH VDL. [4 4. JULY-AUGUSTe 1966. 9P<br />
PAPER DESCRIBES A CDPPUTAT1DNAL APPROACH, WHICH IS<br />
THIS<br />
ALTERNATIVE TO THAT DF DANZIG AND WOLFE, FOR HANDL[NG<br />
AN<br />
LINEAR-PROGRAMMING PROBLEMS THAT WOULD BREAK UP<br />
STRUCTURED<br />
A NUMBER OF SUBPROBLEMS EXCEPT FOR SOME RESTRICTIONS<br />
INTO<br />
GROUPS OF VAR[ADLES OCCURRING IN MORE THAN ONE SUBPRDB-'<br />
ON<br />
THE BASIC IDEA DF THE APPROACH SPRINGS FROM THE CONP<br />
LEND<br />
ASPECTS OF KRDNS HETHOD OF TEARING FOR CONVEN-'<br />
UTATIONAL<br />
IT IS DESCRIBED IN TERMS OF THE PRIMAL ALGOR[THM<br />
IENCE<br />
THE METHOD COULD EGUALLY WELL BE USEO WITH THE DUAL<br />
ALTHOUGH<br />
APPROACH*<br />
ABRAHS JACK<br />
0419<br />
OF ALTERNATIVE RATING DEVICES FOR CONSUMER<br />
EVALUATION<br />
RESEARCH<br />
OF MARKETING RESEARCH, VOL. 3e NO 2 MAY, ]966,<br />
JOURNAL<br />
PAGES<br />
5<br />
[NFORMATIDN EVALUATION, DECISIDN ANALYZEO<br />
SELECTING,<br />
RATING OEVICES OR ATTITUDE SCALES IS TOO<br />
SELECTING<br />
A CASUAL OR JUDGMENT DECISION LITTLE OBJECTIVE<br />
OFTEN<br />
IS AVAILABLE TO AID IN THE SELECTION PROCESS.<br />
INFORMATION<br />
AUTHOR COMPARES AND CONTRASTS FOUR COMMONLY USED<br />
THE<br />
DEVICES THE DEVICES ARE ANALYZED FOR PREDICTING<br />
RATING<br />
BEHAVIOR ANO AIDING IN DETERMINING MEASUREMENTS<br />
CONSUMER<br />
ATTITUDE CHANGES.<br />
OF<br />
DICHTERe ERNEST<br />
0420<br />
WORD-OF-MOUTH ADVERTISING WORKS.<br />
HOW<br />
BUSINESS REIEWe VDL 44t NO° 6 NOV<br />
HARVARD<br />
PAGES<br />
ORGANIZED<br />
PSYDHDLOGICAL<br />
THIS ARTICLE RESEARCH FINDINGS ON THE INFLUENCE<br />
IN<br />
-RECOMMENDERS- SHOW HOW THE PROCESSES INVOLVED CAN<br />
OF<br />
SUCCESSFULLY APPLIED TO THE PRACTICAL REALITIES OF<br />
BE<br />
ADVERTISING<br />
ARTICLE iS ORGANIZED INTO TWO PARTS. THE FIRSYt<br />
THE<br />
PSYCHOLOGICAL FINDINGS ABOUT WORD-OF-NDUTHe IDEALS<br />
THE<br />
THE DISCOVERY AND CHARTING OF THE CHANNELS OF<br />
WITH<br />
IN THE SECOND PART THE FINDINGS ARE<br />
COMMUNICATION.<br />
TO THE PRACTICAL PROBLEMS OF ADVERTISING.<br />
APPLIED<br />
AUTHOR CONCLUDES THAT ESPECIALLY WITH PROOUCTS<br />
THE<br />
RISK VALUE IS HIGH, WORD-OF-MOUTH RECOMMENDATION<br />
NHOSE<br />
A STRONG, IF NOT THE STRONGEST, ALLY A PRODUCT CAN HAVE.<br />
]S<br />
CANNOT SELL AGAINST PERSONAL INFLUENCE BUT<br />
ADVERTISING<br />
INFLUENCE CAN SELL AGA]NST ADVERTISING.<br />
PERSONAL<br />
8ABB Eo+N. LESLIE M A VAN SLYKE, M Do<br />
0421<br />
POTENTIAL OF BUS[NESS-GAH]NG METHQOS IN RESEARCHo<br />
THE<br />
OF BUSINESS, VOL* 39e NO 4, OCTOBER, I966,<br />
JOURNAL<br />
PAGES<br />
ORGANIZAT]ONAL MAKINGt INFORMATIONAL, EDUCATION,<br />
TEST<br />
DECISION<br />
ARTICLE EXAMINES PROBLEMS ANO POTENTIALS OF<br />
THIS<br />
GAMES AS A RESEARCH METHOD AND SUMMARIZES<br />
BUSINESS<br />
OF SEVERAL STUDIES CONDUCTED AT PURDUE UNIVERSITY<br />
FINDINGS<br />
STUDIES ARE PART OF A CONTINUING LINE OF WORK TO<br />
THESE<br />
MANAGEMENT DAMES FOR CCLLEGIATE AND ADULT EDUCATION<br />
DEVELOP<br />
TO TEST THE RESEARCH POTENTIAL OF GAMING METHOOSo<br />
AND<br />
EXPLORATORY STUDIES SUGGEST THAT BUSINESS<br />
THESE<br />
METHODS MAY PAVE THE WAY FOR BREAKTHROUGH [N<br />
GAMING<br />
OF THE EFFECT OF INFORMATIONAL AND ORGANIZATIONAL<br />
STUDIES<br />
ON DECISION MAKING AND THE EFFECT OF MARKET<br />
VARIABLES<br />
AND PSYCHOLOGICAL AND RELATED FACTORS ON<br />
STRUCTURE<br />
AND GROUP BEHAVIOR. THESE TYPES OF PROBLEMS<br />
INDIVIDUAL<br />
BEEN DIFFICULT TO RESEARCH WITH TRADITIONAL METHODS.<br />
HAVE<br />
APPENDIX GIVES A TABLE OF PSYCHOLOGICAL VARIABLES<br />
AN<br />
DESCRIPTIONS THAT WERE EXAMINED FOR RELATIONSHIPS<br />
WITH<br />
MANAGERIAL ABILITY<br />
TO<br />
MANGFIELD EDWIN BRANDENBURG, RICHARD<br />
0422<br />
CHARACTERISTICS OUTCOME OF RESEARCH<br />
ALLOCATION<br />
DEVELOPMENT<br />
OF BUSINESS, VOL 39, NO 4, OCT 1966<br />
JOURNAL<br />
447-464<br />
PAGES<br />
EVALUATED<br />
TESTING,<br />
PAPER REPORTS THE FINDINGS OF A CASE STUDY OF THE<br />
THIS<br />
AND DEVELOPMENT PORTFOLIO DF THE CENTRAL RESEARCH<br />
RESEARCH<br />
OF ONE OF THE NATIONS LARGEST FIRMS, A PROMINENT<br />
LABORATORY<br />
MANUFACTURER. DATA WERE OBTAINED REGARDING 70<br />
EQUIPMENT<br />
PROJECTS AND NUMEROUS INTERVIEWS WERE OBTAINED WITH<br />
MAJOR<br />
AT VARIOUS LEVELS OF THE FIRM<br />
OFFICIALS<br />
OF IE PAPER DESCRIBES THE PROCESS BY WHICH<br />
SECTION<br />
AND D PROPOSALS AND BUDGEIS WERE GENERATED AND EVALUATED<br />
R<br />
IS FOLLOWED BY SECTIONS PRESENTING AND TESTING A MODEL<br />
THIS<br />
EXPLAIN THE EXPENDITURES PROPOSED FOR A PARTICULAR<br />
TO<br />
AND A MODEL TO EXPLAIN MODIFICATIONS MADE BY THE<br />
PROJECT<br />
IN THE PROPOSED LEVEL OF EXPENDITURES.<br />
MANAGEMENT<br />
TABLES ARE USED AND MANY REFERENCES GIVEN<br />
MANY<br />
BENSTON, GEORGE J<br />
042<br />
REGRESSION ANALYSIS OF COST BEHAVIOR<br />
MULIIPLE<br />
ACCOUNTING REVIEW VCL 41 NO 4 OCT 1966 15P.<br />
THE<br />
MEASUREMENT, EDP<br />
RECORD-KEEPING,<br />
ANALYSIS IS NOT ONLY A VALUABLE TOOL BUT A<br />
REGRESSION<br />
MADE AVAILABLE, INEXPENSIVE AND EASY TO USE BY COM<br />
MEIHOD<br />
THE MAJOR PROBLEM OF COST MEASUREMENT IS DISCUSSED<br />
PUIERS<br />
THE FIRSI SECTIO OF THIS PAPER. SECOND, THE METHOD OF<br />
IN<br />
REGRESSION IS DISCUSSED IN NDNMATHEMATICAL TERMS<br />
MULTIPLE<br />
THE THIRD SECTION THE TECHNICAL REQUIREMENTS OF MULTIPLE<br />
IN<br />
ARE OUTLINED AND THE IMPLICATIONS OF THESE RE<br />
REGRESSION<br />
FOR THE RECORDING OF COST DATA IN THE FIRMS ACC-'<br />
QUIREMENTS<br />
RECORDS ARE OUTLINED THE FUNCTIONAL FORM OF THE<br />
OUNTING<br />
EQUATION IS CONSIDERED SOME APPLICATIONS FOR<br />
REGRESSION<br />
REGRESSION ANALYSIS ARE DISCUSSED<br />
MULTIPLE<br />
FINKEL, BERNARD<br />
0424<br />
CHECKLIST OF PUBLICITY IDEAS<br />
A<br />
AND SALES PROMOTION, VOL 14, NO 10, OCT<br />
ADVERTISING<br />
42-43<br />
PAGES<br />
COMMUNITY RELATIONS<br />
PUBLIC<br />
ARTICLE LISTS 8? OCCASIONS WHICH MIGHT<br />
THIS<br />
USED AS THE STARTING POINT FOR GETTING PUBLICITY<br />
BE<br />
A COMPANY IN A FAVORABLE WAY<br />
FOR<br />
MUST BE DOING THINGS, MUST EVEN HAKE<br />
MANAGEMENT<br />
HAPPEN IN ORDER TO DESERVE AND TO GET PUBLICITY<br />
THINGS<br />
CHECKLIST WILL AID MANAGEMENT IN DETECTING A<br />
THIS<br />
PUBLICITY STORY OF INTEREST TO NEWSPAPERS,<br />
POSSIBLE<br />
AND TELEVISION, MAGAZINES, BUSINESS PUBLICATIONS,<br />
RADIO<br />
PROFESSIONAL AND TECHNICAL JOURNALS<br />
AND<br />
DOYLE, LAUREN B<br />
0425<br />
USER STUDIES<br />
PERPETUAL<br />
VOL 12, i0 OCTOBER, 1966 2P<br />
DATAMATIDN<br />
PLANNING, INFORMATION, HANDICAPPED, DOCUMENT,<br />
REIRIEVE,<br />
CONIROL<br />
TO THE MAGNITUDE AND COMPLEXITY OF TECHNICAL IN<br />
DUE<br />
FLOW IN THE U.S., THE URGE TO PROPOSE A GOVERNHENT<br />
FORMKTTO<br />
CENTRALIZED TECHNICAL INFORMATION SERVICE IS AS<br />
SPONSORED<br />
AS THE STIRRINGS OF A TROUBLED CONSCIENCE THE<br />
RECURRENT<br />
CONTENDS THAT WITHOUI MUCH BETTER DATA ON WHAT USERS<br />
AUTHOR<br />
WITH THE INFORMATION THEY RETRIEVE, PLAkNING IS HANOI<br />
DO<br />
FOR MANAGEMENT OF INFORMATION NATIONALLY<br />
CAPPED<br />
SYSTEM IS IHE -TECHNICAL DOCUMENT SYSTEM,- IN WHICH<br />
ONE<br />
PUT USEFUL DATA AND/OR DISCUSSION IN A FORM THAT CAN<br />
AUTHORS<br />
DIRECTED FLEXIBLY TO A LARGE AUDIENCE, SCATTERED WIDELY<br />
BE<br />
TIME AND SPACE. BbT TWO IMPORTANT DIFFICULTIES ARE SEEN<br />
IN<br />
A USER-GOVERNED CONTROL SYSTEM FIRST THERE IS THE USERS<br />
IN<br />
BEHAVIOR IN SEARCHING AND SELECTING INFORMATION AND<br />
COMPLEX<br />
IMPOSSIBILITY OF GETTING ALL PERTINENT INFORMATION ALSO<br />
THE<br />
IS THE USERS FALLIBILITY, ESPECIALLY HIS LIMITED<br />
THERE<br />
OF HOW BEST TO APPROACH THE INFORMATION STORE.<br />
UNOERSTANDING<br />
MILLER, ARJAY<br />
0426<br />
ROLES FOR THE CAMPUS AND THE CORPORATION<br />
NEW<br />
BUSINESS REVIEW VDL 18, 5 NOVEMBER, 1966 8P<br />
MICHIGAN<br />
PROGRAMS, EDUCATION, ANALYSIS<br />
TRAINING,<br />
AT AN EVER FASTER AND MORE UNEVEN PACE IS THE<br />
CHANGE<br />
FEATURE OF OUR LIFE AND THE CENTRAL PROBLEM OF OUR<br />
CENTRAL<br />
IN THE FACE OF THIS CHALLENGE, THE TRADITIONAL VIEWS<br />
DAY<br />
OUR RESPONSIBILITIES TO SOCIETY AND OUR RELATIONSHIPS TO<br />
OF<br />
OTHER MUST YIELD<br />
EACH<br />
BUSINESS= THIS MEANS THE TRADITIUNAL VIEW THAT<br />
FOR<br />
MANAGEMENT IS RESPONSIBLE SOLELY TO THE SHARE<br />
CORPORATE<br />
MUST BE ENLARGED TO INCLUDE EMPLOYEES CUSTOMERS,<br />
HOLDERS<br />
EDUCATION, AND THE PUBLIC AT LARGE FORD MOTOR<br />
GOVERNMENT,<br />
HAS TAKEN A STEP IN THIS DIRECTION WITH ITS EDUCA-'<br />
COMPANY<br />
AND TRAINING PROGRAMS THE UNIVERSITY, IDOL HAS AC<br />
TIONAL<br />
NEW AND BROADER FUNCTIONS- TAKING ON A NEW ROLE AS<br />
CEPTED<br />
PARTICIPANT IN THE AFFAIRS OF GOVERNMENT AND BUST<br />
ACTIVE<br />
AS WE SEARCH FOR ANSWERS TO THE COMPLEX PROBLEMS OF<br />
NESS<br />
DAY, WE ARE FORTUNATE INDEED THAT NEW DECISIGN-MAKING<br />
OUR<br />
SUCH AS OPERATIONS RESEARCH OR SYSTEMS ANALYSIS ARE<br />
TOOLS<br />
EMERGING<br />
MCCRACKEN, PAUL W.<br />
042?<br />
TWENTY-FIRST CENTURY THIS UNIVERSITY, AND DOG-LEGS.'<br />
THE<br />
BUSINESS REVIEW VOL 18, NOVEMBER= 1966<br />
MICHIGAN<br />
EDUCATION<br />
HIGHER<br />
UNIVERSITY, IN SHORT, IS ALREADY IN THE BUSINESS<br />
TODAYS<br />
EDUCATING YOUNG MEN AND WOMEN FOR THE TWENTY-FIRST CENT<br />
OF<br />
THIS ARTICLE ANSWERS THE QUESTION- HOW CAN THE NATION<br />
URY<br />
ASSURE THAT THESE COPING DECADES WILL BE YEARS OF FUL-'<br />
BEST<br />
AND HOPE, AND PROGRESS<br />
FILLMENT<br />
TO PEER INTO THE FUTURE IS A HICHLY USEFUL<br />
ATTEMPTING<br />
IN THE STRATEGY FOR PROGRESS THERE MUST BE TWO<br />
EXERCISE.<br />
ONE REQUIREMENT IS CREATIVE ACTIVITY- A NEW THEORY<br />
ELEMENTS-<br />
A NEW PRODUCT OR A NEW METHOD ALSO, THERE MUST BE A<br />
OR<br />
BY WHICH IHE SOMETHING NEW IS DIFFUSED. THE UNI-'<br />
PROCESS<br />
HAS AN IMPORTANT CONTRIBUTION IT MUST TAKE THE<br />
VERS'TY<br />
FOR ADDING TO THE SOCIETYS STOCK OF KNOWL-'<br />
RESPONSIBILITIES<br />
ALSO, HIGHER EDUCATION MUST BE DESIGNED TO SHARPEN THE<br />
EDGE<br />
TO A CREATIVITY IHAT MAKES KNOWLEDGE RELEVANT<br />
COMMITMENT
THROUGH A FREE, OPEN, AND LIBERAL SOCIEIY OF WELL AND<br />
ONLY<br />
EDUCATED MEN AND WOMEN CAN WE CREATE AN ENVIRON-'<br />
LIBERALLY<br />
HOSPITABLE TO THE DIFFUSION OF THE FRUITS OF PROGRESS<br />
MENT<br />
GIBBONS, CHARLES C<br />
C428<br />
THE BARRIERS TO DELEGATION<br />
BREAKING<br />
BUSINESS REVIEW VOL IB, NOVEMBER, 1966 3P<br />
MICHIGAN<br />
AUTHORITY<br />
RESPONSIBILITY<br />
WHO SPEAK AND WRITE ON MANAGEMENT PRACTICES ARE<br />
THOSE<br />
IN SAYING THAT MANAGERS SHOULD DELEGATE AUTHORITY<br />
UNANIMOUS<br />
RESPONSIBILITY TO THEIR SUBORDINATES FURTHERMORE, MUST<br />
AND<br />
THEMSELVES RECOGNIZE THAT THEY CANNOT PERFORM ALL<br />
MANAGERS<br />
WORK FOR WHICH IHEY ARE RESPONSIBLE THIS ARTICLE DIS-'<br />
THE<br />
THE REASONS WHY MANAGERS FINO IT SO DIFFICULT TO<br />
CUSSES<br />
DELEGATE.<br />
MANAGERS FAIL TC DELEGATE BECAUSE THEY DO NOT<br />
FIRST,<br />
CLEARLY WHAT THEIR RESPONSIBILIIY AND AUTHORITY<br />
UNDERSTAND<br />
THEY OVERESTIMATE THE EXTENT TO WHICH THEY CAN DO THE<br />
ARE,<br />
THEMSELVES BETTER THAN IT WOULD BE DONE BY THEIR SUB-'<br />
WORK<br />
ALSO, MANAGERS FEEL INSECURE IN THEIR JOBS AND<br />
ORDINATES<br />
THEIR RELATIONSHIPS WITH THEIR SUPERIORS, THEIR PEERS,<br />
IN<br />
THEIR SUBORDINATES SOME SUGGESTIONS ARE GIVEN AS TO<br />
AND<br />
A MANAGER MIGHT 00 IF HE WISHES TO IMPROVE HIS DELEGA-'<br />
WHAT<br />
TIUN<br />
CRAWFORD, C MERLE<br />
C429<br />
BIGOTRY<br />
BUSINESS<br />
BUSINESS REVIEW VOL 18, NOVEMBER, 1966<br />
MICHIGAN<br />
INNOVATION SUPERVISION<br />
ATTITUDES<br />
BIGOTRY DESCRIBES THE PRACTICE OF A MANAGER TO<br />
BUSINESS<br />
ORIGINAL ANC INDEPENDENT THINKING BY HIS SUBORDI-'<br />
SQUELCH<br />
IHE PURPOSE CF THIS ARTICLE IS TD HIGHLIGHT TEN SYM-'<br />
NATES<br />
OF BUSINESS BIGOTRY AND POINT OUT SEVERAL MODES OF<br />
PTOMS<br />
TREATMENT<br />
FIRST GROUP OF SYMPTOMS IS ONE OF A GRCUP OF DE<br />
THE<br />
GEARED TO RETARD THE INPUT OF NEW IDEAS THESE IN TURN<br />
VICES<br />
OF TWO TYPES- DEVICES USED TO AVIOD EXPOSURE TO NEW OR<br />
ARE<br />
IDEAS, AND DEVICES TO AVOID THE IMPACT OF SUCH<br />
CONTRARY<br />
IN THE EVENT THAT EXPCSURE TAKES PLACE THE SECOND<br />
IDEAS<br />
OF SYMPTOMS INCLUDES VARIOUS AUXILIARY HABITS RELATE<br />
BUNDLE<br />
ARE THE FALSELY SECURE MENTAL ATTITUDES CF THE PERSON WHOS<br />
D<br />
ARE INSUFFICIENTLY CHALLENGED ANOTHER SYMPTDM IS<br />
OPINIONS<br />
TENDENCY TO STRIKE OUT AT PERSONS WHOSE CONTRARY IDEAS P<br />
THE<br />
PRODUCED A LOGICAL PLEA FOR CHANGE IN TREATING THE SYM-<br />
AVE<br />
OF BUSINESS BIGOTRY, SELF-DIAGNOSIS IS THE BEST ROUTE T<br />
PTOM<br />
A CURE<br />
0<br />
SILVIUS, RAY<br />
0430<br />
TO USE A ROUTINE OCCASION TO BUILD<br />
HOW<br />
GCODWILL<br />
COMMUNITY<br />
AND SALES PROMOTION, VDL. 14, NU Ill<br />
ADVERTISING<br />
1966, PAGES 34-36<br />
NOV<br />
PLANNED<br />
PRCGRAM,<br />
ARTICLE TELLS HOW WESTERN AIRLINES MAKES<br />
THIS<br />
FRIENDS BY HOLDING ITS STEWARDESS GRADUATICNS<br />
MANY<br />
EN ROUTE CITIES, WITH PROMINENT RESIDENTS AS<br />
IN<br />
SPCNSURS<br />
IS NO HARD-SELL IN THE PROGRAM, IT IS<br />
THERE<br />
TO MAKE THE EVENTS MEMORABLE IN THE LIVES<br />
PLANNEC<br />
THE GIRLS HOWEVER, AS TEE ARTICLE SIATES,<br />
OF<br />
DOES MAKE MANY FRIENDS FCR THE AIRLINES<br />
IT<br />
SCHEFF, BENSON H.<br />
C431<br />
PROFESSIONAL PROGRAMMERS<br />
BYPASSING<br />
VOL 12 IO OCTCBER, 1966 8P<br />
DATAMATION<br />
TEST PROGRAM<br />
TRAINING,<br />
PRACTICE FEW PEOPLE HAVE THE NECESSARY COMBINATION<br />
IN<br />
PROGRAMMING AND ENGINEERING TRAINING AND EXPERIENCE.<br />
OF<br />
IS A COMPUTER-CONTROLLER TEST SYSTEM WHICH PERMITS<br />
DIMATE<br />
USERS WITH VARIEUS TECHNICAL SKILL LEVELS TU<br />
ENGINEERING<br />
ACCURATE TEST PROGRAMS AND DEBUG THEM QUICKLY A<br />
GENERATE<br />
PERMITS ThE ENGINEER TO DEBUG HIS TEST PROGRAM<br />
SMULATOR<br />
TO VALIOATION ON THE TEST SYSTEM WITH A UIT -ELECT-'<br />
PRIOR<br />
UNIT UNDER TEST<br />
RONIC<br />
HAS A COMPILER INPUT LANGUAGE CONSISTING OF<br />
DIMATE<br />
EXPRESSIONS ARRANGED IN TABULAR FRMAT THE<br />
ENGINEERING<br />
COMPILER LANGUAGE CCNSISTS OF 24 FUNCTION WORDS<br />
COMPLETE<br />
ARE DIVIDED INTO THREE GROUPS THE LARCEST IS A BASIC<br />
WHICH<br />
OF TEST FUNCTIONS FOR THE RELATIIELY UNTRAINED USER.<br />
GROUP<br />
AN EQUIPMENT TEST PROGRAM IS MUCH MORE COMPLEX<br />
DEBUGGING<br />
NORMALLY ENCOUNTERED BY CCMPUTER PROGRAMMERS BECAUSE<br />
THAN<br />
INTERACTION OF PROGRAM AND HARDWARE IN AUTOMATIC EQUIP-'<br />
THE<br />
TESTING DOES NOT CATEGORIZE DEBUGGING PROBLEMS SIMPLY<br />
MENT<br />
MERCER, V. FRANKLIN, F LOWENSTEIN, R<br />
0432<br />
TEXTgO SYSTEM<br />
THE<br />
VOL I2, TO OCTCBER, Z966<br />
DATANATION<br />
DOCUMENTATION, CODES, ANALYZES<br />
SYSTEM/360,<br />
THE ADVENT OF SYSTEM/360, TECHNICAL PUBLICATIONS<br />
WITH<br />
AT IBM WERE CONFRONTED WITH THE PROBLEM CF PROVIDING<br />
GRCUPS<br />
ACCURATE, AND COMPREHENSIBLE ODCUMENTATION AT THE<br />
COMPLETE<br />
OF SYSTEM ANNOUNCEMENT ULTIMATELY, THS PROBLEM WAS<br />
TIME<br />
BY A COMPUTER-ASSISIEO SYSTEM KNOWN AS TEXTgOo IN<br />
REDUCED<br />
THE SYSTEM CREATES A MASTER RECORD OF A MANUSCRIPI<br />
ESSENCE<br />
CAN BE COMPUTER PROCESSED ANO CAN BE CHANGED RAPIDLY.<br />
THAT<br />
TO TEXT90 IS PUNCHED CARDS AND THE TEXTgO LANG-'<br />
INPUT<br />
USES A FREE-FORM CONCEPT WHERE THE CODES AND THE LANG-'<br />
URGE<br />
CAN BE PUNCHED ANYWHERE WITHIN THE BO COLUMNS INITI-'<br />
URGE<br />
TEXTgO WAS DESIGNED FOR IMPLEMENTAIICN ON THE ?O90 AND<br />
ALLY<br />
THE PORTION OF TEXTgO PERFORMED ON THE 7090 CONSISTS<br />
I4Ol<br />
THREE SECTIONS-FILE MAINTENANCE, BUILD-A-LINE, AND<br />
OF<br />
BUILD-A-LINE ANALYZES EACH CHARACTER AND<br />
BUILD-A-PAGE.<br />
THE LINE IN A LINE BUFFER. THE PAGE LAYOUT ROUTINE<br />
STORES<br />
THE PAGE BY COMBINING ELEMENTS FROM THREE WORK<br />
CONSTRDCTS<br />
BUFFERS<br />
MATHEWS, A. T<br />
0433<br />
TABS ON 7,500 MIDDLE MANAGERS<br />
KEEPING<br />
VOL 43, NO 3, MAY-JUNE, 1966, 6 PAGES<br />
PERSONNEL,<br />
PROGRAM, PERSONNEL, CRGANIZATION, ANALYSIS<br />
TRAINING,<br />
THOUGH CANADIAN NATICNAL RAILWAYS SWITCHED TO<br />
EVEN<br />
DECENTRALIZED FORM OF ORGANIZATION, THE CCMPANY HAS<br />
A<br />
127<br />
DEVELOPED AN INTEGRATED MANAGEMENT INVENTORY<br />
SUCCESSFULLY<br />
DEVELOPMENT PROGRAM FOR ITS MIDDLE MANAGERS THROUGHOUT<br />
AND<br />
COMPANY<br />
THE<br />
ARE FOLR PRINCIPAL PHASES IN THE PROGRAMS<br />
THERE<br />
OPERATION<br />
OF THE BIOGRAPHICAL HISTORICAL DATA ON THE<br />
COMPLETION<br />
INVENTORY AND DEVELOFNENT RECORD FORM FOR EACH<br />
MASTER<br />
EMPLOYEE<br />
MIDDLE-MANAGEMENT<br />
ASSESSMENT CF POTENTIAL RECORDED ON THE MANAGEMENT<br />
AN<br />
OF POTENTIAL RECORD FORM FOR EACH MIDDLE<br />
ASSESSMENT<br />
EMPLCYEE<br />
MANAGEMENT<br />
AND ANALYSIS OF THE INVENTORY DATA BY DEPART<br />
SUMMARY<br />
ARE GIVEN<br />
NEWTS<br />
OF REPORT FINDINGS AND RECOMVENCATICNS IN TERMS<br />
REVIEW<br />
MANAGEMENT DEVELOPMENT STRATEGY TRAINING PROGRAMS ETC.<br />
OF<br />
PETERSENt CHARLES A M.D.<br />
C434<br />
WOMEN STAY HOME, A COMPANY DOCTORS ANALYSIS<br />
WHY<br />
VOL 43, NO 3, MAY-JUNE, 966 8 PAGES<br />
PERSONNEL,<br />
PERSONNEL MEOICAL JOB, CONTROLLED ANALYSIS<br />
SUPERVISOR,<br />
MEDICAL DIRECTOR OF MAXWELL HOUSE DISCUSSES THE<br />
THE<br />
PROBLEMS AND NEEDS DF WOMEN WORKERS AND SUGGESTS<br />
SPECIAL<br />
WAYS OF DEALING WITH THEM TO REDUCE ABSENTEEISM.<br />
BETTER<br />
IN THE FIRST YEARS OF ENPLOYEMNT OFTEN STEM<br />
ABSENCES<br />
OTHER OBLIGATIONS SOCIAL AND DOMESTIC, YET ALL THE<br />
FROM<br />
AN EXTREME EFFORT IS MADE TO HOLD ON TO THE JOB.<br />
WHILE<br />
IS THE PROPER TIME FOR REALISTIC, INTELLIGENT<br />
THIS<br />
APPRAISAL BY MANAGEMENT OF THE NEW EMPLOYEE,<br />
COMMON-SENSE<br />
IN TERMS OF SUITABILITY TO THE JOB*<br />
PARTICULARLY<br />
OF THE REASONS FOR ABSENCES DISUUSSED BY OR.<br />
SOME<br />
ARE PREMENSIRUAL TENSION, MENOPAUSE AND ASSOCIATED<br />
PETERSEN<br />
DEGENERATIVE DISEASES CANCER<br />
PROBLEMS<br />
AUTHOR EMPHASIZES THAT THE WORKING ENVIRONMENT CAN<br />
THE<br />
SHOULD BE ITSELF AN INCENTIVE WITH CLEAN AIR CONTROLLED<br />
AND<br />
PROPER LIGHTING, AND PLEASANT SURROUNDINGS.<br />
NOISE,<br />
ROLE OF THE SUPERVISOR IN RELATION TO ABSENCES IS<br />
IHE<br />
DISCUSSED.<br />
ALSO<br />
ULLMAN, JOSEPH C<br />
0435<br />
REFERRALS, PRIME TCOL FOR RECRUITING WORKERS.<br />
EMPLOYEE<br />
VOL. k3 NO 3 MAY-JUNE 1966, 6 PACES<br />
PERSONNEL,<br />
PERSONNEL, COUNSELORS<br />
RECRUITING,<br />
EVIDENCE THAT EMPLCYEE REFERRALS ARE OFTEN AN<br />
NEW<br />
BESI BET IN RECRUITING IS DRAWN FROM A THREE<br />
EMPLOYERS<br />
SIUDY OF THE CHICAGO LABOR MARKET CONCUCTEC BY TEE<br />
YEAR<br />
OF CHICAGO<br />
UNIVERSITY<br />
EVIDENCE OF BOTH THE EMPLOYER INTERVIEWS IN THIS<br />
THE<br />
AND THE ATTRITION RATE DATA INDICATES THAT EMPLOYERS<br />
STUDY<br />
GET BETTER APPLICANTS FROM EMPLCYEE REFERRALS THAN<br />
USLALLY<br />
OTHER SOURCES THE VALUE TO THE EMPLOYER OF SUCH<br />
FROM<br />
BY A PERSON WHO HAS CONSIDERABLE KNOWLEDGE<br />
PRESCREENING<br />
THE EMPLOYERS NEEDS IS ALSO INDICATED BY THE EFFORTS<br />
OF<br />
COMPANIES TO DEVELOP CLOSE CONTACTS WITH INDIVIDUAL<br />
OF<br />
AT AGENCIES. IN BOTH CASES, IHE EMPLOYERS<br />
COUNSELORS<br />
ABLE TO REDUCE THE COST OF ASSESSING APPLICANT QUALIIY.<br />
ARE<br />
NOVAK, RALPH S<br />
C436<br />
ARE WASTING OUR MANAGEMENT RESOURCES<br />
WE<br />
VOL 43 NO 3t MAY-JUNE 1966 ? PAGES<br />
PERSONNEL,<br />
MAKING, JOBS<br />
PERSONNEL,<br />
GROWING NUMBER OF EXECUTIVES ARE REACHINC THE<br />
A<br />
THAT THE SHOR-AGE OF MANAGERIAL TALENT IS MORE<br />
CONCLUSION<br />
THAN REAL, THATe IN FACT, THE PROBLEM IS LARGELY<br />
APPARENT<br />
OUR OWN MAKING IT IS TIME TO SET ASIDE ARTIFICIAL<br />
OF<br />
IRRATIONAL PREJUDICES, AND UNREASONING<br />
QUALIFICATIONS,<br />
AND EXTEND OLR SEARCH FOR MANAGEMENT<br />
PRECONCEPTIONS<br />
TO INCLUDE GROUPS WE MAY HAVE IGNORED OR FAILED TO<br />
TALENT<br />
BEFORE<br />
SEE<br />
ALL POSITIONS CAN BE FILLED FROM WITHIN A COMPANY<br />
NOT<br />
MANAGEMENT SHOULD BE WILLING TO TAKE A CALCULATED RISK<br />
BUT<br />
GIVE CAPABLE MEN WITHIN THE COMPANY A CHANCE TO PROVE<br />
AND<br />
IN RESPONSIBLE PCSIIIONS WOMEN IN BUSINESS AND<br />
THEMSELVES<br />
CONSIIIDIE THE LARGEST SINGLE SOURCE OF POTENTIAL<br />
INOUSTRY<br />
TALENT THAT HAS BEEN ALL BUT IGNORED BY U<br />
MANAGERIAL<br />
NEGROES HAVE TRADITIONALLY BEEN EMPLOYED IN<br />
BUSINESS<br />
JOBS OTHERS DISCRIMINATED AGAINST ARE JEWS<br />
LOWER-LEVEL<br />
RETIRED MILITARY MENe AND AGE EXTREMES.<br />
CATHOLICS<br />
SCHUSTER JAY R<br />
437<br />
EVALUATION AT XEROX, A SINGLE SCALE REPLACES FOUR.'<br />
JOB<br />
VOL. 43, NO 3t PAY-JUNE, I966, 5 PAGES<br />
PERSONNEL,<br />
SELECTED, PROGRAM, PERSONNEL JOB-EVALUATION,<br />
SUPERVISORS,<br />
ANALYSIS<br />
CORPORATION HAS SCRAPPED ITS FOUR JCB-EVALU-'<br />
XEROX<br />
SCALES AND WORKED OUT A SINGLE SCALE TU MEASURE<br />
ATICN<br />
EQUITABLE IN SPITE OF THEIR DISSIMILARITIES<br />
JOBS<br />
FIRST STEP IN SETTING UP THE NEW PROGRAM WAS THE<br />
A<br />
OF RESPONSIBILITIES FOR ON-THE-JOB ANALYSIS AND<br />
DELEGATION<br />
POSITION RATINGS, NOT TO CORPORATE STAFF<br />
PRELIMINARY<br />
BUT TO PERSONNEL REPRESENTATIVES WHO REPORT TU<br />
MEMBERS<br />
MANAGERS IN THE VARIOUS FUNCTIONAL AREAS A MAJOR<br />
LINE<br />
OF PARTICIPATION BY FUNCTIONAL AREA REPRESEN-'<br />
ADVANTAGE<br />
WAS THEIR CLOSER ASSOCIATION WITH POSITIONS IN<br />
TATIVES<br />
AREAS WHICH GAVE THEM A BETTER VIEW OF TEE VARIOUS<br />
THEIR<br />
AND RESPONSIBILITIES TEN FACTORS REQUIRED TO RATE<br />
DUTIES<br />
SELECTED POSITIONS WERE IDENTIFIED AND DESCRIBED<br />
THE<br />
WEIGHTING WAS BASED CN LINE SUPERVISORS PERCEPTIONS<br />
FACTOR<br />
THE RELATIVE IMPORTANCE CF EACH TO XEROX EACH FACTOR<br />
OF<br />
DIVIDED INTO CLEARLY IDENTIFIABLE VALUE LEVELS<br />
WAS<br />
FIGURES<br />
COWNIE, A R CALDERWDGD, J H.<br />
0438<br />
IN ACCIDENT CONTROL.'<br />
FEEDBACK<br />
RESEARCH QUARTERLY VOL I7, 3 SEPTEMBER, I966.<br />
OPERATIONAL<br />
9P<br />
CONTROL<br />
INFORMATION,<br />
IS ARGUED THAT ACCIDENTS ARE THE PRODUCT OF A BAS-'<br />
IT<br />
SIMPLE CLUSED-LOCP PROCESS THE FORWARD CAUSAL CHAIN<br />
ICALLY<br />
ESSENTIALLY OBSERVATIONS DECISIONS ACCIDENTS, THE<br />
IS<br />
BETWEEN DECISICNS AND ACCIDENTS BEING A STD<br />
RELATIONSHIP<br />
ONE THE LDDP IS CLCSED BY THE FEEDBACK OF INFORM-'<br />
CHASTIC
FROM DECISIONS TO OBSERVATIONS.<br />
ATICN<br />
EFFECT ON A HAZARDOUS ACTIVITY OF A CHANGE IN ITS<br />
THE<br />
SUCH AS THE INTRODUCTION OF A SAFETY MEASUREr<br />
PROPERTIES,<br />
BE WIDELY DIFFUSED BOTH IN TIME AND SPACE. IT IS SUG<br />
CAN<br />
THAT MATERIAL CAUSES OF ACCIDENTS NAY DETERMINE THE<br />
GESTED<br />
OF ACCIDENTS WITHOUT GREATLY AFFECTING THEIR<br />
DISTRIBLTION<br />
NLNBERo AN OPERATIONAL GANE IS PROPOSED FOR INVEST]<br />
TOTAL<br />
THE EXTENT TO WHICH SUBJECTS PLAYING THE GAME REGU<br />
GATING<br />
THE LEVEL OF RISK OF INCURRING A PENALTY WHICH THEY<br />
LATE<br />
THEMSELVES TO TAKE<br />
ALLOW<br />
SYSTEM EASES EXECUTIVE PAPERWORK.<br />
-TALK-<br />
AUTOMATION VOL. 13, 11 NOVEMBERt 1966<br />
BUSINESS<br />
00CUMENTATIONt ADMINISTRATORS<br />
PERSONNEL,<br />
COMMUNICATIONS AND DETAILED DOCUMENTATION<br />
PRDVIOING<br />
EFFICIENTLY AND ECONOMICALLY IS ONE OF THE FUND<br />
PRONPTLYe<br />
OF A DICTATION SYSTEM USEO AT WYMAN-GORDON CO. A<br />
TIONS<br />
FUNCTION IS TO FREE SKILLED SALES, ENGINEERING, AND<br />
SECOND<br />
PEOPLE FROM PAPERWORK.<br />
PRODUCT<br />
HEART OF THE -TALK- SYSTEM WHICH EXPEDITES COM<br />
THE<br />
ABOUT ALL THEIR PROJECTS IS AN EDISON MERCURY<br />
HUN[CATIONS<br />
TELEVOICE DICTATION NETWORK. [T PLACES DICTATION AND<br />
I!<br />
FACILITIES kITHIN PHONE REACH OF ALL PRODUCT SALES<br />
MESSAGE<br />
SERVICE HANAGERS, SALES COORDINATORS, MARKETING, AND<br />
AND<br />
AOMINISTRATORS BY DIALING THE APPROPRIATE NUMBER, THE<br />
SALES<br />
IS CONNECTED MITH A CENTRAL RECORDING AND TRANS<br />
MANAGER<br />
SECTION. IMMEDIATELY UPON TRANSCRIPTION THE WORK IS<br />
GRIPING<br />
TO THE DICTATOR FOR SIGNATURE ANO THEN SENT OUT IN<br />
RETURNED<br />
OF THE SPECIAL MAIL P[CKUPS FOR THE SALES PERSONNEL ON<br />
ONE<br />
RUNe THE FIRM MAKES USE OF EO[SON VOICEWRITER CUSTOMER<br />
THE<br />
SERVICE-MAILING COHPLETED DISCS TO THE HOME OFFICE.<br />
TRAVEL<br />
ROBERT J.<br />
NALSHe<br />
LABOR COSTS THROUGH WORK MEASUREMENT<br />
CONTROLLING<br />
VOL. 63t NO* 3t MAY-JUNE IgE6t 6 PACES<br />
PERSONNEL<br />
JOBt CONTRCLLING ANALYSIS<br />
PRDGRAMt<br />
SINGER COMPANYS 63 FACILITIES ARE TOTTING UP SOME<br />
THE<br />
RECORDS IN PAYROLL SAVINGS AS A O|RECT RESULT<br />
IMPRESSIVE<br />
A WORK MEASUREMENT PROGRAM LAUNCHED THREE YEARS AGO.<br />
OF<br />
INITIATED A STANDARDIZED LABOR MEASUREMENT PROGRAM<br />
SINGER<br />
WOULD NUT BE BOGGED DOWN BY PRODUCT DIVERS[TY LANGUAGE<br />
THAT<br />
INTERNATIONAL ACCEPTANCE, OR APPLICATION O[FFI-*<br />
BARRIERS<br />
METHQDS-TIME MEASUREMENT AND METHODS-TIME<br />
CULTIES<br />
GENERAL PURPOSE DATA.<br />
MEASUREMENT<br />
MTM CONCEPT IS THAT ANY MANUAL OPERATION CAN BE<br />
THE<br />
DOHN INTO A NURBER OF BASIC HOT[ONSt SUCH AS REACHt<br />
BROKEN<br />
MOVE, POSITICN RELEASE, ETC WITH EACH SUBDIVIDED<br />
GRASP,<br />
TIME UNITS ACCORDING TC OISTANCE COMPLEXITY AND SO<br />
INTO<br />
EACH OF THE MOTIONS HAS BEEN MEASURED COUNTLESS<br />
FORTH.<br />
AND AN AVERAGE TIME HAS BEEN ARRIVED AT AS A CONSTANT<br />
TIMES<br />
A JOB ANALYSIS IS DONE TO FIND THE MOST EFFICIENT<br />
FACTOR.<br />
TO 00 IT* GPD RECOGNIZES THAT CERTAIN MOTIONS AND JOB<br />
WAY<br />
REPEAT AND CAN BE BUNCHED TOGETHER*<br />
PATTERNS<br />
FREDERICK Mo<br />
NATHANt<br />
FOR THE BALKANIZED CORPORATION<br />
RX<br />
VOL* 43, NO. 3t MAY-JUNE 1966t 6 PAGES<br />
PERSONNELe<br />
STRUCTURE-ORGANIZATION<br />
RESPONSIBILITIES<br />
VARIOUS SEGMENTS OF A COMPLEX CORPORATE ORGANI<br />
THE<br />
TEND TO WITHDRAN INTO THEIR PRIVATE WORLOSe CONDUCT<br />
ZATION<br />
THEIR ACTIVITIES AS [F THEY WERE INDEPENDENT ENTITIES°<br />
ING<br />
AUTHOR DISCUSSES A FORMAL STRUCTURE DESIGNED TO BE A<br />
THE<br />
MECHANISM FOR ESTABL[SHING ORGANIZATIONAL HARMONY<br />
BUILT-IN<br />
A CONTINUING BASIS<br />
ON<br />
-LINKING PRINCIPLE- IS APPLIED TO TWO OR HOPE<br />
THE<br />
OR GROUPS THAT ARE HORIZONTALLY RELATED THE<br />
OFFICIALS<br />
CAN BE ACHIEVED BY USING THE DEVICE OF MULTIPLE<br />
LINKING<br />
OR ALLEGIANCEe lh OTHER HORUS, GIVING AN<br />
MEMBERSHIP<br />
SIMULTANEOUS RESPONSIBILITIES TO DIFFERENT<br />
INDIVIDUAL<br />
DR ORGAINZAT[ONAL GROUPS THAT INTERACT<br />
EXECUTIVES<br />
ON THE SAME LEVEL<br />
PORTANTLY<br />
CONDITIONS UNDER WHICH SUCH AN ARRAGEMENT WOULD<br />
SOME<br />
USEFUL ARE A NEED FOR INTERGROUP COLLABORATION THATt<br />
PROVE<br />
SOUND REASONSt IS NOT BEING MET BY MORE CONVENTIONAL<br />
FOR<br />
GROUPS RETAIN IDENTITY, AND GOQO WILL ALREADY EXISTS.<br />
HEANS<br />
H<br />
MAYNAROt<br />
TO CHOOSE A CONSULTANT.<br />
HOW<br />
MANAGEMENT VOL 21 NO<br />
INTERNATIONAL<br />
1966e PAGES<br />
OCT.<br />
JOB<br />
SELECTING,<br />
AUTHOR STATES THAT THERE ARE MANY ADVANTAGES<br />
THE<br />
HAVING SOMEONE FROM THE OUTSIDE TAKE A FRESH VIEM<br />
TO<br />
YOUR PROBLEMS HOEVER BEFORE YOU MOVEr YOU HUST<br />
OF<br />
SURE YOU ARE SELECTING THE RIGHT EXPERT FOR THE JOB*<br />
MAKE<br />
OF THE REASONS WHICH CALL FOR SPECIALIZED<br />
SOME<br />
ADVICE INCLUDE GETTING A EW APPROACH GN YOUR<br />
EXPERT<br />
TEMPORARY PROJECTSe ANO SPECIAL SYSTEMS.<br />
PROBLEMS<br />
LIST OF FIVE TIMES TO CALL IN Ah EXPERT IS<br />
A<br />
[N THE ARTICLE.<br />
INCLUOEO<br />
KRISTIAN So<br />
PALOA<br />
OF A HEIRARCHY OF EFFECTS AN EVALUATION<br />
HYPOTHESIS<br />
OF MARKETING RESEARCHt VGL 3e NO [e FEB.t<br />
JOURNAL<br />
PAGES<br />
I<br />
ANALYZED<br />
EVALUATION<br />
MIOESPREAD HYPOTHESIS IN AOVERI|S[NG IS THAT A<br />
A<br />
OF EFFECTS- FOLLOWS UPON AN INDIVIDUALS PER<br />
-HIERARCHY<br />
OF AN ADVERTISING MESSAGE AND BEFORE HE BUYS.<br />
CEPTION<br />
INTEREST DESIREr ACTION. PUBLISHED EMPIRICAL<br />
ATTENTION<br />
ON THIS IS EXAMINED FIRST THEN TWO SETS OF<br />
EVIDENCE<br />
RESEARCH DATA ARE ANALYZED STATISTICALLY.<br />
COMMERCIAL<br />
EMPHASIS IS ON SALES AS THE RELEVANT CRITERION LITTLE<br />
THE<br />
IS FOUND FOR THE HYPOTHESIS.<br />
SUPPORT<br />
PAUL Eo HALBERT HICHAEL H ROBINSONt<br />
GREEN,<br />
J.<br />
PATRICK<br />
AN ILLUSTRATIVE APPLICATION<br />
CANONICAL-ANALYSIS<br />
OF MARKETING RESEARCHt VDL 3 NO It FEBot 1966t<br />
JOURNAL<br />
PAGES<br />
8<br />
TEST NETHOD<br />
128<br />
MULTIVARIATE STATISTICAL TECHNIQUES SUCH AS<br />
SPECIFIC<br />
ANALYSIS AND DISCRIMINATORY ANALYSIS ARE FINDING<br />
FACTOR<br />
APPLICATION IN MARKETING RESEARCH INVESTIGATIONS.<br />
INCREASING<br />
ANALYSIS A LESS WELL-KNOWN MULTIVARIATE TECH<br />
CANONICAL<br />
IS AN APPROPRIATE PROCEDURE TO USE WHEN SETS OF<br />
NIQUE,<br />
AND PREDICTOR VARIABLES ARE TO BE CORRELATED<br />
CRITERION<br />
ARTICLE DESCRIBES THE OBJECTIVE OF CANONICAL ANALYSIS<br />
THIS<br />
RELATIONSHIP TO OTHER MLLTIVARIATE TECHNIQUES AND THE<br />
ITS<br />
LIMITATIONS OF THE METHOD THE PROCEDURE IS APPLIED<br />
MAJOR<br />
A PROBLEM INVOLVING THE RELATIONSHIP OF CERTAIN BE<br />
TO<br />
MEASURES TO PERSONALITY TEST SCORES.<br />
HAVIORAL<br />
MORRISON, DONALD G. FRANK RONALD E. MASSY WILLIAM F<br />
066<br />
NOTE ON PANEL BIAS<br />
A<br />
OF MARKETING RESEARCH VOL 3, NO.<br />
JOURNAL<br />
PAGES<br />
4<br />
ANALYZING<br />
MAK|NG<br />
ANALYZING CONTINUOUS CONSUMER PANELS FOR MAKING<br />
IN<br />
DECISIDNS ONE MUST MAKE SOME ASSUMPTIONS ABOUT<br />
MARKETING<br />
ACCLRATELY THE PANEL REPRESENTS THE TOTAL POPULATION<br />
HOW<br />
CONSUMERS YET VERY LITTLE WORK HAS BEEN PUBLISHED<br />
OF<br />
THE REPRESENTATIVENESS OF CONSUMER PANELS THIS ARTICLE<br />
ON<br />
WITH A LIMITED ASPECT OF THE PROBLEM THE EFFECT<br />
DEALS<br />
THE LENGTH OF TIME CONSUMERS HAVE BEEN IN THE PANEL ON<br />
OF<br />
PURCHASING CHARACTERISTICS TENTATIVE HYPOTHESES<br />
THEIR<br />
FORMULATED ON THE BASIS OF SOME EMPIRICAL DATA AND<br />
ARE<br />
FOR FUTLRE STUDIES ARE GIVEN<br />
SUGGESTIONS<br />
SCHWARTZ, H. A LONG, H S<br />
B666<br />
BY COMPLTER.<br />
INSTRUCTION<br />
VOL 2 9 SEPTEMBER 1966 8P<br />
DATAMATION<br />
CODES<br />
PROGRAMS,<br />
INSTRUCTION APPEARS TO OFFER SOME<br />
COMPUTER-ASSISTED<br />
ADVANTAGES OVER MAkY PRESENT TECHNIQUES OF IN<br />
DISIINCI<br />
THIS PAPER EXPLORES SOME OF IHESE ADVANTAGES.<br />
STRUCTICN<br />
THE PRESENT TIME THE IBM 1050 DATA COMMUNICATIONS<br />
AT<br />
SERVES AS THE INPUT-OUTPUT DEVICE FOR BOTH STUDENTS<br />
TERPINAL<br />
AUTHORS COURSES ARE WRITTEN BY THE AUTHOR IN AN EASY TO<br />
AND<br />
LANGUAGE KNOWN AS COURSEWRITER THE STUCEkT COMMUNI<br />
LEARN<br />
WITH THE -AUIHOR- BY MEANS OF A TELEPHONE DATA SET<br />
DATES<br />
AUTHOR COMMUNICATES TO THE STUDENT FROM HIS OWN TERMINAL<br />
THE<br />
MNEMONIC OPERATIONS CODES DEFINED IN THE CDURSEWRITER<br />
USING<br />
DATA COLLECTION AkD THE QUICK UPEATE CAPABILITIES<br />
LANGUAGE<br />
THE SYSTEM HAVE PROFOUND IMPLICATIONS FOR THE CONSTRUC<br />
OF<br />
OF INSTRUCTIONAL PROGRAMS AN AUTHOR CAN INTERROGATE<br />
TION<br />
SYSTEM AND OBTAIN A COMPLETE RECORD OF EACH STUDENTS<br />
IHE<br />
FROM THIS THEN HE CAN DETERMINE IF CHANGES ARE<br />
PERFORMANCE<br />
NECESSARY<br />
HELMAN E*<br />
0447<br />
FACILITIES APPROACH TO SYSTEM CONVERSION.<br />
THE<br />
PROCESSING, VOL 8 NO lO OCT 1966 3 PAGES<br />
DATA<br />
INFORMATION<br />
OPTIMUMt<br />
FACILIIIES OBJECTIVE IN SYSTEM CONVERSION IS<br />
THE<br />
PROVIDE THE BEST POSSIBLE LAYOUT FOR THE NEW<br />
TO<br />
TOGETHER WITH AN OPIIMUM RELATIONSHIP BETWEEN<br />
DPERATION<br />
FLOW, MATERIAL VOLUME, AND HARDWARE LOCATION<br />
WORK<br />
SPACE AND INFORMATION SYSTEMS DIVISION OF NAA<br />
THE<br />
AN ELEMENTAL APPROACH IN PROBLEM SOLVING TC DETAIL<br />
USES<br />
REQUIRED STEPS FOR CONVERSION WITHIN Ah EXISTING<br />
THE<br />
FACILITY.<br />
IN THIS ARTICLE ARE EXAMPLES DESIGNED<br />
OUILINED<br />
ACHIEVE THE BEST COMBINATION OF MEN, MATERIALS<br />
TO<br />
MACHINES.<br />
AND<br />
ROTHERYt BRIAN<br />
0448<br />
INFORMATION SPECIALIST<br />
THE<br />
PROCESSING, VOL. 8t NO IO OCT I966, 2 PAGES<br />
DATA<br />
COMMUNICATION<br />
RETRIEVAL<br />
ARTICLE PROVIDES A LOOK AT A hEW CLASS OR<br />
THIS<br />
THAT HAS EMERGED TO DEAL WITH THE PROBLEMS OF<br />
GROUP<br />
STRADDLING THE TECHNICAL SPECIALISTS<br />
INFORMATION<br />
THE NONTECHNICAL LAYPAN THESE PEOPLE ARE<br />
AND<br />
THE PROBLEMS OF BUSINESS AND INFORMATION<br />
APPROACHING<br />
SOME STARTLING NEW TOOLS AND DEVICES<br />
WITH<br />
ROLE OF THESE INFORMATION SPECIALISTS<br />
THE<br />
DISCUSSED BRIEFLY<br />
IS<br />
BEMER ROBERT W<br />
0669<br />
OF PROGRAMMING PRODUCTION<br />
ECONOMICS<br />
VOL 12t 9 SEPT 1966<br />
OATAMATION<br />
OOCUMENTATION, CONTROL<br />
PROGRAM,<br />
CONSIDEREO AS A PRODUCT, IS SUBJECTED TO<br />
SOFTWARE,<br />
PRODUCTION METHODS THAT MAXIMIZE EFFECTIVE UTILIZA<br />
NORMAL<br />
OF PROGRAMMER AND COMPUTER TIME, AND PROVI£E COST RE<br />
TICh<br />
FOR ALL APPLICATIONS. AMONG THE AREAS CF PROGRAM<br />
OUCTIONS<br />
DISCUSSED HERE ARE DOCUMENTATION STANGAROSt DESIGN<br />
MING<br />
CONTROLt DIAGNOSTICS, AND QUALITY CONTROL.<br />
PRODUCTION<br />
PROGRAMMERS SHOULD BE OBLIGED TO INITIALLY WRITE<br />
ALL<br />
IN A FORMAL MANNER THE ANSWERS TO SUCH QUESTIONS AS-<br />
DOWN<br />
IS THE PURPOSE OF MY PROGRAM, THE INPUTS AND OUTPUTS<br />
WHAT<br />
THEIR FORMS THE PROCESSES TO APPLY TO THE INPUTS, WHAT<br />
AND<br />
THE INVENTORY OF MY TOOLS, ETC ANOTHER MAJOR WAY OF<br />
IS<br />
PROGRAMMING COSTS IS TO BETTER THE COMMUNICATION<br />
LOWERING<br />
CONIRIBLTING PROGRAMMERS DIAGNOSTIC METHODS MUST<br />
BETWEEN<br />
THE CAUSE AND EFFECT METHOD RATHER THAN TRACING THROUGH<br />
USE<br />
PROGRAM. THIS MEANS THE PROGRAMMER MUST DEVELOP ThE<br />
THE<br />
METHOD OF -DESIGk OF EXPERIMENT THE FIRST PRO<br />
SCIENTIFIC<br />
HERE IS TO ISOLATE THE MALFUNCTION.<br />
CESS<br />
AUSTER DONALD<br />
C650<br />
CHANGE AND COGNITIVE DISSONANCE.'<br />
AIIITUDE<br />
OF MARKETING RESEARCH, VOL 2, NO 4, NOV<br />
JOURNAL<br />
PAGES<br />
5<br />
ANALYSIS<br />
CONTROLLED,<br />
COMPARATIVE EFFECT OF FACTUAL AND IDEOLOGICAL<br />
THE<br />
WAS INVESTIGATED BY MEANS OF A CONTROLLED<br />
PROPAGANDA<br />
IN WHICH MATCHED GROUPS WERE EXPOSED TO FILMS<br />
EXPERIMENT<br />
THESE PERSUASIVE TECHNIQUES. RESULTS DIS<br />
EXEMPLIFYING<br />
THE GREATER INFLUENCE OF THE IDEOLOGICAL FILM<br />
CLOSED<br />
WAS ALSO THE LEAST LIKED FURTHER ANALYSIS PROVIDED<br />
WHICH<br />
SUPPORT FOR COGNITIVE DISSONANCE AS AN EXPLA<br />
EMPIRICAL
NATION<br />
FRANK, RONALD MASSY, WILLIAM MORRISON,<br />
0451<br />
G<br />
DONALD<br />
IN MULTIPLE DISCRININANT ANALYSIS.<br />
BIAS<br />
OF MARKETING RESEARCH VOL 2, NO. 3, AUGUST,<br />
JOURNAL<br />
g PACES<br />
1965,<br />
ANALYSIS, REGRESSIGN<br />
TESTS,<br />
ESTIMATES OF PREDICTIVE POWER IN N-WAY DIS-'<br />
SAMPLE<br />
ANALYSIS ARE LIKELY TO BE SUBJECT TO A STRONG<br />
CRIMINAAT<br />
BIAS THIS BIAS OCCURS BECAUSE THE DISCRIMINANT<br />
UPWARD<br />
TENDS TO FIT THE SAMPLE DATA IN WAYS IHAT ARE<br />
TEChNIQLE<br />
BEITER THAN WOULD BE EXPECTED BY CHANCE,<br />
SYSTEMATICALLY<br />
IF THE UNDERLYING POPULATIONS ARE IDENTICAL, I.E.,<br />
EVEN<br />
PREDICTIVE POWER IRULY EXISTS SAMPLE TESTS OF ERE<br />
NO<br />
POWER AGAINST CHANCE MODELS ARE OFTEN INVALIO<br />
DICTIVE<br />
NO SIMPLE METHODS OF AOJUSTING FOR THE BIAS ARE<br />
AND<br />
AS IN THE ANALOGOUS CASE OF MULTIPLE REGRESSION<br />
AVAILABLE,<br />
NATLRE AND CAUSES OF SAMPLE BIAS ARE DISCUSSED, AND<br />
THE<br />
VALIDATION PROCEDURES ARE PRESENTED AWE ILLLSTRATED<br />
TWO<br />
CAN BE USED TO OBTAIN REALISTIC ESTIMATES OF ERE<br />
THAT<br />
POWER IN DISCRIMINANT ANALYSIS<br />
DICTIVE<br />
GREEN, PAUl E HALBERT, MICHAEL H. ROBINSON,<br />
0652<br />
J<br />
PATRICK<br />
EXPERIMENT IN PROBABILITY ESTIMATICN<br />
AN<br />
OF MARKETING RESEARCH, VOL 2, ND 3, AUGUST,<br />
JOURNAL<br />
8 PAGES<br />
1965,<br />
INFORMATION OECISICN<br />
MAKING,<br />
THE ACTIVITY DF MARKETING RESEARCH CAN BE<br />
WHILE<br />
VIEWED WITHIN A STATISTICAL DECISION THEORETIC<br />
FRUITFULLY<br />
RELATIVELY LITTLE IS KNOWN CONCERNING THE DESCRIP<br />
MOOEL,<br />
ASPECTS OF HOW PEOPLE, MANAGERS GR CONSUMERS REVISE<br />
TIME<br />
IN THE LIGHT OF NEW INFORMATION. THIS PAPER<br />
PROBABILITIES<br />
THE RESULTS OF A BEHAVIORAL STUDY IN PROBABILITY<br />
REPORTS<br />
AND THE IMPLICATIONS OF THESE FIADINGS FOR THE<br />
REVISION,<br />
USE OF DECISION THEORETIC CONCEPTS IN PRE<br />
OPERATIONAL<br />
AND DESCRIPTIVE CHOICE MAKING MODELS<br />
SCRIPTIVE<br />
SUCMAN, SEYMOUR GREELEY, ANDREW PINTO, LEONARD<br />
0453<br />
EFFECTIVENESS OF SELF ADMINISTERED QUESTIONNAIRES<br />
THE<br />
OF MARKETING RESEARCH, VDL 2 NO 3 AUGUST,<br />
JOLRNAL<br />
PAGES<br />
I965,<br />
QUESTIONNAIRE MEASUREMENT SURVEYS<br />
INTERVIEW<br />
USE OF SELF ADMINISTERED QUESTIONNAIRES IN CON-'<br />
THE<br />
WITH PERSONAL INTERVIEWS IS AN EFFICIENT DATA<br />
JUNCTION<br />
PROCEDLRE WHICH ACHIEVES A HIGH COOPERATION<br />
COLLECTION<br />
ESPECIALLY FROM TEENAGERS THIS ARTICLE DESCRIBES<br />
RATE<br />
COSTS AND COOPERATION RATES DF ALTERNATIVE METHODS<br />
THE<br />
IN AN NDRC EXPERIMENT, AND COMPARES TEE RE<br />
ATTEMPTED<br />
FOR THE SELF ADMINISTERED QUESTIONNAIRE AND THE<br />
SFONSES<br />
INTERVIEW<br />
PERSONAL<br />
DOLLECK S. FASIEAU, H H<br />
0454<br />
GEOGRAPHIC CODING<br />
COMPUTERIZED<br />
PROCESSING, VOL. B, NO. TO, OCT. 1966= 3 PAGES<br />
DATA<br />
CODING<br />
INFORMATION,<br />
ARTICLE REPORTS HOW ThE CENSUS BUREAU DEALT<br />
THIS<br />
THE PROBLEM OF SUMMARIZING INFORMATION BY<br />
WITH<br />
CODING<br />
GEOGRAPHIC<br />
OF STATISTICS MUST HAVE SPECIFIC GEOGRAPHIC<br />
USERS<br />
CONCERNING SUCH MATTERS AS THE EXACT<br />
INFORMATION<br />
OF BUSINESS FIRMS WHERE DOLLAR VOLUMES<br />
LOCATION<br />
SALES ARE AMASSED, WHAT IHINGS ARE MANUFACTURED<br />
OF<br />
WHICE AREA, AND EXACTLY HOW MANY PEOPLE LIVE WHERE.<br />
IN<br />
THE YEARS IHE U BUREAU OF CENSUS HAS IRIEC<br />
THROUGH<br />
METHODS TO OBTAIN THIS INFORMATION ITS LATEST<br />
MANY<br />
IS DESCRIBED IN THE ARTICLE<br />
METHOD<br />
DELANEY, WM A.<br />
0455<br />
THE COSIS OF COMFUTER PROGRAMS.'<br />
PREDICTING<br />
PROCESSING VOl 8 NO. iO OCT 1966, 3 PAGES.<br />
DATA<br />
DOCUMENTATION, CODING, ANALYSIS<br />
PRDGRAM<br />
ARTICLE PRESENTS A METHOD FOR ESTIMATING COSTS<br />
ThIS<br />
COMPLTER PROGRAMMING AND PREPARING SCHEDULES FOR<br />
OF<br />
RUNS.<br />
COMPUTER<br />
AUTHOR DIVIDES THE TYPICAL COMPUTER PROGRAM<br />
THE<br />
FIVE STAGES ANALYSIS AND PROBLEM DEFINITION,<br />
INTO<br />
DESIGN, CODING, CHECKOUT, AND DOCUMENTATION<br />
PROGRAM<br />
PROGRAMMING MANAGER SHDCLD SET UP REASONABLE<br />
THE<br />
DATA DR MILESTONES FOR EACH OF THESE PHASES<br />
TARGET<br />
DF ESIIMATING COST AND SCHEDULING<br />
EXAMPLES<br />
CONSIDERING THESE FIVE PHASES ARE INCLUDED<br />
WHEN<br />
THE ARTICLE.<br />
IN<br />
RIOAY, JOHN W<br />
0456<br />
IN FINDING QUALIFIED EMPLOYEES<br />
PROBLEMS<br />
VOL 59 NO. 5, NOV 1966, 3 PAGES.<br />
BANKING<br />
RECRUITMENT<br />
PERSDNNEL<br />
ARTICLE RELATES SOME OF THE COMMENTS<br />
THIS<br />
IN REPLY TD A SURVEY CONDUCTED BY BANKING<br />
RFCIEVED<br />
SURVEY DEALT WIIH THE PROBLEM OF FINDING ABLE<br />
THE<br />
QUALIFIED PERSONNEL<br />
AND<br />
222 RESPONDENTS, ALMOST TWO-THIRDS SAID THEY<br />
OF<br />
EXPERIENCING DIFFICULTIES IN FINDING QUALIFIED<br />
WERE<br />
AT ONE LEVEL OR ANOTHER CLERICAL HELP<br />
PERSONNEL<br />
TRAINEES, TELLERS, AND OTHERS ARE SOME OF<br />
MANAGEMENT<br />
PERSONNEL FOUND SCARCE<br />
THE<br />
SHAW, CERISTOPHER J<br />
D457<br />
OR COMPILE<br />
ASSEMBLE<br />
VOL. 12, 9. SEPT., 1966. 4P.<br />
DAIAMATION<br />
PROGRAM<br />
TRAININC,<br />
THIS ARTICLE SHAW REVEALS HIS THOUGHTS CN THE RELA-'<br />
IN<br />
MERITS OF PROCEDURE LANGUAGES AND ASSEMBLY LANGUAGES.<br />
TIME<br />
AREAS DISCUSSED ARE PROGRAMMER TRAINING PROGRAM PRO-'<br />
THE<br />
AND MAINTENANCE, PROGRAM COMMUNICATION AND TRANSFER<br />
DUCTION<br />
PROGRAM EXECUTICN<br />
AND<br />
DISAGREES WITH THE FREQUENTLY MADE CLAIM THAT<br />
SHAW<br />
LANGUAGES ARE EASIER TO LEARN THAN<br />
PROCEDURE-ORIENTED<br />
ASSEMBLY LANGUAGES ASSEMBLY-LANGUAGE SYN-'<br />
MACHINE-ORIENTED<br />
STAYS PRETTY MUCH THE SAME FROM ONE LANGUAGE TO THE NEXT<br />
TAX<br />
IT IS BASICALLY SIMPLE ALIHOUGH PRGCEDURE LANGUAGES<br />
AND<br />
129<br />
C458<br />
0459<br />
0460<br />
SIGNIFICANTLY THE AMOUNT OF EFFORT NEEOE FOR PRO<br />
REDUCE<br />
PRODUCTION AND MAINTENANCE, NO COMPILER YET CAN MATCH<br />
GRAM<br />
BEST EFFORTS OF A SKILLED ASSEMBLY-LANGUAGE PROGRAMMER<br />
THE<br />
CONSERVING COMPUTER TIME AND STORAGE SPACE. PROCEDURE<br />
IN<br />
THOUGH, IMPROVE COMMUNICATION OF ALGCRITHMS BE-'<br />
LAhGUAGES<br />
PROGRAMMERS AND GREATLY FACILITATE TE TRANSFER OF<br />
TWEEN<br />
PROGRAMS BETWEEN DIFFERENT COMPUTER TYPES<br />
LABOR MARKET IN AN EXPANDING ECONOMY<br />
THE<br />
RESERVE BULLETIN VOL. 52, 10 OCTOBER, 1966 12P.<br />
FEDERAL<br />
UNEMPLOYMENT<br />
MANPOWER,<br />
LABOR MARKET TIGHTENED SIGNIFICANTLY THIS PAST YEAR<br />
THE<br />
OUTPUT CONTINUED TO EXPAND AS A RESULT OF THE WIDESPREAD<br />
AS<br />
FOR MANPOWER IHE UNEMPLOYMENT RATE DECLINED- FALLING<br />
DEMAND<br />
4 PERCENT FOR IHE FIRST TIME IN ALMOST A DECADE<br />
BELOW<br />
DURABLE GOODS MANUFACTURING, ESPECIALLY THE DEFENSE<br />
IN<br />
DEFENSE-RELATED SECTORS, EMPLOYMENT GAINS HAVE BEEN<br />
AND<br />
THAN FOR THE ECONOMY AS A WHOLE. THE LARGE DEMAND<br />
FASTER<br />
LABOR HAS BEEN MET BY THE GROWTH IN TEENAGERS AND WOMEN<br />
FOR<br />
THE LABOR FORCE AND A DECLINE IN THE UNEMPLOYMENT OF<br />
IN<br />
TODAY, NEARLY 2 OUT OF 5 ADULT WOMEN ARE NOW EITHER<br />
MEN.<br />
OR SEEKING WORK IN THE ECONOMY WHILE THERE WAS A<br />
EMPLOYED<br />
REDUCTION IN THE UNEMPLOYMENT OF WHITE TEEN-AGE<br />
MODERAIE<br />
UNEMPLOYMENT AMONG NON-WHITE TEENAGERS INCREASED<br />
WORKERS,<br />
THE YEAR. WHILE WAGES WERE UP 4 PERCENT FROM A YEAR<br />
OVER<br />
IN MANUFACTURING, lh MOST NDNMANUFACTURING INDUSI<br />
EARLIER<br />
HOURLY EARNINGS HAVE RISEN FASTER. ON FEB. I, 1967<br />
RIES,<br />
MINIMUM HOURLY WAGE WILL BE RAISED IO 1.40<br />
THE<br />
BbSINESS DISCRIMINATE AGAINST EMPLOYEES ABOVE 45<br />
DOES<br />
MANAGEMENT VOL 31, 2. NOV I966 3P<br />
BUSINESS<br />
JOB<br />
RULE,<br />
ALL THE REPORTS THAT COMPANIES WILL NOT HIRE<br />
DESPITE<br />
OLDER THAN 45, AMERICAN BUSINESS LOOKS WITH FAVOR ON<br />
PEOPLE<br />
MIDDLE-AGED EMPLOYEE. THIS IS THE IMPORTANT CONCLUSION<br />
THE<br />
BE DRAWN FROM A RECENT BUSINESS MANAGEMENT SURVEY CON-'<br />
TO<br />
ON CORPORATE HIRING AND RETIREMENT POLICIES<br />
DUCTED<br />
CRUCIAL EVIDENCE SHOWS THAT NEARLY TWO-THIRDS OF<br />
THE<br />
COMPANIES REPORT AT LEAST 20 PERCENT OF THEIR WORK FORCE<br />
THE<br />
45 OR OLDER. THUS ALMOST HALF THINK OLDER EMPLOYEES ARE<br />
IS<br />
EFFICIENT AND PRODUCTIVE, ON THE WHOLE, THAN EMPLOYEES<br />
MORE<br />
45 SOME 49 PERCENT OF THE FIRMS WOULD GIVE AS MUCH<br />
UNDER<br />
TO AN EXECUTIVE JOB CANDICATE 55 OR OLDER,<br />
CONSIDERATION<br />
THEY WOULD TO A CANDIDATE 10 DR 20 YEARS YOUNGER= IF<br />
AS<br />
MEN SEEMED COMPETENT. AN EVEN BIGGER PERCENTAGE WOULD<br />
BOTH<br />
EQLAL CONSIDERAIION TO A CANDIDATE, 55 OR OLDER, FOR<br />
GIVE<br />
NON-EXECUTIVE POSITION OTHER FIGURES INDICATE THAT 41<br />
A<br />
OF THE FIRMS DO NOT EVEN HAVE A COMPULSORY RETIRE-'<br />
PERCENT<br />
RULE.<br />
MENT<br />
TO EASE INTD A MANAGEMENT INFORMATICN SYSTEM<br />
HOW<br />
MANAGEMENT VOL 31t 2 SEPTEMBER 1966 5P<br />
BUSINESS<br />
PERSONNEL INFORMATION, DATA-PROCESSING<br />
PLANNING,<br />
RAPID OBSOLENSCENCE OF COMPUTER HAROWARE PLUS ThE<br />
THE<br />
OF TECHNICAL PERSDNNEL, IS LEAOING MANY COMPANIES<br />
SHORTAGE<br />
TAKE A NEW LCDK AT DATA-PROCESSING. THIS ARTICLE EXPLORES<br />
TD<br />
TD AVOID HIGH EQUIPMENTe PERSONNELe AND OVERHEAD COSTS<br />
WAYS<br />
THE PRESENT WHILE PLAkNING FOR AN INTEGRATED MANAGEMENT<br />
FOR<br />
SYSTEM.<br />
INFORMATION<br />
MAKE A SUCCESS OF A COMPANYS CONPUTER OFERATION,<br />
TO<br />
MUST FIRST DEFINE THE ULTIMATE GOALS, NOW. ONCE<br />
MANAGEMENT<br />
KNOWS WHAT IT WANTS IT CAN USE THE STEP-BY-STEP APPROACh<br />
IT<br />
EDP USING THE BLILDING-BLOCK APPROACH ONE DF THE FIRSI<br />
TO<br />
COULD BE THE USE OF A SERVICE BUREAU EITHER A GIN-'<br />
STEPS<br />
OR A SPECIALIZED BUREAU A NEW CONCEPT, THE IN<br />
ERALIZED<br />
UTILITY MAY POINT THE WAY TO THE MANAGEMENT IN-'<br />
FORMATION<br />
SYSIEM OF THE FUTURE. THIS CONCEPT IS THAT OF A<br />
FORMATION<br />
SYSTEM WHERE MANY SUBSCRIBERS USE THE SAME FA<br />
TIME-SHARED<br />
THE ONLY ONE ESTABLISHED TO OATE IS KEYDAT CORP-'<br />
CILITY<br />
ORATION<br />
VRODM, VICTOR H.<br />
CA61<br />
REALLY MOTIVATES EMPLOYEES<br />
WHAT<br />
MANAGEMENT VOL. 3l 2. NOV. 1966. 6P<br />
BUSINESS<br />
ORGANIZATIONS, JOB<br />
SATISFACTION,<br />
THE FIRST TIME, SOCIAL SCIENTISTS ARE STUDYING<br />
FOR<br />
COMPENSATION IN A BIG WAY THE AUTHOR STUDIES THE<br />
CORPORATE<br />
APPARENT ORGANIZATIONAL STRATEGIES FOR MOTIVATING<br />
THREE<br />
AND REPORIS ON THEIR EFFECTIVENESS<br />
EMPLOYEES<br />
FIRST APPROACH, THE PATERNALISTIC APPROACH, IN-'<br />
THE<br />
INCREASING THE AMOUNT OF REWARDS AND BENEFITS OF THE<br />
VOLVES<br />
IN HOPES IHAT IT WILL MAKE THEM MORE PRODUCTIVE<br />
EMPLOYEES<br />
THE STUDY SHOWS THAT THE PATERNALISTIC APPROACH<br />
WORKERS<br />
PRIMARILY ON JOB SATISFACTION AND NOT MOTIVATION.<br />
OPERATES<br />
APPROACH THE SCIENTIFIC MANAGEMENT APPROACH, BASES<br />
ANOTHER<br />
IN DIRECT RELATIONSHIP TO THE ACCOMPLISHMENT OF THE<br />
REWARDS<br />
IT HAS A DRAWBACK IN THAT IT IS NOT A UNIVERS<br />
INDIVIDLAL<br />
APPLICABLE APPROACH A FINAL APPROACH IS CALLED PART-'<br />
ALLY<br />
MANAGEMENT AND SEEKS TO CREATE CONDITIONS UNDER<br />
ICIPATIVE<br />
EFFECTIVE PERFORMANCE CAN BE THE GOAL. FROM HIS STUD-'<br />
WHICH<br />
THE AUTHOR RECOMMENDS A EFFECTIVE INTEGRATION OF THE<br />
IES<br />
AND PARTICIPATIVE MANAGEMENT APPROACHES<br />
SCIENTIFIC<br />
PUDNEY, BETTY ANN<br />
0462<br />
ARE TAPPING A NEW LABCR PCqL<br />
BANKS<br />
VOL 59, NO. 5 NOVEMBER, 1966 PAGE<br />
BANKING=<br />
PROGRAM<br />
rRAINING<br />
ARTICLE VERY BRIEFLY DESCRIBES HOW<br />
THIS<br />
TRAINING PROGRAM IN NEW YORK CITY IS<br />
A<br />
UNEMPLOYED, UNDERPRIVILEGED<br />
TRANSFORMING<br />
INTO A NEW POTENTIAL FOR CLERICAL<br />
YOLIH<br />
IN BANKS<br />
OCCUPATIONS<br />
JORDAN, GLEN HIGGINS, DANIEL T.<br />
0463<br />
MEASUREMENT FOR CLERICAL OPERATIONS<br />
PERFORMANCE<br />
VDL 59 NO. 5 NOVEMBER, 1966, 3 P.<br />
BANKING,<br />
CONTROL<br />
PROGRAM,<br />
THIS HYPOIHETICAI CASE STUDY, BASED DN<br />
IN<br />
EXPERIENCES WITH BANKS THE AUTHORS REALISTICALLY<br />
ACTUAL
AN APPROACH TO IMPROVING CLERICAL OPERATIONS<br />
SIMULATE<br />
USE OF PERFCRMANCE STANDARDS PLUS PROVISION<br />
THROUGH<br />
DEPLOYING CLERICAL FORCES TO MEET WIDELY<br />
FOR<br />
WORKLOAD REQUIREMENTS<br />
FLLCTUATING<br />
THIS STUDY ThE BANK MANAGEMENT INITIATED<br />
IN<br />
PERFORMANCE MEASUREMENT PROGRAM TO INTROCUCE<br />
A<br />
EFFECTIVE MEANS FOR THE CONTROL OF CLERICAL<br />
AN<br />
RELATED COSIS IHIS ARTICLE DISCUSSES THE<br />
AND<br />
OF THE PROGRAM AND HOW WELL THEY WERE NET<br />
GOALS<br />
SECREST, FRED G<br />
0464<br />
BOOKKEEPING TO DECISION THEORY<br />
FROM<br />
ASSOCIATION OF ACCCUNIANTS VCL 48 NO.<br />
NATIONAL<br />
lg66 7 PAGES<br />
DECEMBER,<br />
FORECASTING, OECISICN, CUNTROL, ANALYSIS<br />
PLANNINGt<br />
ARTICLE USES THE EXPERIENCE OF FCRO MOTOR COMPANY<br />
THIS<br />
ILLUSTRATE EVOLLTIDNARY DEVELOPMENT IN ACCOUNTING FROM<br />
TO<br />
TRADITIONAL TO THE PRESENT PHASE OF DEVELOPMENT THE USE<br />
THE<br />
PERFORMANCE BUDGETSt EMPFASIS ON FORECASTING THE FUTURE,<br />
OF<br />
THE INTRODUCTION OF MISSION APPROACH TG EXPLAINING FI<br />
AND<br />
VARIANCES ARE POINTED CUT AS KEY ASPECTS OF FINAN-'<br />
NANCIAL<br />
PLANNING AND CCNTRCL<br />
DIAL<br />
ARTICLE DISCUSSES FOUR PRINCIPAL ATTRIBUTES DF THE<br />
THE<br />
ASPECTS OF FINANCIAL MANAGEMENT IT DRAWS TFE ATTENTION<br />
NEW<br />
FINANCIAL MANAGEMENT TO THE IMPLICATIONS OF THE COMPUTERe<br />
OF<br />
RESEARCH, RISK UNCERTAINTY AND SYSTEMS ANALYSIS.<br />
OPERATIONS<br />
EMPHASIZES THE IMPORTANCE OF CONTINUING IMPRCVEMENT IN<br />
IT<br />
MORE TRADITIONAL ACCOUNTING SYSTEMS WHILE EXPLOITING THE<br />
THE<br />
COMPUTER-BASED ARTS AND SCIENCES TC THE GREATEST SCALE<br />
NEW<br />
HOLZMAN, ALBERT G<br />
0465<br />
OF A LARGE SCALE INFCRMATION RETRIEVAL SYSTEM<br />
DESIGN<br />
JOURNAL OF INOUSIRIAL EhGINEERING VOL [7e NO IT<br />
THE<br />
I966 PAGES<br />
NOVEMBER,<br />
NASA TECHNCLOGY-TRANSFER<br />
DOCUMENTS<br />
ARTICLE PRESENTS THE DESIGN OF Ah INFERMATION<br />
THIS<br />
CONTAINING OYER 200,000 NASA OGCUMENTS AND SEVERAL<br />
SYSTEM<br />
INDIVIDLAL USERS IN ORDER TO FOCUS ON THE EVOLUTION<br />
HUNDRED<br />
THE PRIME SYSTEM COMPONENTS THIS IS A CUSTGMIZED INFOR<br />
OF<br />
RETRIEVAL SYSTEM TO IRA&SFER TECHNOLOGY FROM SPACE<br />
NATION<br />
INDUSTRY A MAN-MACHINE SYSIEMt IT UTILIZES A POWERFUL<br />
TO<br />
CAPABILITY AND PROFESSIONAL INFORMATION AND SUBJECT<br />
COMPUTER<br />
SPECIALISTS DIAGRAMS ARE USED TO ILLUSTRATE SOME-'<br />
MATTER<br />
OF SYSIEM EVOLUTION, INVERTED FILE, LINEAR FILE, AND<br />
MATICS<br />
PHASES OF IHE CONTRGL SYSTEM<br />
MAJOR<br />
RUBENSIEIN, ALBERT M<br />
C466<br />
EVALUATION OF RESEARCH AND DEVELOPMENT<br />
ECCNOMIC<br />
JOURNAL OF INOUSIRIAL ENGINEERING, VDL 17, NO<br />
THE<br />
1966e PAGES.<br />
NOVEMBERe<br />
INFORMATICN EVALUATION SURVEY<br />
SELECTION<br />
ARTICLE PRESENTS A DISCUSSION OF THE CURRENT STATE<br />
THIS<br />
THE ART OF ECONOMIC EVALUTAIGN OF RESEARCH AND DEVELOP-'<br />
OF<br />
IT POINTS OUT THE WIDE GAP BETWEEN ACTUAL PRACTICE ANC<br />
MINT<br />
THEORIES IN THE LITERATURE THE PRACTICAL ASPECT OF<br />
IHE<br />
IS CHARACTERIZED BY HEAVY RELIANCE CN SUBJECTIVE<br />
EVALUATION<br />
AND LITILE USE OF QUANTITATIVE METHODS.THE THEE-'<br />
JUDGEMENTS<br />
LITERATURE LEANS HEAVILY TOWARD MATHEMATICAL MODELS<br />
RETICAL<br />
UNDERLYING ASSUMPTIONS AND DATA REQUIREMENTS PRESENT<br />
WHOSE<br />
IN ATTEMPTED APPLICATION A NORTHWESTERN STUDY,<br />
DIFFICULIIES<br />
AT DESIGNING A REAL-TIME= COMPUTER-AIDED INFORMATION<br />
AIMED<br />
FOR PROJECT SELECTION, REVIEW, AND EVALUATION TO<br />
SYSIEM<br />
THE GAP IS DISCUSSED<br />
BRIDGE<br />
HUSE EDGAR F<br />
CA6?<br />
IN A MANAGEMENT DEVELOPMENT PROGRAM THAI WORKS<br />
PUTTING<br />
MANAGEMENT REVIEW, VOL 9, NO 2, WINTER 1966,<br />
CALIFORNIA<br />
PAGES<br />
8<br />
PROGRAM, PLANNED<br />
PSYCHOLOGICAL,<br />
ARTICLE DEMONSTRATES THAT A MAJOR CHANGE<br />
THIS<br />
TO BE CAREFULLY PLANNED IF IMPLEMENTATION IS<br />
NEEDS<br />
BE SUCCESSFUL, AND DESCRIBES THE BASIC PSYCHOLOGICAL<br />
TO<br />
UNDERLYING TFE IMPLEMENTATION OF A<br />
PRINCIPLES<br />
DEVELOPMENT PROGRAM.<br />
MANAGEMENT<br />
AUTHOR STATES THAT WORK PLANNING AND REVIEW<br />
IHE<br />
EFFECTIVE AS A MANAGEMENT DEVELOPMENT PROGRAM AT<br />
IS<br />
LEVELS OF MANAGEMENT. DETAILS OF STUDIES WHICH<br />
ALL<br />
TO IHIS CONCLUSION ARE GIVEN IN THE ARTICLE<br />
LED<br />
FLEMING, JOHN<br />
0468<br />
OF A BUSINESS DECISION<br />
STUDY<br />
MANAGEMENT REVIEW, VCL 9, NO. 2, WINTER 1966<br />
CALIFORNIA<br />
PAGES.<br />
6<br />
DECISION<br />
MAKING,<br />
MAKING IS THE MOST PERVASIVE ACTIVITY<br />
OECISION<br />
BUSINESS MANAGERS, BUT RELATIVELY LITTLE IS KNOWN<br />
OF<br />
HOW DECISIONS ARE ACTUALLY MADE.<br />
ABOUT<br />
ARTICLE EXAMINES A BUSINESS OPERATING<br />
THIS<br />
WITHIN THE FRAMEWORK OF THE BOUNDED<br />
DECISION<br />
DECISION THEORY. THIS RESEARCH INDICATES<br />
RATIONAL<br />
PAITERNS OF DECISION-MAKING BEHAVIOR<br />
SOME<br />
LABOLLE, V<br />
0469<br />
OF AIDS FOR MANAGERS OF COMPUTER PRCGRAMMING-'<br />
DEVELOPMENT<br />
JOURNAL OF INDUSTRIAL ENGINEERING VDL I7, NO<br />
THE<br />
8 PAGES<br />
NOVEMBERe1966<br />
PLANNING INFORMATION, ANALYSIS<br />
PROGRAM<br />
ARTICLE DESCRIBES TWO RESEARCH EFFORTS TO IDENTIFY<br />
THIS<br />
DEVELOP AIDS TO PERMIT MANAGERS TO SAVE TIME AND MONEY<br />
AND<br />
ACHIEVE BETTER PRODUCTS IN COMPUTER PROGRAMMING. THE<br />
AND<br />
IS THE CREATION OF A PLANNING GUIDE FOR COMPUTER PRO-'<br />
FIRST<br />
DEVELOPMENT. THIS OFFERS A SYSIEMAIIC APPROACH FOR<br />
GRAM<br />
THE COMPUTER PROGRAM PORTION OF COMPUTER-BASED lh<br />
PLANNING<br />
SYSTEMS. THE SECOND IS A STATISTICAL ANALYSIS OF<br />
FORMATION<br />
FOR COMPUTER PROGRAM PRODUCTICN RESULTS IN EQUA<br />
COSTS<br />
FOR USE IN BEIIER ESTIMATING OF COSTS AND PLANNING FOR<br />
TICNS<br />
PROGRAMMING TABLES AND FIGURES ARE USED TO ILLUS<br />
COMPUTER<br />
THE TWO CYCLES DISCUSSED<br />
TRATE<br />
KALFMAN, H.G.<br />
0470<br />
OF THE TECHNICIAN IN INDUSTRIAL ENGINEERING<br />
ROLE<br />
JOURNAL OF INDUSTRIAL ENGINEERING VOL 17 NO. 12<br />
THE<br />
1966 4 PAGES<br />
DECEMBER<br />
130<br />
TESTING PLANT CONTROL MATERIALS SUB-PROFESSIONAL<br />
TRANING<br />
ARTICLE POINTS OUT SCME PROBLEMS THAT ARISE<br />
THE<br />
TO MAKE GRADLATE INDUSTRIAL ENGINEERS USE TRADITIONAL<br />
TRYING<br />
TOOLS ONE PRACTICAL SOLUTION IS TO EMPLOY<br />
ENGINEERING<br />
ENGINEERING TECHNICIANS TO HANDLE THE ROUTINE<br />
INDUSTRIAL<br />
OF DATA GATHERING, HANDLING AND PRCCESSING THEREBY<br />
MAITERS<br />
THE GRADUAIE INDUSTRIAL ENGINEERING TO ENGAGE IN NOR<br />
FREEING<br />
WORK<br />
CHALLENGING<br />
CONDUCTED IN LARGE COMPANIES AND ISTITUTIONS<br />
SURVEYS<br />
IHAT COMPANIES ARE REQUIRING INDUSTRIAL ENGINEERING<br />
SHOWED<br />
IN SUBSIANTIAL NUMBERS REGARGING TRAINING RE-'<br />
TECHNICIANS<br />
SURVEYS SHOWED THE COURSES MOST NECESSARY WERE<br />
QUIREMENTS,<br />
AND WORK MEASUREMENTS, PLANT LAYOUI AND MATERIALS<br />
METHODS<br />
IN ADDITION, THE ARTICLE RECOMMENDS DUALITY CON-'<br />
HANDLING<br />
TESTING, SYSTEMS ANALYSIS, AND GPERATIGNS<br />
TROL,MATERIALS<br />
RESEARCH<br />
MOUNDALEXIS, JOHN LICHTENBERG, WARREN<br />
04Ti<br />
AALYSIS OF ORGANIZATION FAVIkG INTANGIBLE<br />
INPUT-OUTPUT<br />
OUTPUTS<br />
JOURNAL OF INDUSTRIAL ENGINEERING VCL 17 NO.<br />
THE<br />
1966 8 PAGES<br />
DECEMBER<br />
EVALUATING SERVICE<br />
ORGANIZATION<br />
ARTICLE DESCRIBES METHODOLOGY FCR EVALUATING<br />
IHE<br />
RELATIONSHIPS CF AN ORGANIZATION HAVING INTAN-'<br />
INPLI-DUIPUT<br />
OUTPUTS IT DISCUSSES THE SIX BASIC CONCEPTS OF THE<br />
GIBLE<br />
INPUT STRUCTURE, OUTPUT STRUCTURE, INPUT-OUTPUT<br />
TECHNIQUE,<br />
INPUI-ELIPUT ELEMENT INCREMENTAL ANALYSIS,<br />
INIERFACE<br />
AND TOTAL TRADE-OFF STRATEGY CF ALTERNATIVES TFIS<br />
LEARNING,<br />
IS DESIGNED TO PROVIDE MANAGEMENT WITH A UNIFORM<br />
TECHNIQUE<br />
FOR DEFINING TOTAL AND PARTIAL OEJECTIVES AND<br />
STRUCTLRE<br />
CORRESPONDING RESOURCE REQUIREMENTS IT ALSO PROVIDES<br />
THEIR<br />
SHOWING PAYOFF VERSUS RISK RELATIONSHIPS<br />
ALTERNATIVES<br />
AND DIAGRAMS ARE USED TC ILLUSTRATE THE CPERATIONS OF<br />
CHARTS<br />
VARIOUS CONCEPTS<br />
THE<br />
FEIN, MITCHELL<br />
C472<br />
COST CONTROL<br />
LABOR<br />
JOURNAL OF INDUSTRIAL EGIkEERING VOL I7 NO 12<br />
THE<br />
1966 IOPAGES<br />
DECEMBER<br />
CONIRCL<br />
INFORMATION,<br />
ARTICLE DISCUSSED CONTRCL PRINCIPLES, PRIMARILY IN<br />
THIS<br />
TO LABOR COST CONTROL IT POINTS CUT IHAT THESE<br />
RELATION<br />
CAN BE APPLIED TC CTHER AREAS CF COST AN IMPOR-'<br />
PRINCIPLES<br />
FLNDAMENTAL IS THAT COST CONTROL MUST BE CCAL-DRIENTEC,<br />
IANT<br />
OBJECTIVES CLEARLY DELINEATED THE PRIMARY AIM OF CON-'<br />
WIIH<br />
IS THE MEASUREMENT AND REGULATION OF IHE VARIANCE<br />
TRCL<br />
ARTICLE DEFINES LABOR COST CONTROL AS TECHNIQUE<br />
THE<br />
CONTROL THE FLTLRE BY TAKING A LOOK AT THE PAST TO MAKE<br />
TO<br />
AND EFFECTIVE DECISIONS ON CONTROL, MANAGEMENT MUST<br />
TIMELY<br />
THE TOTAL INFORMATIDN SYSTEM, OF WHICH COST CONTROL IS<br />
USE<br />
COMPONENT ELEVEN ESSENTIALS CF LABOR CGST CONTROL ARE<br />
A<br />
IN DETAIL,WITH CHARTS,FIGURES AND DIAGRAMS. PER<br />
DISCUSSED<br />
STANDARDS ARE ESSENTIAL TO CONTROL.<br />
FORMANCE<br />
BIRD, MALCOLM A<br />
047<br />
DOWN ON REPORTS<br />
CUTTING<br />
0474<br />
MANAGEMENT, VCL 21, NO I1, NOV. L966, 2P<br />
INTERNATIONAL<br />
INFORMATION, ANALYSING<br />
PLANNING,<br />
AUTHOR BELIEVES THAT TD MUCH INFCRMATION<br />
THE<br />
PASSED TO EXECLIIVES WITHOUT SUFFICIENT CONSIDERATICN<br />
IS<br />
ITS VALUE AND COST HE CLAIMS THAT DATA FLOW<br />
OF<br />
CAN SAVE UCH WASTED EFFORT, BUT THAT IT<br />
ANALYSIS<br />
BE INITIATED AT BOARD LEVEL<br />
MUST<br />
AUTHOR SUGGESTS SEllING UP A TEAM OF<br />
THE<br />
STAFF MEN TO UNCOVER ANO ITEMIZE ALL THE<br />
TWO<br />
PROCUCEC AND RECORDED FOR MANAGEMENT<br />
INFORMATION<br />
THE COMPANY HE DESCRIBES PLANNING THE<br />
WITHIN<br />
ANALYSING THE RESULTS, ANO USING THE<br />
STLDY,<br />
RESULTS<br />
INFORMATION CAN PAY THE WAY FOR CCMPUTER SYSTEMS<br />
BYPRODUCT<br />
PROCESSING VOL 8 NO 12 OEC 1966 PAGES<br />
DATA<br />
ANALYSIS<br />
INFORMATIONt<br />
ARTICLE IS A ROUNGUP OF UNIQUE INSTALLATIONS<br />
THIS<br />
COMPUTER APPLICATIONS ACROSS THE COUNTRY<br />
AND<br />
OF HOW BYPRDDLCT INFORMATION HAS<br />
EXAMPLES<br />
FOR SYSTEMS ARE GIVEN IN BRIEF FORM.<br />
PAID<br />
RECORDS, COMPLETE CUARTERLY REPORTS,<br />
INVENTORY<br />
ON PROFITABILIIY, SALES ANALYSIS, ITEM<br />
DATA<br />
AND CUSTOMER CLASSIFICATION ARE JUST A<br />
POPULARITY<br />
SUCH BY PRODUCTS<br />
FEW<br />
REAGAN H JR<br />
0475<br />
MOPAWK MAKE PUNCHED CARDS OBSOLETE<br />
WILL<br />
PROCESSING, VOL 8= NO 12 DEC 1966, 6 PGES<br />
DATA<br />
CONTROL<br />
PRDGRAM<br />
ARTICLE PRGVIDES US ITH A PROFILE CE<br />
IHIS<br />
OATA SCIENCES CORPORATION AND ITS II00<br />
MOHAWK<br />
KEYED DATA-RECORDERS IHIS SERIES WRITES<br />
SERIES<br />
DATA DIRECTLY ON MAGNETIC TAPE<br />
KEYED-IN<br />
BASIC FUNCTIONS OF THE SYSTEM, HOW IT<br />
THE<br />
CARDS, ITS OPERATING MODES, PROGRAM<br />
REPLACES<br />
ERROR OETECTIDNe PERFORMANCE, ANC NEW<br />
CONTROL,<br />
ARE DISCUSSED<br />
TECHNIQUES<br />
AND CONS OF CONVERSION TO THIS SYSTEM<br />
PROS<br />
SOME OISCUSSICN CN USERS EXPERIENCE ALONG<br />
AND<br />
THE AUTHORS PREDICTIONS OF WHAT THE FUTURE<br />
WITH<br />
HOLD ARE ALSO INCLUDED<br />
MAY<br />
ROTHERY, BRIAN<br />
04?6<br />
IN THE WORLD CF REALITY<br />
THEORY<br />
PROCESSINGt VCL 8 NG 12= DEC 1966, 2 PAGES<br />
DAIA<br />
PROGRAM, DECISION<br />
TESTS,<br />
ARTICLE DISCUSSES THEORY WHEN DESIGNING<br />
THIS<br />
PROGRAM FOR A NEW SYSTEM, THE SYSTEM DESIGN<br />
A<br />
MUST ASSLME THAT THE FUTURE USERS DF<br />
PROGRAMMER<br />
PROGRAM MAY INTROOUCE MANY INVALID OR FOOLISH<br />
HIS<br />
INTO THE PROGRAM THAT MAY DESTROY THE<br />
STATEMENTS<br />
OF THE SYSTEM THE SYSIEM DESIGN PROGRAMMER<br />
THEORY<br />
IHE SYSTEM WITH SOPHISTICATED DECISION TABLES<br />
TESIS
EQUATIONS TO ANTICIPATE THESE POSSIBLE<br />
AND<br />
AND COMBINATIONS<br />
ALTERNATIVES<br />
SACKS, EDWARD<br />
C47T<br />
THE BESI DESIGN WITH FLOWCHARTS.'<br />
PICKING<br />
PROCESSING, VCL 8, ND 12, 1966, PAGES<br />
DATA<br />
INDEXING, EVALLATE, DOCUMENTATION,<br />
INFCRMATION,<br />
DAIA-PRCCESSING<br />
ARTICLE SLGGESTS THAI WITH THE AID CF<br />
THIS<br />
SIMPLIFIED FLOW-CHARTING IECHNIQUE, DATA-PRCCESSING<br />
A<br />
DESIGNER CAN EVALUATE NUMBER OF ALTERNATIVES<br />
SYSTEM<br />
DISPLAYED BEFORE HIM THE METhLD IS NOT<br />
CLEARLY<br />
TO INFORMATICN HANDLING ANY DESICN PRCBLEM<br />
LIMITED<br />
SPECIFIC INPUTS, OUTPUTS, AND REQUIREMENTS<br />
WITH<br />
USE THE SAME LCGICAL IHEUGHT PROCESSES<br />
CAN<br />
OF FLOW-CHARTING ARE A CLEAR DISPLAY<br />
ADVANTAGES<br />
ALTERNATIVES INDICATICN CF GAPS IN TCTAI SYSTEM<br />
OF<br />
MORE UNDERSTANDABLE CGMMUNICATICN, AND<br />
REQUIREMENTS,<br />
DOCUMENTATION<br />
METHODICAL<br />
CHART SYMBOLS AND SAMPLE FLOW CHARTS CF AN<br />
FLOW<br />
OPERATION ARE INCLLDED<br />
INDEXING<br />
KAIMANN, RICHARD<br />
0478<br />
TD THE FILE-- RANDOMIZE OR INDEX.'<br />
ENTRY<br />
PROCESSING VOL 8, NC I2, DEC 1966,<br />
DATA<br />
EVALUATE<br />
INDEX,<br />
TO THE MEMORY FILE HAS LEND BEEN AN AREA OF<br />
ENTRY<br />
INTEREST AND IMPORTANCE TD DESIGNERS ANC USERS OF<br />
PRIME<br />
EDP SYSTEMS THIS ARTICLE EXPLAINS TWO OF THE OF<br />
LARGE<br />
TECHNIQLES AND PRCVIDES MEANS TO EVALUATE<br />
SUGGESTED<br />
FCR ONES SPECIFIC NEEDS<br />
THEM<br />
DESCRIBING THE FALTERS INVOLVED IN EACH METHOD<br />
AFTER<br />
AUTHOR PDINIS OLI ADVANTAGES OF EACH-- RANDEMIZINGHDD,<br />
THE<br />
INDEXING CHARTS ILLUSTRATE EACH METHOD IZINGHOD<br />
AND<br />
FRIED, LOUIS<br />
04?9<br />
AND THE ORGANIZATION<br />
PSYCHOCYBERNETICS<br />
PROCESSING VOI B, NO II, NOV 1966, 6 PAGES<br />
DATA<br />
INFDRMATICN, ANALYSIS<br />
ORGANIZATION,<br />
ARTICLE PRESENTS AN ANALYSIS OF THE<br />
THIS<br />
SYSTEM, THE MAN-MADE INTER<br />
PSYCHOCYBERNETIC<br />
INFDRMAIIGN SYSTEM, AS APPLIED TO THE<br />
COMMUNICATING<br />
ORGANIZATION<br />
ALTHOR ATTEMPTS TO DESCRIBE THE RELATICNSHIPS<br />
THE<br />
WITHIN THE ENVIRONMENT, RATHER THAN THE DETAILS<br />
EXISTING<br />
THE ENVIRONMENT ITSELF THE THREE MAJCR ELEMENTS CF<br />
OF<br />
PROBLEM OF RELATIONSHIPS ARE THE PSYCHOCYBERNETIC SYSTEM<br />
THE<br />
AND THE ENVIRONMENT THESE RELATICNSHIPS MUST<br />
WITHIN,<br />
UNDERSTOOD IN MAIHEMATICAL TERMS COMMUNICABLE TO A<br />
BE<br />
IN ORDER TC ARRIVE AT A SUCCESSFUL SYSTEM<br />
COMPUTER<br />
OF THE ARTICLE DISCUSS THE FLOWCHART METHOD,<br />
SECTIONS<br />
LEWINS POSTULATES, AND USE IN SPACE RESEARCH<br />
MOCELS<br />
LITTLE, JOHN D C<br />
0480<br />
MODEL OF ADAPTIVE CONIRDL OF PROMGTICAL SPENEING<br />
A<br />
RESEARCH VOL 14, 6 NOV -DEC..,., 1966. 20<br />
OPERATIONS<br />
INFORMATICN, CONTREL, ANALYSIS<br />
OPTIMAL,<br />
TRY TO CCNDUCI THEIR MARKETING OPERATIONS SO<br />
COMPANIES<br />
TO RESPOND TO CHANGING MARKET CONDITIONS A MODEL OF SUCH<br />
AS<br />
PROCESS IS STUDIED FOR THE CASE OF SETTING PROMOTION RATE<br />
A<br />
ADAPTIVE SYSTEM IS DEVISED THAT WORKS AS FELLOWS- IN-'<br />
AN<br />
ABOUT SALES RESPCNSE IS CCLLECTED BY PERFORMING<br />
FORMATION<br />
THE EXPERIMENTAL RESULTS ARE USED TC UPDATE A<br />
EXPERIMENT<br />
RESPONSE MODEL PROMOTION RATE IS CHOSEN TO MAXIMIZE<br />
SALES<br />
PROFIT IN IHE NEXT TIME PERIOD THE CYCLE IS RE-'<br />
EXPECTEO<br />
THE MODEL EMPLOYS A QUADRATIC SALES RESPONSE FUNC<br />
PLATED<br />
WIIH A PARAMETER THAT CHANGES ACCORDING TO A FIRST<br />
TION<br />
AUTO REGRESSIVE PROCRESS THE OPTIMAL ADAPTIVE SYSTEM<br />
ORDER,<br />
OLT TO INVCLVE EXPONENTIAL SMOOTHING CF THE EXPERT-'<br />
TURNS<br />
RESULTS THE ADAPTIVE SYSTEM IS FOUND TO WORK BETTER<br />
MENTAL<br />
VARIOUS OTHER PCLICIES IN A SENSITIVITY ANALYSIS, AN<br />
THAN<br />
SYSTEM DERIVED FOR ONE UNDERLYING MODEL OF TEE<br />
ADAPTIVE<br />
IS FOUND TC PERFORM WELL EVEN WhEN CERTAIN<br />
MARKET<br />
ACTUALLY APPLY<br />
MODELS<br />
LAWLER, L BELL,M.D<br />
G481<br />
METHOD FOR SOLVING DISCRETE OPTIMIZATION PRCBLEMS<br />
A<br />
RESEARCH VOL 14, 6 NOV -DEC., 1966 12P<br />
OPERAIICNS<br />
LINEAR-PROGRAMMING<br />
PAPER DESCRIBES A SIMPLE, EASILY-PROGRAMMED METHOD<br />
THIS<br />
SOLVING DISCRETE OPTIMIZATICN PROBLEMS WITH MONOTONE<br />
FOR<br />
FUNCTICNS AND COMPLETELY ARBITRARY--PCSSIBLY NON-'<br />
OBJECTIVE<br />
THE MOCEL IS ESSENTIALLY ONE OF PARTIAL<br />
CONVEX--CUkSTRAINTS<br />
AND IS CLLSELY RELATED TC THE -LEXICOCRAPHIC-<br />
ENLMERATION,<br />
OF GILMORE AND GOMORY FOR THE -KNAPSACK- PROBLEM<br />
ALGORITHM<br />
TO THE -ADDITIVE- ALGORITM OF BALAS FOR THE GENERAL<br />
AND<br />
LINEAR-PRCGRAMMING PREBLEM THE RESULTS OF A NUMBER<br />
INTEGER<br />
SAMPLE COMPUTATIONS ARE REPORTED THESE INDICATE THAT THE<br />
OF<br />
IS CDMPUTATIGNALLY FEASIBLE FOR PROBLEMS IN WHICH<br />
METHOD<br />
NUMBER OF VARIABLES IS FAIRLY SMALL<br />
THE<br />
EWEN, RCBERT B SMITH, PATRICIA C HULIN,CFARLES L.<br />
C482<br />
A<br />
LOCKE,EDWIN<br />
EMPIRICAL TEST OF THE HERZBER TWO-FACTOR THECRY<br />
AN<br />
OF APPLIED PSYCHOLOGY, VDL 50, NG<br />
JOURNAL<br />
lg66e PAGES<br />
DECEMBER,<br />
SATISFACTION, JOB<br />
TEST,<br />
OF AN EMPIRICAL TEST OF THE HERZBERG TWO--'<br />
RESULTS<br />
THEORY OF JOB SATISFACTION ARE REPORTED A NUMBER<br />
FACTOR<br />
HYPOIHESES FOR WHICH THE HERZBERG THEORY AND TRADITIONAL<br />
OF<br />
THEORY MAKE DIFFERENT PREDICTIONS WERE<br />
UNIDIMINSIONAL<br />
THE INTRINSIC VARIABLES ,-SATISFIERS-, WERE<br />
TESTED<br />
ITSELF AND PROMOTIONS, AND THE EXTRINSIC VARIABLE<br />
WORK<br />
WAS PAY NEITHER THE HERZBERG THEORY NOR THE<br />
-OISSATISFIER-<br />
THEORY WAS SUPPORTED BY THE DATA INSTEAD,<br />
TRADITICNAL<br />
INDICATE THAT INTRINSIC FACTORS ARE MORE STRONGLY<br />
RESULTS<br />
TO BOTH OVERALL SATISFACTION AND OVERALL DISSATIS-C<br />
RELATED<br />
THAN THE EXTRINSIC FACTOR, PAY AND SUGCEST THAT<br />
FACTION<br />
OF THE EXTRINSIC VARIABLE MAY DEPEND ON THE<br />
FUNCTIONING<br />
CF SATISFACTICN WITH THE INTRINSIC VARIABLES<br />
LEVEL<br />
GRAEN, GEORGE B<br />
C4BB<br />
TEST OF THE HERZBERG TWO-FACTCR THEORY<br />
EMPIRICAL<br />
131<br />
OF APPLIED PSYCHOLOCY, VOL 50, NO 6,<br />
JOURNAL<br />
1966, 4 PAGES<br />
CECEPBER,<br />
SELECTED SATISFACTION, JOB, ANALYSIS<br />
TEST,<br />
TWO-WAY ANALYSIS DF VARIANCE ON SELECTED A PRIORI<br />
A<br />
WAS PERFORMED ON THE DATA FROM THE STUDY BY<br />
CONTRASTS<br />
HULIN, AND LOCKE, 1966 THE RESULTS CLEARLY<br />
EWEN,SMITH,<br />
THE TRADITIONAL THECRY WITHOUT THE ASSUMPTION THAT<br />
SUPPORI<br />
VARIABLES ARE EQUALLY POTENT CONTRIBUTORS TC JOB SATIS-'<br />
ALL<br />
AND ARGUE AGAINST ThE IWO-FACIOR THEORY THE<br />
FACTION<br />
OF THE SATISFIER WAS DEMONSTRATED TO BE MUCH<br />
CONTRIBLTION<br />
THAN THAT OF THE DISSATISFIER TC BCTH SATISFACTION<br />
GREATER<br />
DISSATISFACTION IT WAS CONCLUDED THAT THE DISTINCTION<br />
AND<br />
SATISFIERS AND DISSATISFIERS IS NO LCNGER REASON-'<br />
BETWEEN<br />
FURTHER, /HE MOST LIKELY CANOIDAIE CN WHICH TO MAKE<br />
ABLE<br />
DISTINCTION BETWEEN MORE AND LESS POTENT CONTRI8UTERS<br />
THE<br />
JOB SATISFACTION APPEARS TO BE THE INTRINSIC AND<br />
TO<br />
CLASSIFICATION<br />
EXTRINSIC<br />
FEIST, JESS<br />
0484<br />
VALUE GF SVIB PRIMARY AND REJECT PAIIERNS<br />
PREDICTIVE<br />
OF APPLIED PSYCHOLOGY, VOL 50, NO) 6,<br />
JOLRNAL<br />
1966, PAGES<br />
DECEMBER,<br />
ADMINISTERED<br />
JOBS,<br />
STRONG VOCATIONAL INTEREST BLANK IS SOMETIMES<br />
IHE<br />
WITH ALL MEMBERS OF A HIGH SCHOOL CLASS. THE PRESENT<br />
USED<br />
ATTEMPTED TO ESTIMATE THE RELATICNSHIP<br />
INVESTIGATION<br />
SCORES MADE CN THIS INVENTORY WHEN ADMENISTERED<br />
BETWEEN<br />
LARGE GROUPS OF HIGH SCHOOL BOYS AND OCCUPATIONS THEY<br />
TO<br />
FCLLOW BY COMPARING THEIR PRIMARY AND REJECT<br />
SUBSEQUENTLY<br />
WITH THEIR PRESENT JCBS WHEN THESE JC8S WERE<br />
PATTERNS<br />
ON THE BASIS OF THE INTEREST RATINGS FOUND IN<br />
CLASSIFIED<br />
U E S MANUAL, -ESTIMATES OF WORKER TRAIT REQUIREMENTS<br />
THE<br />
4,CC0 JOBS- SIGNIFICANT RELATIONSHIPS WERE FOUND TO<br />
FOR<br />
BETWEEN 6 SVIB PAITERNS AND U S E.S INTERST FACTORS<br />
EXIST<br />
FINDINGS SUGGEST THAT THE SVIB SHEWS PROMISE IN<br />
THESE<br />
BROAD INTEREST FACTORS ASSOCIATED WITh JOBS WHEN<br />
ASSESSING<br />
AND REJECT PATTERNS ARE USED<br />
PRIMARY<br />
GRAEN, GEORGE<br />
0485<br />
AND HYGIENE DIMENSICNS FOR R-+-D ENGINEERS<br />
MOIIVATOR<br />
OF APPLIED PSYCHOLOGY, VOL 50, NO. 6<br />
JOLRNAL<br />
1966, 4 PAGES<br />
DECEMBER<br />
MEASUREMENT PSYCHOMETRIC RESEARCH OEVELOPMENT<br />
WORK<br />
2-FACTOR THECRY APPEARS TO DEFER PROMISING<br />
HERZBERGS<br />
10 NEW RESEARCH ON WORK MOTIVATION ONE OF THE MAIN<br />
LEADS<br />
IN FOLLOWING THESE LEADS IS THAT THE MEASUREMENT<br />
PROBLEMS<br />
THE WORK FACTORS MUST BE ACCOMPLISHED ThROUGh INTER-'<br />
OF<br />
THE PURPOSE OF THIS STUDY WAS TO DEVELOP PSYCHO-'<br />
VIEWERS<br />
MEASURES OF THESE WORK FACTORS THROUGH ThE METHOD<br />
MEIRIC<br />
FACTOR ANALYSIS A QUESTIONNAIRE WAS DEVELCPED BASED<br />
OF<br />
HERZBERGS CLASSIFICATICN SCHEME ENGINEERS SERVED<br />
UPON<br />
SUBJECTS THE RESULTS SHOW THAT THE DIMENSIONS PROPOSED<br />
AS<br />
HERABERG WHEN REPRESENTEC AS ITEMS AND RATED BY SU@JECIS<br />
BY<br />
NOT RESULT IN HOMOGENEOUS GROUPINGS IN THE FACTOR--'<br />
D0<br />
SENSE<br />
ANALYTIC<br />
FRIEDLANDER, FRANK<br />
C486<br />
VS NONWORK AMONG OCCUPATIONALLY STRATIFIED GROUPS<br />
WORK<br />
OF APPLIED PSYCHOLOGY, VOL 50, NO 6,DECEMBER<br />
JOURNAL<br />
5P<br />
1966,<br />
EDUCATION QUESTIONNAIRE SOCIAL-CLASS<br />
SATISFACTION<br />
IMPORTANCE OF WORK-RELATED VERSUS NONWCRK-RELATED<br />
THE<br />
AS OPPORTUNITIES FOR SATISFACTION WAS CCMPAREO<br />
FACTORS<br />
LOW-,MEDIUM-, AND HIGh-STATUS GROUPS, AND BETWEEN<br />
AMENG<br />
AND BLLE-CGLLAR OCCUPATIONAL GROUPS BY<br />
WHITE-COLLAR<br />
OF QUESTIONNAIRE RESPONSES FROM 1,468 CIVIL<br />
ANALYSIS<br />
RESIDENT EMPLOYEES CF A GOVERNMENT COMMUNITY<br />
SERVICE<br />
HIERARCHY, IN TERMS OF INCREASING IMPORTANCE, WAS<br />
VALUE<br />
EOUCATION, CHURCH, WORK-CONTEXT, AND WORK--'<br />
RECREATION,<br />
FACTORS SIGNIFICANT DIFFERENCES WERE FOUND BETWEEN<br />
CONTENT<br />
VALUE SYSTEMS OF WHITE-COLLAR AND BLUE-COLLAR GROUPS<br />
THE<br />
NO SIGNIFICANT DIFFERENCES WERE FCUND BETWEEN<br />
HOWEVER,<br />
AND HIGH-STATUS GROUPS UNLESS THE OCCUPA<br />
LOW-,MEDIUM-,<br />
GROUP OF IHE EMPLOYEE WAS SIMULTANEOUSLY CONSIDERED.<br />
IIONAL<br />
DIFFERENCES BETWEEN WHITE-COLLAR AND BLUE-COLLAR<br />
THEN,<br />
WERE MARKED IN TFE HIGH-STATUS LEVEL.<br />
VALLES<br />
GRACE GLORIA LAUER<br />
C487<br />
EMPIRICAL METHODS TO COMPUTER-BASED SYSTEM DESIGN<br />
APPLYING<br />
OF APPLIED PSYCHOLOGY, VOL 50, NO 6,DECEMBER<br />
JOURNAL<br />
gP<br />
1966,<br />
INFORMATION, ANALYSIS<br />
PERSONNEL,<br />
STUDY PROVIDES INFORMATION ABCUT THE CLARITY<br />
THIS<br />
USEFULNESS OF PRINTOUT FORMATS DESIGNED FCR USE BY<br />
AND<br />
NDNPROGRAMMER PERSENNEL THREE PRINTOUT FORMATS<br />
MILITARY<br />
THE SAME INFORMAIION WERE DESIGNED IMMEDIATELY<br />
CONTAINING<br />
THE EXPERIMENTAL SESSIONS, ATTITUDE INFORMATION<br />
FOLLOWING<br />
COLLECTED IN INDIVIDUAL INTERVIEWS PRINTOUT FORMATS<br />
WAS<br />
SETS OF INTERPRETATION QUESTIONS WERE CCMBINED FOR<br />
AND<br />
USING LATIN-SQUARE DESIGN ANALYSIS OF VARIANCE<br />
ANALYSIS<br />
EXPERIMENTAL TREATMENT CONDITIONS, PRINTOUT FORMATS,<br />
SHOWED<br />
PRACTICE EFFECT TO BE SIATISTICALLY SIGNIFICANT<br />
AND<br />
RESULTS SUPPORTED INFCRMATION MEASURE FINDINGS<br />
AITITUDE<br />
HOWELL, MARGARET A<br />
C488<br />
EFFECTIVENESS CF PHYSICIANS IN A FEDERAL<br />
PERSONAL<br />
CRGANIZATION<br />
OF APPLIED PSYCHOLOGY, VCL 50, ND &,DECEMBER<br />
JOURNAL<br />
9P<br />
i966<br />
SELECTICN PSYCHELOGICAL ORGANIZATION MEDICAL<br />
SUPERVISORS<br />
HIGH AND LCW CRITERION GROUPS CF U<br />
CCNTRASTING<br />
HEALTH SERVICE PHYSICIANS WERE IDENTIFIED ON THE<br />
PUBLIC<br />
OF SPONTANEOUS COMMENTS ABOUT PERSONAL CHARACTERISTICS<br />
BASIS<br />
IN SLPERVISORS EFFICIENCY REPORTS THE TWO<br />
APPEARING<br />
WERE COMPARED ON PERSONALITY INVENTORIES AND OTHER<br />
GRCbPS<br />
SIGNIFICANT GROUP DIFFERENCES, 10 LEVEL OR<br />
MEASURES<br />
WERE FOUND ON PERSONALITY INVENTCRY SCALES AN<br />
BELOW,<br />
SELECTION INTERVIEW, SCORES DERIVED FROM A<br />
EMPLOYMENT<br />
EQUATION FOR THE CALIFORNIA PSYCHOLOGICAL<br />
REGRESSION<br />
FOUND TC BE PREDICTIVE OF PERFORMANCE IN MEDICAL<br />
INVENTORY<br />
SCORED SECTICNS OF SUPERVISORY EFFICIENCY REPCRTS,<br />
SCFCOL
IN ATTITUDES ABOUT THE EMPLOYMENT SITUATION THE<br />
AND<br />
DID NOT DIFFER ON MEASURES OF APTITUDE, ACFIEVEMENT<br />
GROUPS<br />
AND VALLES<br />
CREATIVITY,<br />
BRICGS GEORGE E. JOHNSTON WILLIAM A.<br />
0489<br />
OF A CHANGE IN SYSTEM CRIIERIA OF<br />
INFLUENCE<br />
PERFORMANCE.<br />
OF APPLIED PSYCHOLOGY VOL. 50• ND<br />
JOURNAL<br />
I966 6 PAGES<br />
DECEMBER•<br />
CONTROLLERS<br />
TRAINING<br />
SIMULATED GROUND-CO&TRCLLED AERIAL INTERCEPT<br />
IN<br />
TWO-MAN TEAMS OF RADAR CONTROLLERS TRANSFERREO TO<br />
TASKe<br />
SIMPLE OR COMPLEX CRITERION CONDITIONS FOLLOWING<br />
EIIHER<br />
UNDER SIMPLE CRIIERIA UPON TRANSFER TO SIMPLE<br />
TRAINING<br />
CONDITIONS, TEAMS ADAPTED PERFORMANCE RAPIDLY<br />
CRITERION<br />
IHE NEW CRITERION HOWEVER, UPON TRANSFER TD COMPLEX<br />
TO<br />
TEAMS CONIINUED TC EMPHASIZE THAT ASPECT OF<br />
CRITERIA•<br />
APPROPRIATE DURING THE PREVIOUS SIMPLE CRITERION<br />
PERFORMANCE<br />
CONDITIONS.<br />
THOMPSON, H E BERANEKt W.t<br />
0490<br />
EFFICIENT USE OF AN IMPERFECT FORECAST<br />
THE<br />
SCIENCE VOL. 13, 3. NOV 1966 TO<br />
MANAGEMENT<br />
INFORMATIDNe FORECAST, EVALUATED• DECISION<br />
OPTIMALe<br />
PAPER ILLLSTRATES HOW INDIVIDUAL FORECASTS ANC<br />
THIS<br />
TECHNIQUES MAY BE EVALUATED BY THE USE OF EST-'<br />
FORECASTING<br />
DECISION THEORY GIVEN THE PROBABILITY DISTRIBUTION<br />
ABLISHED<br />
THE FORECAST ERRORt WE FIRST FIND THE OPTIMAL STRATEGY<br />
OF<br />
A DECISION PROCESS--HOW TO MAKE THE MOST EFFICIENT USE<br />
FOR<br />
A FORECAST. AFTER EXPRESSING THE EXPECTED PROFIT OF THE<br />
OF<br />
STRATEGIES IN TERMS OF THE PROBABILITY EF A CORRECT<br />
OPTIMAL<br />
THE AUTHORS ILLUSTRATE HOW TO FIND THE VALUE OF<br />
FORECAST<br />
IMPERFECT FORECAST AND THE VALUE OF A FORECASTING TECH<br />
AN<br />
WITH THIS INFORMATION THEY CAN DETERMINE WHEN TO<br />
NIQLE.<br />
A FORECAST• THE MAXIMUM AMOUNT TO PAY FOR BOTH A<br />
USE<br />
AND A FORECASTING METHOD, AND THE CONDITIONS UNDER<br />
FORECAST<br />
IT IS WORIHWHILE TO AITEMPT TO IMPROVE THE ACCURACY<br />
WHICH<br />
A FORECASTING METHOD<br />
OF<br />
STEINKAMP, STANLEY<br />
0491<br />
CFARACTERISTICS OF EFFECTIVE INTERVIEWERS<br />
SOME<br />
OF APPLIED PSYCHOLOGY, VOL 50, NO.<br />
JOURNAL<br />
1966 6 Po<br />
DECEMBER<br />
SELECTED, INFDRMATIO&, EVALUATIONS<br />
IESIS,<br />
ADDRESSES WERE SELECTED ON A PROBABILITY BASIS<br />
SAMPLE<br />
THE RECORDS OF FINANCIAL INSTITUTIONS AND IHE HOLDINGS<br />
FROM<br />
TO THE INTERVIEWER WERE COMPARED WITH INSTITUTIONS<br />
REPORTED<br />
FOR THE DAY OF THE INTERVIEW THE FREQOENCY WITH<br />
RECORDS<br />
AN INTERVIEWER OBTAINED INFORMATION ABOUT THE<br />
WHICH<br />
ACCOUNIS FORMS THE BASIS FOR THE CRITERIA OF<br />
VALIDATED<br />
EFFECTIVENESS. IT WAS FOUND THAT TFE MORE<br />
INTERVIEWER<br />
INTERVIEWERS SCORED SIGNIFICANTLY HIGHER ON THE<br />
EFFECTIVE<br />
AND INTRACEPTION TESIS AND LOWER CN TFE SUCCORANCE<br />
DOMINANCE<br />
CHANGE TESTS OF THE EDWARDS PERSONAL PREFERENCE<br />
AND<br />
EPPS IN ADDITION, THEY SCORED SIGNIFICANTLY<br />
SCHEDULEr<br />
IN FEFERENCE EVALUATIONS OF SELF-CONFIDENCE AND<br />
H2GHER<br />
TO DETAIL.<br />
ATTENTICN<br />
NEWMAN, R JR. HUNT D L RHODES FEN<br />
0492<br />
OF MUSIC ON EMPLOYEE ALTITUDE AND PRODUCTIVITY<br />
EFFECTS<br />
OF APPLIED PSYCHOLOGY, VOL 50, NO.<br />
JOURNAL<br />
1966• 4 P<br />
DECEVBER<br />
PERSONNEL<br />
EXPERIMENT WAS DESIGNED TO LOOK AT THE EFFECTS OF<br />
AN<br />
TYPES OF MUSIC• VERSUS NO MUSIC, ON THE QUANTITY AND<br />
FOUR<br />
OF PRODUCTION AND THE ATTITUDE CF WORKERS ENGAGED<br />
QUALITY<br />
THE ROUTINE TASK OF ASSEMBLING AND PACKING SKATEBOAROS<br />
IN<br />
WERE 26 ASSEMBLY-LINE PERSONNEL BETWEEN THE<br />
SUBJECTS<br />
OF 18 AND 23° FOUR TYPES DF MUSIC WERE PLAYED<br />
AGES<br />
SHOW FOLK• AND POPULAR THESE WERE CONTRASTED<br />
DANCE<br />
PERIODS DURING WHICH NO MUSIC WAS PLAYED MUSIC<br />
WITH<br />
WERE BALANCED WITH RESPECT TO DAYS OF THE WEEK<br />
CONDIIICNS<br />
A PERIOD OF 5 WKS. RESULTS SHOWED THAT, WHILE EMPLOYES<br />
OVER<br />
A HIGHLY FAVORABLE ATTITUDE TOWARD MUSIC AND THOUGHT<br />
HAD<br />
DID MORE WORK WITH IT THERE WAS NC CHANGE IN<br />
THEY<br />
PRODUCTIVIIY<br />
MEASURED<br />
PRIEN ERICH P.<br />
0493<br />
CHARACTER OF CRITERIA ORGANIZATION CHANGE<br />
DYNAMIC<br />
OF APPLIED PAYCHOLOGY• VOL 50• NO.<br />
JOLRNAL<br />
966. 4 P.<br />
OECEMBER<br />
JOB, ANALYSIS<br />
ORGANIZATION•<br />
THOUGHT AND RESEARCH ON CRITERION DEVELOPM<br />
PREVIOUS<br />
MEASUREMENT PROBLEMS RELATED TO SCALING AND<br />
EMPHASIZE<br />
PROBLEMS CREATED BY THE SPONSOR, VALUES OF THE<br />
ANALYSlS<br />
ASPECTS OF DERIVING A COMPOSITE CRITERION,<br />
RESEARCHER,<br />
THE DYNAMIC CHARACTER OF JCB REGUIREMENTS RELATED TO<br />
AND<br />
LEARNING THERE IS AN ADDITIONAL VARIABLE TO<br />
INCUMBENT<br />
CONSIDERED ORGANIZATION CHANGE AND THE EFFECT OF<br />
BE<br />
NEEDS DN THE NATURE OF THE CRIIERIA CF INDIVIDUAL<br />
CHANGING<br />
JOB DUTIES MAY REMAIN STATIC UNDER THESE CIRCUM-'<br />
JOBS<br />
ONLY THE RELEVANCE OF PERFORMANCE CHANGES.<br />
STANCES<br />
MCGREW• J.M MARCIA, J WRIGHT,C.K<br />
0494<br />
PROGRAM• IEXT LECTURE AS INSTRUCTIONAL MEDIA<br />
BRANCHING<br />
OF APPLIED PSYCHOLOGY VOL 50, NO. 6<br />
JPURNAL<br />
I966 4P.<br />
DECEMBER<br />
CONTROLS, ANALYSIS<br />
PRDGRAM<br />
COMPARATIVE STUDIES CF PROGRAMS WITH CONVENTIONAL<br />
MOST<br />
HAVE COMPARED A LINEAR PROGRAM PLUS LECTURE CONDITION<br />
MEDIA<br />
EITHER A LECTURE-ALONE PROGRAM-ALONE, OR TEXT-ALONE.<br />
WIIH<br />
DESIGN RESULTS IN NONCOMPARABLE TREATMENT GROUPS•<br />
THIS<br />
IHE EXPERIMENIAL SUBJECTS MAY EITHER BE GIVEN<br />
SINCE<br />
TIME TO USE THE PROGRAM OR ARE EXPCSEC TO THE SAME<br />
MORE<br />
TWICE. THE PRESENT STUDY, UTILIZING A BRANCHING<br />
MATERIAL<br />
CONTROLS FOR THESE POSSIBLE ERROR FACTORS<br />
PROGRAM<br />
UPON THE PERFORMANCE CF 66 UNDERGRADUATE SUBJECTS<br />
BASED<br />
ANALYSIS OF COVARIANCE SUGGESTSTHAT SHEER REPETITION<br />
AN<br />
MATERIAL, REGARDLESS OF THE MEDIUM EMPLOYED IS A<br />
OF<br />
FACTOR INFLUENCING THE OUTCOME OF COMPARATIVE<br />
SIGNIFICANT<br />
STUDIES.<br />
132<br />
WHEN CGMPANIES FIRE PEOPLE<br />
C495<br />
MANAGEMENT VOL 31, I. OCTOBER, 1966• P<br />
BUSINESS<br />
PLACEMENT<br />
SURVEY REPORTS ON HOW 68 COMPANIES HANDLE THE<br />
THIS<br />
BUSINESS OF FIRING PEOPLE INTERESTINGLY, MOST<br />
DELICATE<br />
SOME KIND OF SEVERANDE PAY.<br />
PROVIDE<br />
OVER HALF DF THE COMPANIES -57- PERCENT GIVE SEV-'<br />
WELL<br />
PAY THAT IS OVER AND ABOVE WHAT THE INDIVIDUAL HAS<br />
ERANCE<br />
EARNED ANOTHER I5 PERCENT WEIGH EACH CASE ON ITS<br />
ACTUALLY<br />
OVER 80 PERCENT OF IHE PARTICIPATING FIRMS REPORT<br />
MERITS<br />
HAVE NO FORMAL POLICY FOR SEVERING A MAN FROM THE CON<br />
THEY<br />
WHENEVER SOMEONE IS FIRED, SEVEN OUT OF TO COMPANIES<br />
MANY<br />
THAT THE EMPLOYEE LEAVE THE FIRM THE DAY HE IS FIRED<br />
INSIST<br />
AS NOT TO AFFECT HIS CO-WORKERS IF THE TERMINATED EM<br />
SO<br />
HAS ACCRLED VACATION TIMEr 90 PERCENT OF THE FIRMS<br />
PLOYEE<br />
HIM FOR IHE TIME. WHEN A MAN IS RELEASED IT IS USUALLY<br />
PAY<br />
INCOMPETENCE. THE CASE FOR GOOD REFERENCE CHECKING BE<br />
FOR<br />
HIRING IS BOLSTERED BY THE REPORIS OF MANY OF THE<br />
FORE<br />
COMPANIES<br />
THE DANGERS OF EXECLTIVE ISCLATION-A<br />
C496<br />
MANAGEMENT VOL. 3I, OCTOBER• 1966. 9P<br />
BUSINESS<br />
COLNSELCR<br />
HE ADMITS IT OR NOT, EVERY TOP EXECUTIVE FACES<br />
WHETHER<br />
DANGER OF BECOMING ISOLATED FROM THE EXECUTIVES BENEATH<br />
THE<br />
FROM EMPLOYEES FARTHER DOWN THE LINE, AND FROM PEOPLE<br />
HIM,<br />
HIS COMPANY WHO CAN KEEP HIM ABREAST OF THE BUSINESS<br />
OUISIOE<br />
AND THE WORLD AT LARGE THIS ARTICLE EXPLORES HOW<br />
WORLD<br />
PRESIDENTS OF SOME OF AMERICAS BIGGEST COMPANIES IRY TO<br />
THE<br />
THIS PERIL AMONG THE PARIICIPATING FIRMS ARE GEM-'<br />
COMBAT<br />
MOTORS CORP LNIVERSAL MATCH CORP CESSNA AIRCRAFT<br />
ERAL<br />
AND HALLE BROTHERS CO ALSO INCLUDED IN THE ARTICLE IS<br />
CO<br />
TRENCHANT SIAIEMENT FROM A LEAOING PUBLIC RELATIONS COUN-'<br />
A<br />
ON THE MAIN FORCES WORKING TO INCREASE THE ISOLATION<br />
SELOR<br />
lOP EXECUTIVES<br />
OF<br />
DUNTEMAN GEORGE H<br />
C49T<br />
OF SVIB FOR FEMALES IN 5 CURRICULA<br />
DISCRIMINANT-ANALYSES<br />
OF APPLIED PSYCHOLOGY, VOL 50, NO 6,<br />
JOURNAL<br />
1966, 7 PAGES<br />
DECEMBER•<br />
EDUCATION COLLEGE<br />
MEDICAL<br />
DISCRIINANT-FUNCIONT ANALYSIS DISCLOSED<br />
MULTIPLE<br />
GROUPS OF STUDENIS MAJERING IN OCCUPATIONAL THERAPY,<br />
THAT<br />
THERAPY, MEDICAL TECHOLOHY NURSING• AND EDUCATION<br />
PHYSICAL<br />
BE SUCCESSFULLY DISTINGUISHED FROM EACH OTHER, ON<br />
CDLLD<br />
BASIS OF 29 SCALES OF ThE STRONG VOCATIONAL INTEREST<br />
THE<br />
FOR WOMEN SVIB-W FURTHERMORE, DISCRIMINANT<br />
BLANK<br />
USING 11 SCALES ALSO INDICATED SUCCESSFUL OIS-'<br />
ANALYSES<br />
TWO DISCRIMINANT FUNCTIONS WERE SIGNIFICANT<br />
CRIMINAIION<br />
EACH ANALYSIS AND THE CONFIGURATION OF THE GROUPS IN<br />
IN<br />
DISCRIMINANT SPACE AND THE EFFICIENCY OF CLASSIFICATION<br />
THE<br />
ALL ANALYSES WERE HIGHLY SIMILAR IT WAS CONCLUDED<br />
FOR<br />
THE SVIB SHOULD BE A USEFUL INSTRUMENT FOR DISCRIMI-'<br />
THAT<br />
BETWEEN COLLEGE MAJORS WHEN UTILIZING OISCRIMI-'<br />
MATING<br />
ANALYSIS<br />
NANT-FLNCTION<br />
SCFUH, ALLEN<br />
C498<br />
DIFFERENTIAL SUPERS VOCATIONAL ADJUSTMENT THEORY<br />
SEMANTIC<br />
OF APPLIED PSYCHOLOGY, VOL 50 NO 6•<br />
JOURNAL<br />
I66, 7 PAGES<br />
DECEMBER•<br />
SATISFACTION• JOB-EVALUATIVE<br />
TEST<br />
HYPOTHESES DERIVED FROM THE THEORY THAT<br />
THREE<br />
ADJUSTMENT IS DEPENDENT UPON IMPLEMENTATION<br />
VOCATIONAL<br />
THE SELF-CONCEPT WERE TESTED A. THE SAME CIMEN-'<br />
OF<br />
CF MEANING ARE ATTRIBUTABLE TD THE SELF- AND<br />
SIONS<br />
CONCEPTS B. SLBJECTS WILL RATE THE CONCEPTS<br />
JOB-RELATED<br />
THE SAME WAY ACROSS THE OIMENSIONS, C. THE SELF<br />
IN<br />
IS STABLE OVER TIME HYPOTHESE A AND WERE<br />
CONCEPT<br />
REJECTED. HYPOTHESIS C WAS ACCEPTED AT THE<br />
PARTIALLY<br />
LEVEL THE THEORY THAT JOB SATISFACTION AND LIFE<br />
OI<br />
ARE DUE TD A GENERAL EVALUATIVE PERSONALITY<br />
ADJUSTMENT<br />
IS OFFERED AS A SUBSTITUTE FOR THE CONGRUENCY<br />
DISPOSITION<br />
THEORY<br />
ALLEN• IRVING L<br />
0499<br />
RESPONDENTS WHO FAKE CONFUSE SURVEY INFORMATION<br />
DETECTING<br />
OF APPLIED PSYCHOLOGY, VOL 50e NC* 6,<br />
JOURNAL<br />
I966• 6 PAGES<br />
DECEMBER•<br />
EVALUATION, ANALYZED<br />
INFORMATION,<br />
AND MARKET SURVEY RESEARCHERS OFTEN<br />
OPINION-ATTITUDE<br />
IN QUESTIONNAIRES A NONEXISTENT ITEM IN A LIST OF<br />
INCLUOE<br />
ON WHICH ATTITUDES AND INFORMATION LEVELS ARE SOUGHT<br />
ITEMS<br />
RESEARCHERS ASSUME THAT RESPONSE TO THE PHONY ITEM<br />
THESE<br />
EVIDENCE OF INVALID RESPONSES TO OTHER ITEMS VERBAL<br />
IS<br />
OF RESPONOENTS CLAIMING AWARENESS OF SUCH A PHONY<br />
BEFAVIOR<br />
IS COMPARATIVELY ANALYZED IN EVALUATION OF THIS<br />
ITEM<br />
TECHNIQUE DATA ARE INTERVIEWS WITH 625 SAMPLE<br />
PRACTICAL<br />
RESPONDENTS. RESPONDENTS ASSERTING AWARENESS OF THE<br />
SURVEY<br />
ITEM ARE MORE LIKELY A TO PROFESS AWARENESS<br />
FICTITIOUS<br />
GENUINE ITEMS AND B. TO EXPRESS FAVORABLE ATTITUDES<br />
OF<br />
ITEMS THE IECHNIQOE PERMITS A ROUGH BUT WORKABLE<br />
TOWARD<br />
OF RESPONSE VALIDITY AND DOES NET GREATLY BIAS<br />
ESTIMATION<br />
SAMPLES REPRESENTATIVENESS IF INVALID RESPONSES ARE<br />
THE<br />
DROPPED<br />
HUETING, E. SARPHATI• H R<br />
0500<br />
FATIGUE<br />
MEASURING<br />
OF APPLIED PSYCHOLOGY VDL 50, NG<br />
JOURNAL<br />
1966 4 PAGES<br />
DECEMBER,<br />
WORK<br />
SUBJECTS BETWEEN 19 AND 23 YEARS OLO PERFORMED<br />
EIGHT<br />
EXERCISE DURING IT MINUTES ON A BICYCLE ERGOMETER ON<br />
AN<br />
DAYS IN SUCCESSION NOT BEING AWARE OF THE SYSTEMATIC<br />
I3<br />
VARIATIONS IN THE SLOPE OF THE WORK LOAD, ALL<br />
DAILY<br />
SHOWED SIGNIFICANT CORRELATIONS BETWEEN SUBJECTIVE<br />
SUBJECTS<br />
OF GENERAL PHYSICAL FATIGUE AS EXPRESSED ON<br />
FEELINGS<br />
KINDS OF RATING SCALES, ANO SLOPE OF WORK LOAD.<br />
OIFFERENT<br />
EQUATIONS SATISFACTORILY DESCRIBLE LINEAR RE<br />
REGRESSION<br />
BETWEEN LOAD AND FATIGUE FACTER ANALYSIS<br />
LATIONSHIPS<br />
A FACTOR -INCREASING FATIGUE-, AND A FACTOR<br />
SUGGESTS
FITNESS-<br />
-DECREASING<br />
ELTON, CHARLES ROSE, HARRIETT A<br />
0501<br />
TRANSFER RELATION TC PERSONALITY CHARACTERISTICS<br />
UNIVERSITY<br />
OF APPLIED PSYCHOLOGY, VOL<br />
JOURNAL<br />
I966, 5 PAGES<br />
DECEMBER,<br />
EDUCATION, ANALYSIS<br />
SELECTEE,<br />
OIFFERENCES BETWEEN 43 RANDOMLY SELECTED<br />
PERSONALITY<br />
WHO REMAINED IN ARTS AND SCIENCES, 29 WOMEN WHO<br />
WOMEN<br />
TO COMMERCE, 55 WOMEN TRANSFERS TC EDUCATION,<br />
TRANSFERRED<br />
20 WOMEN TRANSFERS TO EITHER HOME ECONOMICS OR NURSING<br />
AND<br />
FOUND BY MULIIPLE-DISCRIMINANT ANALYSIS TO BE SIG-'<br />
WERE<br />
AT THE O LEVEL. CONCLUSIONS ARE A WOMEN WHO<br />
NIFICANT<br />
IN ARTS AND SCIENCES WERE MORE AUTHORITARIAN,<br />
REMAINEO<br />
AND CAREER ORIENTED, B WOMEN TRANSFERS TC<br />
PRACTICAL,<br />
COMMERCE OR EDUCATION DISPLAYED MORE INTELLECTUAL<br />
EIIHER<br />
TOWARD SCHOLARLINESS, AND C WOMEN TRANSFERS TO<br />
APPROACH<br />
HOME ECONOMICS DR NURSING WERE LESS INHIBITED, MORE<br />
EITHER<br />
COMFORTABLE, AND LESS CONFORMING<br />
SOCIALLY<br />
KORMAN, ABRAHAM K<br />
C502<br />
VARIABLE IN VOCATIONAL CHCICE<br />
SELF-ESTEEM<br />
OF APPLIED PSYCHOLOHY, VOL 50, NO. 6,<br />
JOURNAL<br />
I66, 8 PAGES<br />
DECEMBER,<br />
MAKING<br />
TEST,<br />
OF TWO STUDIES DESIGNED TC TEST PREDICTIONS<br />
REPORT<br />
THE HYPOGHESIS THAT INDIVIDUALS OF HIGH SELF-ESTEEM<br />
FROM<br />
TO IMPLEMENT SELF WHEN MAKING AN OCCUPATIONAL CHOICE<br />
TEND<br />
INDIVIDUALS OF LOW SELF-ESTEEM DO NOT FOURTEEN<br />
WHEREAS<br />
PREDICTIONS WERE MADE AND SUPPORTED FROM THIS<br />
SPECIFIC<br />
HYPOTHESIS IMPLICATICNS FOR ABILITY, SELF--'<br />
GENERAL<br />
AND SUCCESSFUL ROLE PERFORMANCE WERE SUGGESTEC<br />
EVALUATION,<br />
NUCKOLS, ROBERT C<br />
DSO3<br />
INTERVIEW VERSUS MAIL PANEL SURVEY.'<br />
PERSONAL<br />
OF MARKETING RESEARCH, VDL I, NO<br />
JOURNAL<br />
I964, PAGES<br />
FEBRLARY,<br />
SURVEYS<br />
VALIDIIY OF LIFE INSURANCE OWNERSHIP DATA OBTAINED<br />
THE<br />
PERSONAL INTERVIEW AND MAIL PANEL SURVEYS IS EXAMINED<br />
BY<br />
CHECKING RESPONSES AGAINST COMPANY RECORDS THE SURVEYS<br />
BY<br />
ARE COMPARED WITH CENSUS DISTRIBUTIONS AND WITH EACH<br />
ALSO<br />
THE HYPOTHESIS IS TESTED THAT THE INTERRELATION-'<br />
OTHER<br />
BEIWEEN ITEMS WILL HOLD EVEN WHEN ITEMS ARE KNOWN<br />
SHIP<br />
CONIAIN BIAS THE RESULTS HAVE IMPLICATICNS FOR<br />
TO<br />
INTERVIEW AND FOR MAIL PANEL SURVEYS<br />
PERSONAL<br />
CRESPI, IRVING<br />
0504<br />
OF SURVEY METHODS TC MODEL-LINE DECISIONS<br />
APPLICATION<br />
OF MARKETING RESEARCH, VDL. I, hO I,<br />
JOURNAL<br />
1964• 5 PAGES<br />
FEBRUARY•<br />
DECISION<br />
INFORMATION,<br />
THE MANY CONSIDERATIONS THAT ENTER INTO THE FINAL<br />
OF<br />
AS TO WHAT SHOULD BE A COMPANYS MODEL LINE• ONE<br />
DECISION<br />
THE PORE IMPORTANT IS THAT CF USER hEEDS ANC WANTS<br />
OF<br />
THE MAIN, RESEARCH IN THIS REGARD HAS FOCUSED ON INDI-'<br />
IN<br />
PRODUCTS RESEARCH CAN BE DESIGNED TO PROVIDE A<br />
VIDUAL<br />
MODEL LINE PICTURE BASED ON USER hEEOS AND WANTS<br />
TOTAL<br />
THERE ARE CONSIDERABLE ADVANTAGES TO BE GAINED<br />
WHILE<br />
A NUMBER OF SPECIAL METHODOLOGICAL PROBLEMS MUST<br />
THEREBY,<br />
RESOLVED IN ORDER FOR SUCH RESEARCH TO PROVIDE USABLE<br />
BE<br />
INFDRMAIION<br />
LAZERWITZ, BERNARD<br />
C505<br />
OF A SCATTERED GROUP<br />
SAMPLE<br />
OF MARKETING RESEARCH, VOL<br />
JOURNAL<br />
1964, 4 PAGES<br />
FEBRUARY,<br />
MEASUREMENT<br />
SAMPLING<br />
DIRECTORY AND BLOCK SUPPLEMENT TECHNIQUES ARE<br />
CITY<br />
AS THE SAMPLE DESIGN FOR A SCATTERED METROPOLITAN<br />
USED<br />
THE PROBLEMS ARISING OUT OF VARYINC SELECTION<br />
POPULATION.<br />
WITHIN DWELLING UNITS ARE HANDLED BY THE USE OF A<br />
RATES<br />
PHASE IN THE FIELD AD SUBSEQUENT STRATIFICATION<br />
SCREENING<br />
DWELLING UNITS BY NUMBER OF ELIGIBLE RESPONDENTS THE<br />
OF<br />
OF THIS DESIGN POINT UP THE FEASIBILITY OF USING A<br />
RESULTS<br />
DIRECTORY TECHNIQUE TO SAMPLE WIDELY SCATTERED GROUPS<br />
CITY<br />
RELATIVELY SMALL INCREASES IN SMAPLE VARIANCES<br />
WITH<br />
MASSY, WILLIAM F WEBSTER, FREOERICK E., JR<br />
C506<br />
IN MARKETING RESEARCH<br />
MODEL-BLILDING<br />
OF MARKETING RESEARCH• VOL i, NO 2, MAY, 1964,<br />
JOURNAL<br />
PAGES<br />
OPTIMIZATION, MAKING, DECISION<br />
ORGANIZATIONAL,<br />
RELATIONSHIP BETWEEN BEHAVIORAL AND OPTIMIZATION<br />
THE<br />
SHOULD BE MORE CLEARLY UNDERSTOOD. THE AUTHORS<br />
MODELS<br />
THE CHARACTERISTICS OF EACH, USING PUBLISHED MARKET<br />
DEFINE<br />
FINDINGS. THEY DISCUSS TH[ IMPLICATIONS OF THE<br />
RESEARCH<br />
MODEL DICHOTOMY FOR TEE MARKETING<br />
BEHAVIORAL-OPTIMIZAIION<br />
DEPARTMENT AND SUGGEST AN ORGANIZATIONAL ARRANGE<br />
RESEARCH<br />
FOR USING RESEARCH DATA MORE EFFECTIVELY IN MANAGE-'<br />
PENT<br />
DECISICN MAKING.<br />
PENT<br />
GREENt PAUL E<br />
C507<br />
CLASSIFICATION PROCEDURES IN ANALYZING CUSTOMER<br />
BAYESIAN<br />
CHARACTERISTICS.'<br />
OF MARKETING RESEARCH, VOL i, NO 2, MAY 1964,<br />
JOURNAL<br />
PAGES<br />
?<br />
OPTIMAL BAYES<br />
PROGRAM<br />
DISCRIMINANI FUNCTIONS HAVE BEEN USED<br />
TRADITIONALLY,<br />
CLASSIFY INDIVIDCALS ACCORDING TO A LINEAR FUNCTION DF<br />
TO<br />
INDIVIDUALS MEASURED CHARACTERISTICS THIS ARTICLE<br />
THE<br />
A BAYESIAN CLASSIFICATION PROCEDURE WHICH<br />
DEVELOPS<br />
TAKES INID ACCOUNT THE COSTS OF MISCLASSIFICATIO&<br />
EXPLICIILY<br />
ATTRIBUTE MEASUREMENT THE ARTICLE PRESENTS THE RESULTS<br />
AND<br />
A COMPUTER PROGRAM OESIGED TO DETERMINE THE OPTIMAL<br />
OF<br />
OF CHARACTERISTICS TC MEASURE AND DISCUSSES THE<br />
NUMBER<br />
IMPLICATIONS FOR CONSUMER RESEARCH<br />
RESULTS<br />
PAYNE, STANLEY Lo<br />
0508<br />
OF SURVEY METHODS<br />
COMBINATION<br />
OF MARKETING RESEARCH, VOL I, NO 2, MAY, 1964,<br />
JOURNAL<br />
PAGES<br />
INFORMATION<br />
TEST,<br />
RESEARCHERS IN IHE PAST HAVE TENDED TO LOOK<br />
SURVEY<br />
133<br />
PERSONAL INTERVIEWS, TELEPHONE INTERVIEWS AND MAIL<br />
UPON<br />
AS ALTERNATIVE METHODS REPORTED HERE IS<br />
QUESTIONNARIRES<br />
HOME-USE PRODCCT TEST WHICH UTILIZES ALL THREE METHGCS<br />
A<br />
COMBINATION• EACH OBTAINING APPROPRIATE INFORMATION<br />
IN<br />
THE SAME HOUSEHOLDS<br />
FROM<br />
BRABB, GEORGE J. MORRISO, EDMUND D<br />
BSOg<br />
EVALUATION OF SUBJECTIVE INFORMATION.'<br />
THE<br />
OF MARKETING RESEARCH, VOL 1• NO 4, NOVEMBER 1964<br />
JOURNAL<br />
PAGES<br />
5<br />
EVALUAIION<br />
INFORMATION,<br />
PAPER PRESENTS A MODEL FOR THE EVALUATION OF<br />
THIS<br />
USED AS SOURCES FOR SUBJECTIVE INFORMATION.<br />
INDIVIDUALS<br />
EVALUATION IS BASED UPON THE AMOUNT AND NATURE OF THE<br />
THE<br />
RELEVANI EXPERIENCE AND THE CONSISTENCY AND<br />
INDIVIDUALS<br />
OF THE INFORMATION HE PROVIDES<br />
COMPLETENESS<br />
BRADBURN• NORMAN M MASON, WILLIAM M<br />
510<br />
EFFECT OF QUESTION ORDER ON RESPONSES<br />
THE<br />
OF MARKETING RESEARCH, VOL i, NO 4 NOVEMBER, 1964<br />
JOURNAL<br />
PAGES<br />
SURVEY<br />
INTERVIEW<br />
EFFECTS OF QUESTION ORDER WERE TESTED BY USING<br />
THE<br />
FORMS OF AN INTERVIEW SCHEDULE IN WHICH SIGNIFI-'<br />
ALTERNATE<br />
SECTIONS WERE SYSTEMATICALLY ROTATED THE MAJOR<br />
CANT<br />
DRAWN FROM THE DATA WAS THAT RESPONSES TO<br />
CONCLUSION<br />
SUCH AS THOSE TESTED, QUESTIONS OF SELF-REPORT<br />
QUESTIONS<br />
SELF-EVALUATION, ARE RELATIVELY UNAFFECTED BY ORDER<br />
AND<br />
PRESENTATION<br />
OF<br />
BOYD, HARPER W JR BRITT• STEUART HENDERSON<br />
C51I<br />
EFFECTIVE MARKETING RESEARCH USING ADMINISTRATIVE<br />
MORE<br />
PROCESS<br />
OF MARKETING RESEARCH, VOL 2• NO It FEBRUARY• ig65<br />
JOURNAL<br />
PAGES<br />
INFORMATION, ADMINISTRATIVE<br />
MAKING,<br />
ARTICLE DEMONSTRATES HOW BOTH MARKETING RESEARCH<br />
THIS<br />
AND MANAGEMENT EXECETIVES CAN MAKE EFFICIENT<br />
EXECUTIVES<br />
OF INFORMATION ABOUT THE MARKETPLACE, BY THE USE OF<br />
USE<br />
ADMINISTRATIVE PROCESS<br />
THE<br />
MANY BUSINESS EXECUTIVES ARE DISAPPOINTED, EVEN<br />
TOO<br />
WITH IHE RESULTS OF MARKETING RESEARCH TOO<br />
DISENCHANTED,<br />
THE POINT OF VIEW IS EXPRESSED THAT MARKETING<br />
FREQUENTLY<br />
IS SIMPLY SEMI-SCIENTIFIC HINDSIGHT<br />
RESEARCF<br />
THE OPPOSITE VIEW IS THAT THE ABILITY OF MARKETING<br />
BUT<br />
TO GENERATE PERTINENT MARKETING INFORMATION HAS<br />
RESEARCHERS<br />
THE LIKELIHOOD THAT MANAGEMENT WILL USE SUCH<br />
OUTDISTANCED<br />
EFFECTIVELY IN DECISION-MAKING<br />
INFORMATION<br />
TORTOLAhl, RAY<br />
0512<br />
BIAS INTENTIONALLY INTO SURVEY TECHNIQUES<br />
INTRODUCING<br />
OF MARKETING RESEARCH, VOL 2, NO i, FEBRUARYt 1965<br />
JObRNAL<br />
PAGES<br />
5<br />
QUESTIONNAIRE<br />
INTERVIEW<br />
BIAS CAN BE EMPLOYED AS BENEFICIAL TOOL<br />
SOMETIMES<br />
MARKETING RESEARCH TECHNIQUES. THIS ARTICLE DESCRIBES<br />
OF<br />
CASE STUDY IN WHICH A FORM OF BIAS WAS IMPLEMENTED IN A<br />
A<br />
TEST TO PROVIDE THE ANSWERS TO AN ACUTE MARKETIN(<br />
CONSUMER<br />
PROBLEM<br />
KOILER, PHILIP<br />
0513<br />
MODELS FOR ANALYZING BUYERS.'<br />
BEHAVIORAL<br />
OF MARKETING, VCL 29, NO 4, GOT 1965 9 PAGES<br />
JOURNAL<br />
ANALYZING<br />
ORGANIZATIONAL,<br />
AUTHOR CONTRASTS BUYER BEHAVIORAL MODELS BASED ON<br />
THE<br />
MAJOR THEORIES, AND SHOWS HOW EACH HAS UNIQUE MARKETING<br />
FIVE<br />
APPLICATIONS<br />
MAN IS CONCERNED CHIEFLY WITH ECONOMIC<br />
MARSHALLIAN<br />
AND INCOME--AND MAKES A FRESH UTILITY CALCU-'<br />
CUES--PRICES<br />
BEFORE EACH PURCHASE<br />
LATION<br />
MAN BEHAVES IN LARGELY HABITUAL RATHER<br />
PAVLOVIAN<br />
THOUGHIFUL WAY. CERTAIN CONFIGURATIONS DF CUES WILL<br />
THAN<br />
DFF THE SAME BEHAVIOR BECAUSE OF REWARDED LEARNING IN<br />
SET<br />
PASI<br />
THE<br />
PANS CHOICES ARE INFLUENCED STRGNCLY BY<br />
FREUOIAN<br />
AND FANIASIES WHICH TAKE PLACE DEEP WITHIN HIS<br />
MOTIVES<br />
WORLD<br />
PRIVATE<br />
MAN ACTS IN WAY WHICH IS SHAPED LARGELY<br />
VEBLENIAN<br />
PAST AND PRESEI SOCIAL CROUPS.<br />
BY<br />
MAN SEEKS TO RECONCILE INDIVIDUAL GAIN WITH<br />
HOBBESIAN<br />
GAIN<br />
ORGANIZATIONAL<br />
KELLY, WILLIAM<br />
0514<br />
INTELLIGENCE FOR TOP MANAGEMENT<br />
MARKETING<br />
OF MARKETING• VCL. 29, NO 4, OCT Ig65 & PAGES<br />
JOLRNAL<br />
ORGANIZATION, INFCRMATION, EVALUATE£<br />
PLANNING,<br />
NUMBER OF LARGE COMPANIES ALREADY HAVE MARKETING<br />
A<br />
DEPARTMENTS OR INFORMATION SERVICES DEPART-'<br />
INTELLIGENCE<br />
AND OTHERS ARE PLANNING TO ACTIVATE THEM. BETTER<br />
MENTS<br />
MORE RELIABLE, AND CONCISE INFORMATION SHOULD<br />
EVALUATED,<br />
THE BASIS ON WHICH BETTER DECISIONS AND POLICIES<br />
AFFORD<br />
BE FORMULATED BY TOP MANAGEMENT<br />
COLLD<br />
ADVANTAGES IN ESTABLISHING A CENTRALIZED SERVICE<br />
THE<br />
DISCUSSED THEY ARE THE EXPANSION OF TIME HORIZONS,<br />
ARE<br />
MACHINERY FOR GATHERING INFORMATION• BETTER PRO-'<br />
BEITER<br />
OF FINISHEO INTELLIGENCE, REDUCED CONFUSION OF TOP<br />
DUCIION<br />
PREVENTION OF DISTORTION OF INFORMATION,<br />
POLICY-MAKERS<br />
AND BETTER SOURCES OF INFORMATION, AND CREATIVE<br />
NEW<br />
FUNCTIONS.<br />
INTELLIGENCE<br />
AND INTERAL INFORMATION FLOWS ARE DISCUSSED<br />
EXTERNAL<br />
TO THE CENTRALIZED SYSTEM. FIGURES SHOW THE ORGANI<br />
PRIOR<br />
OF THE INTELLIGENCE-SERVICES DIVISION AND THE<br />
ZATION<br />
OF IkFCRMATICN.<br />
DISTORTION<br />
MASON, JOHN l<br />
D515<br />
LOW PRESTIGE OF PERSONAL SELLING<br />
THE<br />
OF MARKETING, VCL 29, NO 4t OCT IQ65 4 PAGES<br />
JOURNAL<br />
SATISFACTION, PERSOhhEL EDUCATION<br />
TRAINING,<br />
RELATIVELY LOW OCCUPATIONAL PRESTIGE OF PERSONAL<br />
THE<br />
IS OF PRACTICAL IMPORTANCE BECAUSE MANY INDIVIDUALS<br />
SELLING<br />
NOT EVEN CONSIDER SALES WORK AS A POSSIBLE OCCUPATION AND<br />
O0<br />
THERE IS A SHCRTAGE OF SALES PERSONNEL BOTH IN<br />
HENCE<br />
AND QUALITY ALSO BECAUSE OF THE UNSATISFACTORY<br />
QUANIIIY
STANOING OF ThE OCCUPATION, SALES PEOPLE MAY DERIVE<br />
SOCIAL<br />
SATISFACTION FROM THEIR WORK TFAN IF TFEIR OCCUPATION<br />
LESS<br />
VIEWED MORE FAVORABLY BY SOCIETY<br />
WERE<br />
AUTHOR DISCUSSES PERSLNAL SELLING IN RELATION TO<br />
THE<br />
FIVE DETERMINANTS OF OCCUPATICNAL PRESTIGE THE FIVE<br />
THE<br />
CRITERIA WHICh PRODUCE PRESTIGE FOR OCCUPATIONS IN<br />
MAJOR<br />
SOCIETY ARE TFE DISTINCTION BETWEEN WHITE-COLLAR ANC<br />
OUR<br />
OCCLPATICNS INCOMEt FREEDOM OF ACTION,<br />
BLLE-CDLLAR<br />
AND TRAINING, AND POWER ABSENCE OF FORMALIZED<br />
EDUCATION<br />
AND TRAINING RECUIREMENTS AND LACK CF ALTHDRITY<br />
EDLCATIENAL<br />
ThE MAJOR REASONS FOR ThE RELATIVELY LOW OCCUPATIONAL<br />
ARE<br />
OF SALESMEN IN OUR SOCIETY<br />
PRESTIGE<br />
DOMIN, WILLIAM FREYMULLER, JACK<br />
0516<br />
INDLSTRIAL PRCCbCT PUBLICIIY BE MEASURED<br />
CAN<br />
OF MARKETINGt VCL 29, NO B, JULY, 1965, 4 PAGES<br />
JOLRNAL<br />
INDEX<br />
PROGRAM<br />
AUTHORS ASSESS THE QUESTION, CAN INDUSTRIAL<br />
THE<br />
PUBLICITY BE MEASURED, AND DESCRIBE AN APPROACh<br />
PRODUCT<br />
PUBLICITY MEASLREMENT WHICH OFFERS QUANTITATIVE CATA<br />
TO<br />
COMPARISON PLRPGSES.<br />
FOR<br />
PUBLICITY IS- ThE ARM OF SALES AND<br />
INDUSIRIAL<br />
ACTIVITY RESPONSIBLE FOR SECURING ECITORIAL<br />
MANAGEMENT<br />
AS DIVORCED FROM PAIL SPACE, IN ALL MEOIA READ,<br />
SPACE,<br />
OR HEARD BY A COMPANYS CUSTOMERS AND PROSPECTS,<br />
VIEWEDt<br />
THE SPECIFIC PURPOSE OF ADDING TO COMPANY PRESTIGE AND<br />
FOR<br />
IN THE MEETING DF SALES GOALS<br />
ASSISTING<br />
QUANTITATIVE METHODS ARE USED TO OEMONSTRATE<br />
VARIOUS<br />
RELATIVE EFFECTIVENESS CF AN INDUSTRIAL PUBLICITY<br />
THE<br />
THESE APPROACHES CAN BE CLASSIFIED INTO THREE<br />
PROGRAM<br />
OF AMOUNT OBTAINED, CETERMINA-'<br />
CATEGORIES--DETERMINATION<br />
OF COST PER LNIT OF PUBLICITY DBTAINE, RELATIONSHIP<br />
TION<br />
PUBLICITY UNIT COSTS TO LNIT COSTS CF OTHER PHASES OF<br />
OF<br />
COMMUNICATIONS PROGRAM. INDEX, LIMITATICNS CISCUSSEO<br />
THE<br />
SINGH, TRIPIT ARAYAN BAUMGARTEL, HOWARD<br />
C517<br />
FACTORS IN AIRLINE MECHANICS WORK MOTIVATIONS<br />
BACKGROLND<br />
GF APPLIED PSYCHOLOGY VOL 50* NO 5, OCTOBER, 1966<br />
JOURNAL<br />
PACES<br />
EDLCATION, ANALYSIS, QCESTIGNNAIRE<br />
JOB,<br />
CORRELATIONAL ANALYSIS CF A NUMBER CF QUESTIONNAIRE<br />
A<br />
ASSESSING THE IMPORTANCE OF VARIOUS ASPECTS OF THE<br />
ITEMS<br />
SIIUATION SHOWED THEMES, REFERRED PRIMARILY TO<br />
WORK<br />
FOR ADVANCEMENT AND ThE CTHER TO NEEDS FCR SECURITY<br />
NEEDS<br />
STABILITY IN JUB AND INTERPERSONAL RELATIONS LEVEL<br />
AND<br />
EDUCATIONAL ACHIEVEMENT BEARS A POSITIVE RELATIONSHIP<br />
OF<br />
ADVANCEMENT MOTIVATION AGE IS, INDEPENDENTLY,<br />
WITH<br />
RELATEO ID ADVANCEMENT NEEDS TRENDS EXIST TC<br />
NEGATIVELY<br />
CONVERSE RELATIONSHIPS BETWEEN EOUCATIGN AND AGE<br />
INDICAIE<br />
THE NEED FOR SECURITY AND STABILITY<br />
AND<br />
SCHWARTZ, H A HASKELL, R JR<br />
0518<br />
INSTRUCTION IN INDUSTRIAL TRAINING<br />
COMPUTER-ASSISTED<br />
OF APPLIED PSYCHOLOGY, VOL 50, NC 5, OCTOBER, 196d<br />
JOLRNAL<br />
PAGES<br />
4<br />
TEST, PROGRAMMED, DATA-PROCESSING, ADMINISTERED,<br />
TRAINING,<br />
QUESTIONNAIRE<br />
STUDY WAS LNDERTAKEN TO TEST THE FEASIBILITY OF<br />
ThE<br />
COMPUTER-ASSISTED INSTRUCTION AS AN INDUSTRIAL<br />
REMOTE<br />
TECHNIQUE 79 NEWLY hIRED ELECTRONIC TECHNICIANS<br />
TRAINING<br />
THEIR RECbIRED TRAINING IN BASIC EATA-PROCESSING<br />
RECEIVED<br />
THROUGH PROGRAMMED IEXTS THE STANDARD METHOD<br />
PRINCIPLES<br />
FCR THIS PRESENTATION 25 EQUIVALENT STUDENTS RECEIVED<br />
USEC<br />
SAME TRAINING IhROUGH KEYBOARD-OPERATED TERMINAL<br />
THE<br />
LINKED REMOTELY TO AN IBM 1440 COMPUTER SYSTEM<br />
DEVICE<br />
SINGIFICANT DIFFERENCES IN EXAMINATION SCORES WERE<br />
NO<br />
hOWEVER, THERE WAS A SIGNIFICANT SAVING,<br />
OBTAINED<br />
10 PER CENT, Ik ThE TIME REQUIRED TO COMPLEIE<br />
APPROXIMATELY<br />
COURSE DN AN ALTITUDE CUESTIONNAIRE AOMINISTERED SUB<br />
THE<br />
TO THE COLRSES, BOTH GROUPS RATED THEIR RESPECTIVE<br />
SEQUENT<br />
OF INSTRLCTICN AS APPROXIMATELY EQUAL TC REGULAR<br />
METHOD<br />
TECHNIQUES IN TERMS CF EFFECTIVENESS<br />
CLASSROOM<br />
RQRER, LEONARD G HDFFMAk, PAUL HSIEH, KUO-CHENG<br />
C519<br />
CUTTING SCORES FOR DISCRIMINATION CF UNEQUAL GROUPS<br />
OPTIMUM<br />
OF APPLIED PSYCHOLOGY, VOL 50, NO 5, OCTOBER, IgBE<br />
JOURNAL<br />
PAGES<br />
OPTIMUM DECISION-MAKING UTILITIES<br />
TEST<br />
ACCURACY WITH WHICh A TEST CLASSIFIES PEOPLE,<br />
THE<br />
OR EVENTS AS BELCNCING TO CF GROUPS DEPENDS<br />
OBJECTS,<br />
ThE DISTANCE BETWEEN ThE MEANS, IHE RELATIVE VARI-'<br />
UPCN<br />
THE RELATIVE SIZE, ANC ThE SHAPE OF ThE DISTRI-'<br />
ABILITY,<br />
OF THE 2 GROUPS IF THE SCORES FOR EACH OF THE<br />
BGTIONS<br />
ARE NORMALLY CISTRIBLTEG, TABLES FOR DETERMINING<br />
GROUPS<br />
CUTTING SCORES FOR A WIDE RANGE OF VALUES OF THE<br />
OPTIMUM<br />
VARIABLES ARE NOW AVAILABLE, RORER, hCFFMAN, ANC<br />
OTHER<br />
ig&4o HOWEVER, OVERAll ACCURACY IS AN APPROPRIATE<br />
HSIEH,<br />
FOR DECISION MAKING ONLY WHEN ALL CORRECT CLASSIFI<br />
GUIDE<br />
ARE EQUALLY BENEFICIAL AND ALL INCORRECT CLASSIFI-'<br />
CATIONS<br />
EQUALLY COSILY A SIMPLE TECHNIQUE MAKES POSSIBLE<br />
CAIIONS<br />
UTILIZATION OF THE RORER, HOFFMA, AND HSIEF TABLES<br />
THE<br />
A DIFFERENT VALUE IS ASSIGNED TO EACH OF THE OUTCOMES<br />
WHEk<br />
CAMPBELL, DAVID<br />
C520<br />
YEARS LATER ON ThE SVIB LIFE INSURANCE SALESMAN SCALE<br />
TEN<br />
OF APPLIED PSYCHOLOGY, VOL 50, NO. 5, OCTOBER, igBE<br />
JDLRNAL<br />
PACES<br />
4<br />
INFORMATICN, ANALYSIS<br />
JOBS,<br />
A POOL DF 2,500 MINESOTA HIGH SCHOOL SENIORS OF<br />
FROM<br />
CLASSES DF 1953 AND 1954, 93 STUDENTS WERE IDENTIFIED<br />
THE<br />
HAD -A- RATINGS CN THE SVIB LIFE INSURANCE SALESMAN<br />
WHO<br />
INFORMATION CN THEIR CURRENT OCCUPATIONS WAS<br />
SCALE<br />
FROM 72 OF THEM CF THESE, iO PER CENT WERE IN<br />
COLLECTED<br />
LIFE INSURANCE BUSINESS, 32 PER CENT WERE IN OTHER<br />
THE<br />
JOBS, 12 PERCENT WERE IN BUSINESS-CONTACT JOBS<br />
SALES<br />
AS PUBLIC RELAIIONS, 2 PER CENT WERE IN SOCIAL SER-<br />
SUCH<br />
PERSUASIVE JOBS SUCH AS LAWYER DR MINISTER, AND 24 PER<br />
VICE<br />
WERE IN ESSENTIALLY UNRELATED JOBS IN A FURTHER<br />
CENT<br />
EACH PROFILE WAS ANALYZED AS TO ITS APPROPRIATE-'<br />
ANALYSIS,<br />
FOR THE INCIVICLALS CURRENT OCCUPATION 64 PER CENT<br />
NESS<br />
CLASSIFIED AS -HITS-, 22 PER CENT AS -MISSES-, ANC 14<br />
WERE<br />
134<br />
CENT AS -INDETERMINATE-<br />
PER<br />
ALLHISER, NORMAN C<br />
0521<br />
OF SLBORDINATES IN PURCHASING MANAGEMENT<br />
DEVELOPMENT<br />
OF PURCHASING, VOL 2, 2 MAY, 1966 20P<br />
JOLRNAL<br />
TRAINING<br />
IN-SERVICE<br />
SURVEY QUESIIDNNAIRE DETERMINED METHODS COMMONLY USEC<br />
A<br />
TRAIN SUBORDINATES THE MOSI EFFECTIVE METHOC IS USE DF<br />
TO<br />
RESPONSIBILITY EXT BEST METHOD IS DIRECT HELP<br />
INCREASING<br />
MOST EFFECTIVE ACDITIONAL ASSIGNMENT FOR TRAINEES IS AN<br />
THE<br />
SPECIAL PROJECT THE GREATEST PROBLEM IN A SUB-'<br />
INCIVICLAL<br />
GROWTH IS PLANNING AND SCHEDULING PART OF THE<br />
ORDINATES<br />
WAS OF PURCHASING MANAGERS EXPERIENCES WITH THEIR OWN<br />
STLDY<br />
THE MOST EFFECTIVE SUPERIORS SET EXAMPLES TO THE<br />
SUPERIORS<br />
WHILE ThE LEAST EFFECTIVE ALLOWED ND INITIATIVE<br />
MANAGERS<br />
IDENTIFIEO THE MOST IMPORTANT INCENTIVE AS INCREASE<br />
MANAGERS<br />
SALARY OR WAGE THE MOST COMMONLY USED PENALTY WAS WITH-'<br />
IN<br />
OF PROMOTION OR UPGRADING THE MOST EFFECTIVE NON-<br />
HOLDING<br />
INCEKIIVE IS THE ESIRE TO ACHIEVE RESULTS<br />
FINANCIAL<br />
ARTICLE IS SUPPORTED BY TABLES SHOWING RESULTS OF<br />
ThE<br />
SECTIONS OF THE SURVEY<br />
ThE<br />
KIRCNER, WAYNE K<br />
C522<br />
NOTE CN ThE EFFECT OF PRIVACY IN TAKING TYPING TESTS<br />
A<br />
OF APPLIED PSYCHOLOGY, VOL 50, NO 5, OCTOBER, 196<br />
JOLRNAL<br />
PAGES<br />
2<br />
JOB<br />
TEST,<br />
FEMALE JCB APPLICANTS CCMPLETEO A STANDARD TYPING<br />
80<br />
AS PART OF A REGULAR JOB-SELECTION PROCEDURE OF<br />
TEST<br />
40 WERE TESIED INDIVIDUALLY, 0 IN GROUPS OF 2 OR<br />
THESE,<br />
WHEN COMPARED EN TEST RESULTS, FEMALES TESTED ALONE<br />
MORE<br />
ALMOST 4 WORDS PER MINUTE FASTER ON THE AVERAGE<br />
TYPED<br />
SAME GROUP HAD SLIGHTLY FEWER ERRORS BUT ThE DIFFERENCE<br />
THE<br />
NOT SIGNIFICANT RESULTS SUGGESTED THAT PRIVACY COULD<br />
WAS<br />
A DIRECT EFFECI ON TEST PERFORMANCE<br />
HAVE<br />
HAMMER, CHARLES H RINGEL, SEYMOUR<br />
0523<br />
ASSIMILATION FRCM UPDATED DISPLAYS<br />
INFORMAIION<br />
OF APPLIED PSYCHOLOGY VOL 50, NO 5, OCTOBER, 196<br />
JOLRNAL<br />
PACES<br />
INFORMATION, CODED<br />
SELECTED,<br />
ACCURACY WIIH WHICH SUBJECTS CCULC LOCATE UP£ATEC<br />
THE<br />
OF INFORMATION WAS STUDIED AS A FUNCTION OF USE OF<br />
ELEMENTS<br />
VS bNCDDEO UPCATES, NUMBER OF ELEMENTS CF INFORMA-'<br />
COOED<br />
PRESENTED AND NUMBER OF ELEMENTS OF INFORMATION<br />
TIEN<br />
SELECTED FINDINGS CEMONSTRATE THE VALUE OF COOING<br />
bPDATEC<br />
AN INFORMAIION ENHANCEMENT TECHNIQUE AND THE CONSIDER-'<br />
AS<br />
EFFECIS OF ELEMENTS PRESENTED AND UPDATED WITH<br />
ABLE<br />
DISPLAYS A REDUCTION IN THE PERCENIAGE CF RESPONSES<br />
UNCODEC<br />
THE NUMBER OF LPCATES INCREASED MAY REFLECT LESSENINC<br />
AS<br />
SUBJECTS CONFIDENCE IN THEIR ABILITY TO MAKE CORRECT<br />
OF<br />
EVEN THOUGH THEIR ACTUAL PERFORMANCE LID NOT<br />
RESPONSES<br />
TO SUFFER<br />
APPEAR<br />
RAkLS, JAMES R PERRY, OLIVER TIMONS, EDWIN<br />
C524<br />
OF CONVENTIONAL AND PROGRAMMED INSTRUCTION<br />
STLDY<br />
OF APPLIEO PSYCHOLOGY, VOL 50, NO 5, OCTOBER,<br />
JOLRNAL<br />
PAGES<br />
4<br />
TEST, PSYCHOLOGY, PRCGRAM-INSIRUCTED<br />
TRAINING,<br />
TRADITIONAL COLLEGE CLASSROOM IEACHING METHOD DF<br />
ThE<br />
AND ASSIGNED READINGS WAS COMPARED WITH AN INDI-'<br />
LECTURE<br />
PROGRAMED INSTRUCTIONAL METHOD UTILIZING A PROGRAMED<br />
VIDLAL<br />
SUBJECTS, 2I PAIRS, MATCHED WITH REGARD TO SEX<br />
TEXT<br />
INTELLIGENCE TEST SCORE, AND HOURS OF FORMAL TRAINING<br />
AGE<br />
ThE BIOLOGICAL SCIENCES, WERE FIRST TESIEO UPON CDM-'<br />
IN<br />
OF THE PHYSIOLOGICAL PORTION OF AN INTRODUCTORY<br />
PLEIION<br />
COURSE THEY WERE THEN RETESTED 6 WEEKS LATER<br />
PSYCHOLOGY<br />
SIGNIFICANT DIFFERENCES WERE FOUND IN PERFORMANCE ON<br />
NO<br />
HOWEVER, THE LEVEL CF PERFORMANCE CN TEST<br />
TEST<br />
SIGNIFICANTLY HIGHER FOR THE PROGRAM-INSIRUCTED GROUP<br />
WAS<br />
WEISSENBERG, P GRUENFELD, L W<br />
C525<br />
AMONG LEAOERSFIP DIMENSIONS AND COGNITIVE<br />
RELATIONSHIPS<br />
STYLE<br />
OF APPLIED PSYCHOLOGY, VOL 50 NO 5, OCTOBER, IgBE<br />
JOLRNAL<br />
PAGES<br />
4<br />
SUPERVISORS, ADMINISTERED, QUESTIONNAIRE<br />
TEST,<br />
DIFFERENTIATION HYPOTHESIS SERVED AS A BASIS<br />
WIIKINS<br />
ThE INVESTIGATION OF PROPOSITIONS, A FIELD-DE-'<br />
FOR<br />
SUPERVISORS WILL SHOW THE HIGHEST -ESTEEM FOR THE<br />
PENDENT<br />
PREFERRED CO-WORKER-, B FIELD-DEPENDENT SUPERVISORS<br />
LEAST<br />
BE MORE -CONSIDERATE-, ANC C FIELD-INDEPENDENT<br />
WILL<br />
WILL BE MORE -STRUCTURE- ORIENTED WITKINS<br />
SUPERVISORS<br />
FIGURES TEST, FIELOERS ESTEEM FOR THE LEAST<br />
EMBEDDED<br />
CO-WORKER INSTRUMENT, AND FLEISHMANS LEADERSHIP<br />
PREFERRED<br />
QUESTIONNAIRE WERE ADMINISTERED TC T3 CIVIL<br />
OPINION<br />
SUPERVISORS INOIVIObALS WHO WERE INTERMEDIATE<br />
SERVICE<br />
EXTREME FIELD DEPENDENCE AND EXTREME FIELD INOE-'<br />
BETWEEN<br />
DISCRIMINATED MOST SHARPLY BETWEEN IHEIR MOST AND<br />
PENDENCE<br />
PREFERRED CO-WORKERS<br />
LEAST<br />
ANDERSON, B BERGER, J COHEN, P<br />
C526<br />
M JR.<br />
ZELOITCH,<br />
CLASSES IN ORGANIZATIONS<br />
STATUS<br />
SCIENCE QUARTERLY, VGL IT, ND II, SEPT.IgBE<br />
ADMINISTRATIVE<br />
PAGES<br />
20<br />
JOB<br />
ORGANIZATIONAL<br />
IHEORY IS FORMULATED FROM WHICH A NUMBER OF<br />
A<br />
PROPERTIES OF ORGANIZATIONAL STATUS SIRUCTURES<br />
WELL-KNOWN<br />
BE DERIVED II IS THEN APPLIED TO THE PROBLEM OF<br />
MAY<br />
A NEW JOB TO A PLACE IN THE STATUS STRUCTURE.<br />
ASSIGNING<br />
THEORETICAL FORMULATION IS CONCERNED ONLY WITH STATUS<br />
THE<br />
THE SENSE F RESPECT, WORTH, OR ESTEEM<br />
IN<br />
ASSUMES IWO BASIC PROPERTIES, A DIFFUSE PROPERTY<br />
IT<br />
A BALANCE PROPERTY, AND SOME NOTIONS OF HOW STATUS<br />
AND<br />
STATES COME TO BE RELATED TO EACh OTHER FROM<br />
VALUED<br />
FORMULATICN CONDITICNS ARE DERIVED UNDER WHICH<br />
THIS<br />
OF A NEW JOB WILL AND WILL NOT CISTbRB THE<br />
ASSIGNMENT<br />
OF AN ORGANIZATIONS EXISTING STATUS SIRUCTURE.<br />
STABILITY<br />
BOWERS, O. G SEASHORE, E<br />
052<br />
ORGANIZATION EFFECTIVENESS WITH LEADERSHIP THEORY<br />
PREDICTING<br />
SCIENCE ¢UARTERLY, VOL 11, NO II SEPT.[gBE<br />
ADMINISIRATIVE
PAGES<br />
Z6<br />
SATISFACTICN, CRGANIZATIGNALm EVALUATE<br />
SUPERVISORY,<br />
RESEARCh IN THE AREA OF LEADERSHIP SEEMS TO<br />
RECENT<br />
TO THE EXISTENCE OF FOUR BASIC DIMENSIONS OF<br />
POINT<br />
SUPPORT, INTERRACIION FACILITATION, GOAL<br />
LEADERSHIP-<br />
AND WORK FACILITATICk DATA FROM A RECENT SIUOY<br />
EMPFASISm<br />
40 AGENCIES OF ONE OF THE LEADING LIFE INSURANCE<br />
OF<br />
ARE USED TO EVALUATE THE IMPACT OF BOTH SUPER<br />
COMPANIES<br />
AND PEER LEADERSHIP bPOk OUTCOMES OF SATISFACTION AND<br />
VISORY<br />
PERFORMANCE MEASURES<br />
FACTORIAL<br />
FROM TEE STUDY SUCGEST THAT THIS CONCEPTUAl<br />
RESULTS<br />
IS USEFUL AND THAT IEADERSHIPS RELATION TD<br />
MODEL<br />
OUTCOMES MAY BEST BE STUDIED WhE BOIH<br />
ORGANIZATIONAL<br />
ANO EFFECTIVENESS ARE MULTIDIMENSICNAL. BOTH<br />
LEADERSHIP<br />
AND SUPERVISORY LEADERSHIP MEASURES RELATE TO OUTCOMES.<br />
PEER<br />
MOST INSTANCES, THE ABILITY TO PREDICT IS ENHANCED BY<br />
IN<br />
SIMULTANEOUS ACCOUNT OF NONLEADERSHIP VARIABLES.<br />
TAKING<br />
GRLENFELD L. W<br />
05Z8<br />
OF TUITION PAYMENT AND INVOLVEMENT GN BENEFIT FROM A<br />
EFFECTS<br />
PROGRAM<br />
MANAGEMENT-DEVELOPMENT<br />
OF APPLIED PSYCHOLOGY, VOL 50t NO 5t CCTOBERt 1966<br />
JOURNAL<br />
PAGES<br />
4<br />
IN-SERVICE WORK-STUDY<br />
TRAINNEESHIP<br />
STUDY INVESTIGATED THE EFFECTS OF PARTICIPANTS<br />
THIS<br />
OF TUITION TIME, AND EFFORT ON BENEFIT FROM A<br />
INVESTMENTS<br />
DEVELOPMENT PROGRAM MEASURES DF BENEFIT<br />
MANAGEMENT<br />
OF A SLMMATED RATING SCALE AND ThE ECGNOMIC<br />
CONSISIEO<br />
DF THE AVSV SUBJECTS WrXE 99 INDUSTRIAL EXECUTIVES<br />
SCALE<br />
A 5-YEAR PROGRAM THOSE WHb PAID PART OF THEIR TUIIION<br />
IN<br />
RELATIVELY MORE TIME IN THE PROGRAM, AND FOUND<br />
SPENT<br />
PROGRAM DIFFICULT, BENEFITED MORE IT IS CONCLUDEE<br />
THE<br />
PROGRAMS WHICH DO NOT REQUIRE COMMITMENT AND EFFORT<br />
THAT<br />
NOT LIKELY TO ACHIEVE THEIR IMMEDIATE VALUE OBJECTIVES<br />
ARE<br />
GOLGBERG LEWIS R.<br />
D59<br />
OF PEACE CORPS SELECTION BOARDS<br />
RELIABILITY<br />
OF APPLIED PSYCHOLOGY* VOL SOt NO 5, OCTOBERm 1966<br />
JOLRNAL<br />
PAGES<br />
9<br />
EVALUATE<br />
SELECTION<br />
MOSI CRLCIAL LINK IN ThE PEACE CORPS SELECTION<br />
ThE<br />
IS THE ADVISORY SELECTIU, BCARD WHERE COMPRE<br />
PROCESS<br />
POOL OF ASSESSMENT BATA ON EACH PEACE CORPS<br />
hENSIVE<br />
IS EVALUATED AND DISCUSSED IN AN EFFORT TO BETTER<br />
TRAINEE<br />
THIS IMPORTANT PROCESS OF COLLECTIVE CLINICAL<br />
UNDERSIAND<br />
9 PEACE CORPS SELECTION BOARDS WERE STUDIED<br />
JUDGMENT,<br />
BETWEEN 80ARO PARTICIPANTS ON THE OVERALL<br />
AGREEMENT<br />
OF EACH PEACE CCRPS TRAINEE PRIOR TC BOARD<br />
SUITABILITY<br />
WAS COMPARED WITh ThAT REACHED AFTER BOARD<br />
DISCUSSION<br />
THE FINDINGS FROM THE BOARDS APPEARED REMARK<br />
DISCUSSION<br />
SIMILARt INDICATING BOARD DISCUSSIONS TEND TO DECREASE<br />
ABLY<br />
RATINGS FOR THE AVERAGE TRAINEE INCREASE THE<br />
SUITABILITY<br />
DISPERSION OF RATINGS FOR THE GROUP OF TRAINEESt AN£<br />
AVERAGE<br />
QUITE DRAMATICALLY THE DEGREE OF CONSENSUS AMONG<br />
INCREASE<br />
PARTICIPANTS<br />
BOARD<br />
LANE, ROBERT G PENNi NCLAN E FISChER ROBERT F<br />
D530<br />
ANALOGIES TEST A NOTE ON PERMISSIVE RETESTING.<br />
MILLER<br />
OF APPLIED PSYCHOLOGY, VOL 50 NO 5m OCTOBER, 1966<br />
JOURNAL<br />
PACES<br />
ANALYZEO, REGRESSIDN<br />
TEST,<br />
SCORES ON THE MILLER ANALOGIES TEST, MAT WERE<br />
NEAN<br />
FOR 84 GRADUATE STUDENTS, UW GROUP, WHO TOOK THE<br />
COMPUTED<br />
TWICE, FORM K FOLLOWED BY FORM RETEST SCORES WERE<br />
MAT<br />
HIGHER. WHEN EQUIVALENCE STUEY ES DATA<br />
SIGNIFICANTLY<br />
IN THE MAT MANUAL WERE ANALYZED, RETEST SCORES ON<br />
REPORTED<br />
WERE ALSO FOUND TO BE SIGNIFICANTLY hIGHER THAN<br />
FORM<br />
SCORES CN FORM K. HOWEVER, THE OIFFEREhCE FOR THE<br />
INITIAL<br />
GROUP WAS SIGNIFICANTLY GREATER THAN THE CORRESPONCING<br />
UW<br />
IN IHE ES SAMPLE THE GREATER DIFFERENCE<br />
DIFFERENCE<br />
THE UW GROUP MAY BE EXPLAINED PARTIALLY AS A REGRESSION<br />
FOR<br />
HOWEVER, SOME QUESTIONS WERE RAISED AS TO<br />
PHENOMENON<br />
EFFECTS AND THE RELIABILITY OF THE TWO FORMS.<br />
PRACTICE<br />
RICHARDSON, LOUIS A., JR.<br />
G531<br />
VALUE OF JOB TYPE COMPANY SIZE, LCCATION<br />
PERCEIVED<br />
OF APPLIED PSYCHDLCGY VDL 50, NO St CCTDBERt I66<br />
JOURNAL<br />
PAGES<br />
ADMINISTRATION<br />
JOB<br />
INFLUENCE OF JOB LOCAEIGN STARTING SALARYm TYPE<br />
THE<br />
WORK, AND COMPANY SIZE lh THE JOB CHOICES GF lIB BUSINESS<br />
OF<br />
SILDENIS WAS STUDIED. THE METHOD OF<br />
DMINISIRATION<br />
PAIRED COMPARISONS AND A SCALING TECHNIQUE WHICH<br />
FACTORIAL<br />
A MONETARY VALUE TO EACH FACTOR WERE USED<br />
ASSIGNED<br />
AN 800 DCLLAR SALARY DIFFERENTIAL INFLUENCED THE<br />
ALIHOUGF<br />
CHOICES MORE THA LOCATION TYPE GF WORKt OR COMPANY<br />
JOB<br />
ALL THE FACTORS HAS A HIGHLY SIGNIFICANT INFLUENCE<br />
SIZE*<br />
HAD CONSIDERABLE -TRADE-OFF- VALUE<br />
AND<br />
LOCKE, EDWIN A<br />
$32<br />
OF ASPIRATION AS A TRAINING PROCEDURE<br />
LEVEL<br />
OF APPLIED PSYCHGLOGYe VOL 50 NO 5e OCTOBER 1966<br />
JOLRNAL<br />
PAGES<br />
4<br />
TEST, CODE<br />
TRAINING,<br />
THE BASIS OF A STUDY OF NORSE CODE LEARhING<br />
ON<br />
964, CLAIMED SUPPORT FOR HIS HYPOTHESIS THAT<br />
FRYER<br />
SUBJECTS SET LEVELS CF ASPIRATION WOULB LEAD TO A<br />
HAVING<br />
PERFORMANCE LEVEL THAN GIVING KNOWLEDGE CF SCORE<br />
HIGHER<br />
IHE PRESENT WRITER REANALYZEB FRYERS DATA TO TEST<br />
ALONE<br />
HYPOTHESIS THAT THE SUPERIGRITY OF THE LEVEL-OF-AS<br />
THE<br />
PROCEDURE WOULD DEPEND UPON THE LEVEL AT WHICH THE<br />
PIRATION<br />
WERE SET. IN OUT OF 4 COMPARISONS IT WAS FOUND THAT<br />
GOALS<br />
WHO SET HIGH GOALS PERFORMED BETTER THAN SUBJECTS<br />
SUBJECTS<br />
SET LOW GOALS AND BETIER THAN SUBJECTS GIVEN KNOW<br />
WHO<br />
OF SCORE ALONE THERE WERE NO SIGNIFICANT DIFFERENCES<br />
LEDGE<br />
SUBJECTS WHO SET LOW GOALS AND SUBJECTS GIVEN KNOW-<br />
BETWEEN<br />
OF SCORE ALONE. A QUALIFICATION OF FRYERS HYPOTHESIS,<br />
LEDGE<br />
ACCOUNT OF IHESE FACTS, WAS THEREFORE PROPOSED.<br />
TAKING<br />
BERLEW O* E HALL O. T<br />
D53<br />
OF MANAGERS EXPECTATIONS Uh PERFORMANCE<br />
SOCIALIZATION<br />
SCIENCE QUARTERLY* VOL IT* NO El, SEPT 1966<br />
ADMINISIRATIVE<br />
135<br />
PAGES<br />
15<br />
ORGANIZATIOn, JOB<br />
TESTING,<br />
RELATIONSHIPS AMONG EARLY JOE CHALLENGE EARLY<br />
ThE<br />
AND LATER PERFORMANCE AND SUCCESS WERE STUDIED<br />
PERFORMANCE,<br />
TWO COMPANIES OF A LARGE INDUSTRIAL ORGANIZAIION ThE<br />
IN<br />
OF TWO GROUPS OF MANAGERS WERE STUDIED DURING THEIR<br />
CAREERS<br />
SIX AND SEVEN YEARS WITH IHEIR COMPANIES THEORETICAL<br />
FIRST<br />
IS PRESENTED WHICH INDICATES THAT A PERSONS FIRST<br />
MATERIAL<br />
IN AN ORGANIZATION COULD BE A CRITICAL PERIOD FOR<br />
YEAR<br />
IT IS HYPOTHESIZED THAT FIRST-YEAR JOB CHALLENGE<br />
LEARNING<br />
HIGHLY WIIH LATER PERFORMANCE AD SUCCESS ThE<br />
CORRELATES<br />
PROVIDE STRONG SUPPORT FOR THE HYPOTHESIS, ALTHOUGh<br />
RESULTS<br />
ONE COMPANY INITIAL PERFORMANCE IS A BETTER PREDICTOR OF<br />
IN<br />
SLCCESS AND PERFORMANCE ThAN IS FIRSI-YEAR CHALLENGE<br />
LATER<br />
MODEL OF ORGANIZATIONAL SOCIALIZATION IS PRESENTED<br />
A<br />
FUTLRE TESTING<br />
FOR<br />
WALTER, BENJAMIN<br />
0534<br />
CONTROL RELATIONS IN ADMINISTRATIVE HIERARCHIES<br />
INTERNAL<br />
SCIENCE QUARTERLY, VCL 11, NO El, SEPT 1966<br />
ADMINISTRATIVE<br />
PAGES<br />
29<br />
ORGANIZATIONAL DECISIONS CONTROL ADMINISTRATIVE<br />
PROGRAMMED<br />
IECHNIQUES WERE USED TG TRACE AND<br />
OBSERVATIONAL<br />
THE TRANSMISSION OF INFLUENCE IN TWO MUNICIPAL<br />
MEASURE<br />
HIERARCHIES TWO HYPOTHESES WERE TESTED<br />
ADMINISTRATIVE<br />
FIRST ASSERTED THAT SUBORDINATES WERE RELATIVELY<br />
THE<br />
INFLUENTIAL THAN THEIR SUPERIORS I THE FCRMULATIGh<br />
MORE<br />
EXECUTION OF NOVEL DEGISICS THIS HYPOTHESIS WAS<br />
AND<br />
BY OBSERVATION<br />
CONFIRMED<br />
SECOND HYPOTHESIS CLAIMED GREATER INFLUENCE<br />
THE<br />
ORGANIZATICNAL SUPERIORS I PROGRAMMED DECISION<br />
FOR<br />
BUT THE OBSERVATIONS DID NOI SUPPORT IT<br />
MAKING<br />
ILLLSIRATE THE DATA.<br />
TABLES<br />
PRCCTDR JAMES<br />
0535<br />
AND MORE COMPUTERS DO THE TALKING<br />
MORE<br />
AUTOMATION VOL 13, 12. DECEMBER, 1966 5P<br />
BUSINESS<br />
CODES<br />
INFORMATIONm<br />
FOR THE CONVERSIOk OF ELECTRICAL IMPULSES INTO<br />
DEVICES<br />
HUMAN SPEECh ARE TCDAY A REALITY WITH SUCh<br />
MEANINGFUL<br />
FLAWLESSLY PERFECTED OPERATING SYSTEMS ARE AT<br />
TECFNIQLES<br />
MOMENT PROVIDING STOCK QUOTATION INFORMATION FROM THE<br />
THIS<br />
STOCK EXCHANGE, RELAYIkG WEATHER INFORMATION TO<br />
AMERICAN<br />
PILOTS -THE AIR FORCES AUTOMATIC VOICE LINK OP-'<br />
AIRPLANE<br />
WEATHER SYSTEM-, AND GIVING CABLE INFORMATIGN TO<br />
ERATIONAL<br />
SERVICE TECHNICIANS THESE ARE A FEW CF THE<br />
TELEPHONE<br />
VOICE RESPONSE SYSTEMS THAT ARE DISCUSSED AT<br />
AUTOMAIIC<br />
IN THIS ARTICLE<br />
LENCTH<br />
SYSTEM AT THE AMERICA STOCK EXCHANGE MAKES IT<br />
ThE<br />
FOR SIOCKBROKERS TC DIAL FCUR-OIGIT CODES ON RIG-'<br />
POSSIBLE<br />
OFFICE TELEPHONES AND RECEIVE STOCK QUOTATIONS IN ThE<br />
ULAR<br />
OF AN ELECTRONIC HLMAN VOICE, BY MEANS OF A SPEECh<br />
FORM<br />
IHE STDCKBROKER WHO COMMUNICATES WITH TEE AUDIG<br />
MAKER<br />
INTERROGATES MAGNETIC STORAGE DRUMS AT A TELL<br />
PROCESSOR,<br />
WHERE THE LATEST STOCK IFORMAIIUN IS PRECESSEC<br />
CENTER<br />
MENKHALS, EDWARO J.<br />
C536<br />
FILING AND FINDING<br />
FILMING,<br />
AUTOMATION VGL 13t 12 DECEMBER 1966 6P<br />
BUSINESS<br />
INFORMATION INDEXED, DCCUMENTS CONTROLS<br />
PLANSt<br />
MEMPHIS, TENNESSEE, LIGHT, GAS AND WATER DIVISION<br />
THE<br />
MICROFILM TO PLACE ITS COMPUTER-PREPARED AND MANUALLY<br />
USES<br />
DOCUMENTS lh THE VARIOUS AREAS OF THE CCMPANY WHERE<br />
WRITTEN<br />
INFORMATION IS REQUIRED FOR DECISION-MAKING<br />
THE<br />
PRIME REFERENCE SOURCE FOR SEVERAL DEPARTMENTS IS A<br />
A<br />
REGISTER CONTAINING COMPREHENSIVE HISTORICAL AND<br />
MASTER<br />
INFORMATION CN EACH CUSTOMER WhEN ThE MASTER<br />
UP-TO-DATE<br />
IS UPCATEO IT IS SENT TO THE MICROFILM DEPARTMENT<br />
REGISTER<br />
ThE REGISTER IS FILMED AND INDEXED ThE IFORMATICN<br />
WHERE<br />
WAS ESTABLISHED IN JLLY, 1965, TC PROVIDE -ONE STOP-<br />
CENIER<br />
FOR CUSTOMERS WHO TRANSACT BUSINESS VIA TELEPHONE<br />
SERVICE<br />
ADDITION TO REDUCING COSTSm THE COMPUTER HAS hELPEB<br />
IN<br />
CUSTOMER SERVICE, PROVIDES EARLIER REPORTS WITH<br />
IMPROVE<br />
CONTROLS AND HAS ADDED VERSATILITY TO ThE OPERATIONS.<br />
BELIER<br />
PLANS CALL FOR CONVERSION OF THE ROLL FILM FILE TD<br />
PRESENT<br />
JACKETED FILM SYSIEM FOR GREATER AND MORE EFFICIENT<br />
A<br />
ACCESS<br />
CARRDLL STEPHEN JR<br />
CS]T<br />
GRADUATE ChARACIERISTICS RECRUITING ECISIONS<br />
COLLEGE<br />
OF APPLIED PSYChOLECY, VGL 50, NG 5 CCTOBER I6E<br />
JOURNAL<br />
PAGES<br />
3<br />
JOB-SEEKING<br />
SELECTICN<br />
PERSONAL AND BIOGRAPHICAL CHARACTERISTICS OF<br />
19<br />
SCHOOL GRADLATES OF THE UNIVERSITY OF MINNESOTA<br />
BUSINESS<br />
1961 WERE RELATED TO SEVERAL CRITERIA REPRESENTING<br />
IN<br />
IN THE CAMPLS-RECRUITING PROCESS OF ThE<br />
SUCCESS<br />
STUCIED ONLY APPEARANCE RANK, hANBSOMENESS,<br />
CHARACIERISTICS<br />
STATUS AND OFFICE EXPERIENCE WERE FUUNC TO BE<br />
MARITAL<br />
RELATED TO ANY OF THE CRITERIA REPRENENTING<br />
SIGNIFICANTLY<br />
JOB-SEEKING SUCCESS ThE FINOINGS OF ThE STUDY<br />
STLDENT<br />
CONTRARY TO THE FINDINGS OF SEVERAL SURVEYS OF CAMPUS<br />
ARE<br />
AND FIRMS WITH RESPECT TO THE RELATIVE WEIGHT<br />
RECRUITERS<br />
TO VARIOLS STUDENT CHARACTERISTICS IN SELECTION<br />
ASSIGNED<br />
DECISIONS<br />
JERCEE, THOMAS h.<br />
C538<br />
VERSUS INDIVIDUAL DIFFERENCES Ih ATTITUDE<br />
WORK-GROUP<br />
OF APPLIED PSYCHCLOGYt VOL 50 NG 5 CCTOBER 196E<br />
JOLRNAL<br />
PAGES<br />
3<br />
PLANTSt JOB-ANALYSIS ADMINISIRATIVE<br />
TESTED<br />
OBJECTIVE WAS TD DETERMINE THE RELATIVE MAGNI-'<br />
ThE<br />
OF GROUP AND INOIVIDUAL DIFFEREkCES IN JOB ATTITUDES<br />
TUBE<br />
TO A 20-ITEM LIKERT-TYPE ATTITUDE SCALE WERE<br />
RESPONSES<br />
FROM [90 EMPLOYEESm SAMPLED FROM 38 WORK GROUPS<br />
OBTAINED<br />
MANUFACTURING PLANTS. THE HYPOIHESIS THAT ThE WORK<br />
IN<br />
DID NOT DIFFER I JOB AITITUOES WAS TESTED BY AN<br />
GROLPS<br />
OF VARIANCE. THE OBSERVED WORK-GROUP OIFFERENCES<br />
ANALYSIS<br />
AII[IUDES WERE NOI SIGNIFICAkT AND IHE LOWEST AND<br />
IN<br />
WORK-GRCUP MEANS IN EACH OF THE PLANTS WERE NOT<br />
HIGHEST<br />
FAR APART IN THESE 3 PLANTS AT LEAST, THE<br />
SIGNIFICANTLY
539<br />
APPROPRIATE UNIT FOR ADMINISTRATIVE ACTION OR FOR<br />
MORE<br />
STUDY CN EMPLOYEE ATTITUDES SEEMS TO BE THE<br />
RESEARCH<br />
INDIVIOLAL, NOT THE WORK GROUP<br />
SEED MICROFILM SYSTEMS<br />
HIGH<br />
AUTOMATION VOL. 13, 12. DECEMBER, 1966 2P.<br />
BUSINESS<br />
CODES<br />
INFORMATION,<br />
DATA PRODUCTS DIVISION OF STROMBERG-CARLSON HAS<br />
THE<br />
MICROMATION SYSTEMS, A FAMILY OF COMPATIBLE<br />
INTRODUCED<br />
DESIGNED TO CUT THE COSTS OF CONVERTING COMPUTER<br />
EQUIPMENT<br />
INIO READABLE FORM THE SYSTEMS OPERATE AT COMPUTER<br />
OAIA<br />
TO RECORD OUIPUT IN ALPHANUMERIC OR IN GRAPHIC FORM<br />
SPEEDS<br />
ELEMENTS IN THE FAMILY ARE THE MICROMATION RECORD-'<br />
KEY<br />
ThE S-C 4060, 4460, 4440, AND 4360 EACH RECORDER TAKES<br />
ERS-<br />
CODES FROM A COMPUTER OR MAGNETIC TAPE AND TRANS-'<br />
DIGITAL<br />
THE CODES INTO ORDINARY LANGUAGE DR GRAPHIC FORM AT<br />
LATES<br />
SPEEDS THE INFORMATION IS PRESENTED ON A SPECIAL<br />
TAPE<br />
RAY TUBE WHERE CAMERAS AUTOMATICALLY RECORD II DATA<br />
CATHODE<br />
BE RECORDED ON MICROFILM FOR 16MM ROLL CARTRIDGES OR<br />
MAY<br />
APERTURE CARDS. AN OPTIONAL MICROFICHE CAMERA WILL BE<br />
3SMM<br />
IN THE SYSTEM TO AUTOMATICALLY PRODUCE TITLED<br />
AVAILABLE<br />
RECORDS WITH ?2 IMAGES ON A TAB CARD SIZE, OR IN<br />
MICROFICHE<br />
SIZES AND FORMATS.<br />
OTHER<br />
DRATTELL, ALAN<br />
C540<br />
NATIONAL DATA BANK- FRIEND OR FOE°'<br />
THE<br />
AUTOMATION VQL 13, 12% DECEMBER Ig66 7P<br />
BUSINESS<br />
CONIRDL, ANALYSIS<br />
INFORMATION<br />
CURRENTLY HEATED [SSUE THAT HAS BEEN RECEIVING MUCH<br />
A<br />
IS THE PROPOSAL FOR A NATIONAL DATA BANK TO BE<br />
ATTENTION<br />
IN A NATIONAL DATA CENTER, UNDER FEDERAL CONTROL IN<br />
HOUSED<br />
EFFORT TO CLARIFY THE CONTROVERSY, BUSINESS AUTOMATION<br />
AN<br />
THE TWO LEADING FIGURES IN THE DEBATE- RAYMOND<br />
INTERVIEWED<br />
DF THE BUREAU OF THE BUDGET AND REP CORNELIUS GAL-'<br />
BOWMAN<br />
OF NEW JERSEY.<br />
LAGHER<br />
BOWMAN SIAIES THAT THE FUNCTION OF THE DATA CENTER<br />
MR<br />
BE TO IMPROVE THE AVAILABILITY OF INTERRELATED STA-'<br />
WOULD<br />
DATA FOR ECONOMIC AND SOCIAL ANALYSIS THE DENIER<br />
TISTICAL<br />
PROVIDE FOR A COORDINATED COMPUTER FACILITY DESIGNEO<br />
WOULD<br />
IMPROVE ACCESSIBILITY, COMPARABILITY AND USEFULNESS OF<br />
TO<br />
INFORMATION THE GENERAL PRINCIPLES AND CONDI-'<br />
STATISTICAL<br />
OF ACCESS, SAYS BOWMAN, WOULD BE DETERMINED BY LAW<br />
TIDNS<br />
GALLAGHER CONTESTS THE PROPOSAL ON THE GROUND THAT<br />
MR.<br />
ENOLGH SAFEGLARDS CAN BE BUILT INTO THE SYSTEM TO PRO-'<br />
NOI<br />
PRIVACY AND CONFIDENTIALITY<br />
TECT<br />
ROTHERY, BRIAN<br />
0541<br />
LIMITS OF SYSTEMS ANALYSES<br />
THE<br />
PROCESSING VDL 9, 1, JANUARY, 1967t<br />
DATA<br />
JOB, ANALYSES<br />
ORGANIZATION<br />
SYSTEMS ANALYSIS IS SO ALL-PERVADING WITHIN<br />
BECAUSE<br />
ORGANIZATION, DEFINING THE DUTIES AND LIMITS OF THE<br />
THE<br />
ANALYST HAS ALWAYS PRESENTED A PROBLEM THIS ARTICLE<br />
SYSTEMS<br />
THE AREAS OF CONCERN TO THE SYSTEMS ANALYST WHICH<br />
DISCUSSES<br />
FORMULATE HIS JOB DEFINITION<br />
HELPS<br />
KELLER, ARNOLD<br />
0542<br />
THIRD GENERATION<br />
THE<br />
AUTOMATION VOLo 14, JANUARY, I967 6P<br />
BUSINESS<br />
ORGANIZED, EDUCATION, ADMINISTRATIVE<br />
PROGRAM,<br />
YEAR 1967 kill FIND MANY THOUSANDS OF FIRMS PLUG-'<br />
THE<br />
INTO THE THIRD GENERATION OF COMPUTING POKER BUT FOR<br />
GINO<br />
THE KEY TO A SUCCESSFUL EDP OPERATION IS A TOTAL CON-'<br />
ALLy<br />
TO THE PROGRAM ON THE PART OF ALL ECHELONS OF MAN-'<br />
MITMENT<br />
AGEMENT<br />
A TOTAL MANAGEMENT COMMITMENT TD EDP IS IMPLIED ThAT<br />
BY<br />
CORPORATE MANAGEMENT SHOULD ESTABLISH THE OBJECTIVES,<br />
TOP<br />
SHORT- AND LONG-RANGE FOR THE EDP PRDGRAM. THE OBJECT-'<br />
BOTH<br />
SHOULD BE RELATED TO THE MAINSTREAMS CF THE ENTERPRISE<br />
IVES<br />
INTERRELATIONSHIP OF COMPUTER ACTIVITIES WIIH OTHER<br />
THE<br />
SERVICES WILL INFLUENCE IHINKING ABOUT THE<br />
ADMINISTRATIVE<br />
TO POSITION COMPUTER RESPONSIBILITIES AS PART OF A<br />
NEED<br />
TOP CORPORATE FUNCTIONAL AREA. ALSO STRESSED IN<br />
BROADENED<br />
ARTICLE IS SOME SORT OF ORGANIZED MANAGEMENT EXCHANGE<br />
THIS<br />
WITHIN IHE COMPANY TO RESOLVE THE COMMUNICATIONS AND<br />
PROGRAM<br />
PROBLEMS SURROUNDING EDP<br />
EDUCATION<br />
DOLFHINt ROBERT<br />
CS43<br />
OF THE FINANCIALLY DISTRESSED.'<br />
CHARACTERISTICS<br />
VDL 59, T, JANUARY, 196T, 3P<br />
BANKING<br />
COUNSELING<br />
INFORMAIION,<br />
THE RELATIVELY LARGE NUMBER DF FAMILIES FACING<br />
WITH<br />
DISTRESS, THE NEED FOR CREDIT COUNSELING SERVICES<br />
FINANCIAL<br />
EVIDENT IN MOST CASES THE FINANCIAL DIFFICULTY CAN BE<br />
IS<br />
TO POOR FAMILY MANAGEMENT THIS ARTICLE DISCUSSES THE<br />
TRACED<br />
OF THE FINANCIALLY DISTRESSED IN TERMS OF<br />
CHARACTERISTICS<br />
MARITAL STAIUS, FAMILY SIZE, OCCUPATION, AND INCOME AND<br />
AGE<br />
THEM TO THE BANKRUPT ALTHOUGH COMPLETE DATA IS NDT<br />
COMPARES<br />
THE BENEFIT AND SUCCESS OF CREDIT CDUNSELING<br />
AVAILABLE,<br />
IS ALREADY OBVIOUS<br />
SERVICES<br />
CONDENSE THE INFORMATION ON CHAR-'<br />
TABULATIONS<br />
ACTERISTICS<br />
NOW- REORGANIZATION AT THE TOP-'<br />
NEEDED<br />
MANAGEMENT VOL 31 4 JANUARY, I967<br />
BUSINESS<br />
ORGANIZATION, ADMINISTRATES<br />
PLANER,<br />
MOST COMPANIES, THE CHIEF EXECUTIVE IS A ONE MAN<br />
IN<br />
HE PLANS, HE ADMINISTRATES, AND HE ACTS BUT LATELYe<br />
GANG<br />
GROWING PRACTICE TO TURN THE CHIEF EXECUTIVE FUND<br />
THERESA<br />
INTO A FOUR OR FIVE MAN GANG ORGANIZATION PLANNER REEC<br />
T[ON<br />
ROBERTS OUTLINES THE LOGIC BEHIND THE PRACTICE- AND<br />
N.<br />
OUT THE IMPACT IT HAS ON COMPENSATION<br />
SPELLS<br />
ADDITION TO SORE 0 FUNCTIONS THAT LAY AT THE CHIEF<br />
IN<br />
FOORSTEP, SORE ADDITIONAL BURDENS HAVE BEEN AODEC<br />
EXECUTIVES<br />
TO THE DIVERSSIFICATION IN WHICH MANY COMPANIES HAVE<br />
DUE<br />
THE IMPACT OF TECHNGLOGY, NEW INTERNATIONAL ACT-'<br />
ENGAGED,<br />
AND THE PRACTICAL NECESSARITY OF DEALING WITH THE<br />
IVITIES,<br />
THE OBVIOUS EFFECT ON COMPENSATION OF THE EXPANDING<br />
PUBLIC.<br />
OF THE CHIEF EXECUTIVE, IS MORE DOLLARS ALTHOUGh THE<br />
ROLE<br />
ADOPTION OF THE TEAM APPROACH WILL INCREASE A COMPANYS SO<br />
136<br />
COST OF TOP MANAGEMENT, THE COST SHOULD BE MORE THAN<br />
CALLED<br />
THROUGH INCREASED EFFECTIVENESS<br />
RECOVERED<br />
MYERS JOHN G.<br />
C545<br />
COSTS- SOME SURVEY FINDINGS<br />
HIRING<br />
CONFERENCE BOARD RECORD VOL 4, JANUARY, 1967. IO<br />
THE<br />
INFORMATICk<br />
TRAINING,<br />
COSTS ARE IMPORTANT FOR EFFICIENT MANAGEMENT<br />
HIRING<br />
DECISIONS ON PRODUCTION, INVENTORIES, OVERTIME<br />
AFFECTING<br />
WAGE RATES IT SEEMS THAT EMPLOYERS ARE FREGUENTLY UN-'<br />
AND<br />
OF THE AMOUNT OF THEIR OWN EXPENDITURES CN HIRING,<br />
AWARE<br />
AND LITTLE PUBLISHED INFORMATION IS AVAILABLE TO<br />
HOWEVER,<br />
AS A BASIS FOR COMPARISON WITH THE COSTS DF OTHER<br />
SERVE<br />
A SURVEY CF I7 EMPLOYERS IN MONROE COUNTY, NEW<br />
EMPLOYERS<br />
YIELDS AN AVERAGE COST PER HIRE OF 222 DOLLARS FOR<br />
YORK,<br />
EMPLOYERS AND 138 DOLLARS FOR NONMANUFACTURINE<br />
MAkUFACTURING<br />
THE SURVEY COVERED ALL OCCUPATIONS AND EMPLOYED<br />
EMPLOYERS<br />
BROAD DEFINITION OF COSTS OF ADDING WORKERS- INCLUDING<br />
A<br />
COSTS- THE IMPORTANCE OF COST COMPONENTS VARIED<br />
TRAINING<br />
BY OCCUPATION AND BETWEEN MANUFACTURING AND NON-'<br />
WIDELY<br />
EMPLOYERS THE MAGNITUDES OF THE AVERAGE COSTS<br />
MANUFACTURING<br />
THIS SURVEY ARE SIMILAR TO THE LIMITED INFORMATION NOW<br />
OF<br />
IN PUBLISHED FORM<br />
AVAILABLE<br />
RUSH, hAROLD M.F<br />
C546<br />
UNITS, TEAMS- OR GO GROUPS-'<br />
WORK<br />
CONFERENCE BOARD RECORD VOL 4, i. JAN igAT 3P.<br />
THE<br />
COMMUNICATION<br />
SCIENTISTS ARE NOW DEVOTING A MAJOR PGRTICN<br />
BEHAVIORAL<br />
THEIR RESEARCH TO HELP THE BUSINESSMAN UNDERSTAND THE<br />
OF<br />
OF GROUP ACTION DR INTERACTION- AND TO THE POINT<br />
IMPORTANCE<br />
SHOWING THE RELEVANCE OF UDERSTANDING WHAT IS AND WHAT<br />
OF<br />
NOT A GROUP. IHE VITAL CCNCERN HERE IS FOR TEE MANAGER<br />
IS<br />
APPEARS TO HOLD THE KEY TO THE EFFECTIVENESS OR INEF-'<br />
WHO<br />
OF WORK GROUPS A MANAGER MAY GEAR HIS LEADER-'<br />
FECTIVENESS<br />
STYLE TOWARD LEADING A GROUP, WHEN, IN FACT, A GROUP<br />
SHIP<br />
NOT EXIST<br />
DOES<br />
BASIC NEED FOR THE EXISTENCE OF A REAL GROUP, BE-'<br />
THE<br />
SCIENTISTS STRESS, IS COMMUNICATION IN A BROAD,<br />
HAVIORAL<br />
SENSE- COMMUNICATION ON AN EMOTIONAL LEVEL IN<br />
COMPREHENSIVE<br />
FACE-TO-FACE RELATIONSHIP THIS CREATES A SENSE OF EE-'<br />
A<br />
AND THUS, IN THE MAJORITY OF WORK SITUATIONS,<br />
LONGING<br />
FEEL THAT SOME KIND CF GROUP IS DESIRED, INDEED<br />
COMPANIES<br />
NECESSARY<br />
LEVINE ALAN H.<br />
C547<br />
TECHNIQUES<br />
FORECASTING<br />
ACCOUNTING, VOL. 4B, 5, JANUARY, 1967, 5P<br />
MANAGEMENT<br />
EVALUATED<br />
FORECASTING,<br />
FORECASTING TECHkIUES ARE EVALUATED MOVING<br />
THREE<br />
LEAST SQUARES AVERAGE, AND EXPONENTIAL SMOOTHING.<br />
AVERAGE<br />
MOVING AVG TRACES A POSITION THAT DESCRIBES THE MOST<br />
THE<br />
RESULT. IT LESSENS EXTREMES SEASENAL AND RONDOM<br />
PROBABLE<br />
FLLCTUATIONS IT IS NOT AS SENSITIVE TG CHANGE AND<br />
DATA<br />
IS LOST IN ITS COMPUTATION THE LEAST SQUARES METHOD IS<br />
DATA<br />
PRECISE AND MAIHEMATICAL, BUT SUFFERS FROM A POTENTIAL<br />
MORE<br />
OF SEASONAL VARIATIONS EXPONENTIAL SMOOTHING<br />
EXAGGERATION<br />
RECENT DATA, THUS LIMITING THE EFFECTS CF OLDER<br />
WEIGHTS<br />
A DESCRIPTION OF EXPONENTIAL SMCOTHING METHODS IS<br />
DATA<br />
IN THE ARTICLE IN A EVALUATION CF TPE METHODS,<br />
INCLUDED<br />
SMOOTHING IS EASIEST TO COMPUTE AS IS MOVING AVC<br />
EXPONENTIAL<br />
LEAST SQUARES IS MOST RELIABLE AND OBJECTIVE<br />
WHILE<br />
PANTHEY, PHILIP S<br />
O54B<br />
PLANNING USING FORECAST SCHEDULES<br />
PROFIT<br />
ACCOUNIING, VOL 4B, 5, JANUARY, 1967, 18P<br />
MANAGEMENT<br />
MAKING, FORECAST, DECISION<br />
PLANNING,<br />
ARTICLE EXPLORES MEANS OF MAKING EFFECTIVE FORE--'<br />
THE<br />
TO LOWER THE RISKS OF DECISION MAKING SALES CAN BE<br />
CASTS<br />
USING A CHARACTERISTIC SALES PATTERN BASED ON<br />
FORECAST<br />
SALES TEMPERED BY UPPER AND LOWER LIMITS THIS CAN BE<br />
PAST<br />
TO AN INVENTORY FORECAST WHICH CAN BE USED TO FORE-'<br />
JOINED<br />
PRODUCTION<br />
CAST<br />
USEFUL FORECAST SCHEDLLES INCLUDE PURCHASING,<br />
OTHER<br />
VACATION, AND MANNING SCHEDULES. THESE<br />
MAINTENANCE<br />
ALLOW A BEITER ALLOCATION OF CORPORATE RESOURCES<br />
SCHEDULES<br />
EFFORTS TO ACHIEVE PROFITS ALL OF THE SCHEDULES ARE<br />
AND<br />
WITH FORMULAS AND GRAPHS SHOWING USAGES OF THE<br />
EXPLAINED,<br />
SCHEDULES<br />
DRUCKER PETER F<br />
059<br />
THE EFFECTIVE EXECUTIVE DOES IT<br />
HOW<br />
VOL. TS, NO 2, FEBRUARY, TO67, 4 PAGES<br />
FORTUNE,<br />
PERSONALITY<br />
EFFECTIVE EXECLTIVE, THE MAN WHO CAN GET THINCS<br />
THE<br />
IS NOT A SPECIAL -TYPE- SOME ARE EXTROVERTS, SCME<br />
DONE,<br />
SOME FAT, SOME LEAN, SOME WORRIERS, SOME RELAXED.<br />
ALOOF<br />
ARE EFFECTIVE EXECUTIVES WHO RADIATE WARM CHARM WHILE<br />
THERE<br />
hAVE A FROZEN-MACkEREL PERSONALITY BUT ALL SHARE<br />
OTHERS<br />
THAT CAN BE LEARNED MANAGEMENT EXPERT PETER DRUCKER<br />
HABITS<br />
ON SOME OF THE PRACTICES THAT ARE COMMON TO<br />
ELABORATES<br />
MANAGERS AND EVEN MORE RELEVANT TO THEIR SUCCESS<br />
EFFECTIVE<br />
IMAGINATION, INTELLIGENCE, DR BRILLIANCE SOME OF<br />
THAN<br />
CONCLUSIONS, TO A MAN, EFFECTIVE EXECUTIVES PUT FIRST<br />
HIS<br />
FIRST, THEY CONCENTRATE THEIR EFFORTS ON THE PRESENT<br />
IHINGS<br />
FUTURE AND ARE WILLING TO GET RIO OF YESTERDAYS<br />
AND<br />
THAT HAVE OUILIVED THEIR USEFULNESS, THEY DO NOI<br />
SUCCESSES<br />
ABOUT -HUMAN RELATIONS-, WHAT PULLS PEOPLE TOGETHER<br />
WORRY<br />
AN ORGANIZATION IS A COMMON SENSE GF PURPOSE, THEY OFTEN<br />
IN<br />
THEMSELVES, -HOW DO MANAGE MY BCSS-<br />
ASK<br />
SHELTDN, WILLIAM<br />
0550<br />
ANDY MCGHEE GOT A BETTER JOB<br />
HOW<br />
VDL. ?5, NO I JANUARY, 1967, PAGES<br />
FORIUNE<br />
RECRUITING, PLANT JOB<br />
RULEr<br />
IT LIKE WHEN A MAN WIIH SEVERAL YEARS EXECU-'<br />
WHATS<br />
SEASONING GIVES UP ONE JOB AND DECIDES TO LOOK FOR<br />
TIME<br />
BEITER ONE IN A FOUR-MCNTH SEARCH 34-YEAR-OLD ANDREW<br />
A<br />
LATELY A PLANT MANAGER FOR PUREX, FOUND A BUYERS<br />
MCGHEE,<br />
IN SALARY ANC A SELLERS MARKET IN RESPONSIBILITY<br />
MARKET<br />
GOT BROAD EXPOSURE BY MAILING OUT MORE THAN 130<br />
MCGHEE<br />
TO CORPORATIONS SITUATED THROUGHOUT THE COUNTRY<br />
RESLMES
HE DISCOVERED WIDE DIFFERENCES IN RECRUITING FIRMS<br />
AND<br />
AND PRACTICES. MCGHEE WAS INTERVIEWED BY 38<br />
PRICES<br />
COMPANIES<br />
VIOLATED A CARDINAL RULE BY QUIITING HIS OLD<br />
MCGHEE<br />
BEFORE HE HAD ANOTHER STONE TD STEP TD BUT HE THINKS<br />
JOB<br />
DID THE RIGHT THING. BEFORE HIS SEARCH ENDED, HE<br />
HE<br />
13 JOB OFFERS. IF YOU HAVE IHCUGHI OF CHANGING<br />
RECEIVED<br />
MCGHEES NARRATIVE MAY NOT MAKE THE TASK EASIER, BUT<br />
JOBS,,<br />
WILL GIVE YOU AN IDEA OF WHAT TO EXPECT.<br />
IT<br />
WRIGHT, WILMER<br />
0551<br />
OF STANDARD DIRECT COSTING<br />
USE<br />
ACCOUNTING• VOL 48, 5 JANUARY, 1967, BPo<br />
MANAGEMENT<br />
FORECASTS<br />
PLAN,<br />
COSTING IS AN ACCOUNTING TECHNIQUE WHICH SAYS<br />
DIRECT<br />
ALL COSTS CAN BE CLASSIFIED AS EITFER FIXED OR VARIABLE<br />
IHAT<br />
RESPECT TO SHORT-TERM VOLUME OF PRODUCTION OR SALES.<br />
WITH<br />
SUCH COSTS SHOULD BE SEGREGATED AND KEPT APART IN ACCTG<br />
ALL<br />
STANDARD DIRECT COSTING CORRECTS CERTAIN ERRORS IN<br />
RECORDS<br />
COSTING IT ALLOCATES PERIOD COSTS TO ThE PRODUCTS<br />
DIRECT<br />
IMPROVING LONG-RANGE DECISIONS PROFIT PLANNING IS AN<br />
THUS<br />
PART OF SOD AN ANNUAL MASTER PROFIT PLAN PROVIDES<br />
IMPORTANT<br />
DISTRIBUTION CF PERIOD COSTS TO PRODUCTS CAPITAL IS<br />
THE<br />
DISTRIBUTED TO PRODUCTS, ALLOWING FULL-COST AND ROI<br />
ALSO<br />
FOR LONG-RANGE DECISIONS. SDC ALSO ALLOWS A MONTHLY<br />
DATA<br />
OF PROFIT FORECASTS FOR THE REST OF THE YEAR, AND A<br />
REVISION<br />
LOCATION OF VARIANCES FROM MCNTHLY PROFIT PLANS<br />
BETTER<br />
ARTICLE IS ACCOMPANIED BY SUPPORTING TABLES<br />
IHE<br />
ULLMAN, JOSEPH C<br />
C552<br />
ILRNOVER DATA TO IMPORVE WAGE SURVEYS<br />
USING<br />
JOURNAL, VOL 45, NC 9, OCTOBER, 1966, 4 PAGES<br />
PERSONNEL<br />
RECRbIIMENT<br />
SELECTION,<br />
WAGE SURVEYS INVARIABLY SHOW THAT A<br />
OCCUPATIONAL<br />
RANGE OF WAGE RATES ARE PAID TC WORKERS IN A GIVEN<br />
WICE<br />
IN A PARTICULAR GEOGRAPHIC AREA THIS ARTICLE<br />
OCCUPATION<br />
EVIDENCE THAT SUGGESTS THAT PART OF THE VARIATION<br />
PRESENTS<br />
WAGE RATES CAN BE EXPLAINED BY EXAMINING DIFFERENCES IN<br />
IN<br />
COSTS OF REPLACING WORKERS, BECAUSE LOW-WAGE COS<br />
FIRMS<br />
MORE TO REPLACE WORKERS THAN DO HIGH-WAGE COS<br />
SPEND<br />
OF AVERAGE TURNOVER, OR PREFERABLY REPLACEMENT,<br />
KNOWLEDGE<br />
IN PARTICLLAR WOULD HELP EMPLOYERS ASSESS THE<br />
RAIES,<br />
OF THEIR STANDING IN THE WAGE RATE RANGE<br />
SIGNIFICANCE<br />
OF REPLACEMENT CCSTS ARE DISCUSSED IN TERMS OF<br />
ESTIMATES<br />
COSTSt SELECTION AND PLACEMENT COSTS, ON-THE-JOB<br />
RECRUIIMENT<br />
AND SEPARATION COSTS<br />
COSTS,<br />
TABLFS<br />
NEWPORI, M GENE<br />
055]<br />
MANAGEMENT, SCME CAUTIONS<br />
PARIICIPATIVE<br />
JOURNAL• VCL 45, NO 9t DCTOBERt Ig66t 5 PAGES<br />
PERSONNEL<br />
DECISION-MAKING<br />
IS NOT A PANACEA THE<br />
-PARTICIPATIVE-MANAGEMENT<br />
THAT IT FITS ALL SITUATIONS EQUALLY IS AS<br />
ASSUMPTION<br />
AS A BLANKET APPLICATION OF RIGID AUTHORITARIAN-'<br />
ERRONEOUS<br />
THE AUTHOR SUGGESTS A FEW -CAUTION- SIGNS TO BE<br />
ISM<br />
BY MANAGEMENTS ADOPTING THE PARTICIPATIVE APPROACH<br />
hEEDED<br />
DIFFERENCES MUST BE CONSIDERED GREATER<br />
INDIVIDUAL<br />
OF FREEDOM AND INDEPENDENCE IN THE WORK SITUATION<br />
DEGREES<br />
NOI DESIRED EQUALLY BY ALL PEOPLE<br />
ARE<br />
ARE UNKNOWNS TO BE CONSIDERED AS CONCERNS THE<br />
THERE<br />
OF THE WORKING POPULATION PREFERRING PARTICI-'<br />
PROPORTION<br />
IN DECISION-MAKING AS WELL AS IN OIHER PROCESSES OF<br />
PATTON<br />
THUS, THE TOTAL ORGANIZATIONAL SITUATION MUST<br />
MANAGEMENT<br />
ASSESSED AND THESE VARIOUS UNKNOWNS MUSI BE ISOLATED<br />
BE<br />
CHANGE IN MANAGEMENT IDEOLOGIES IS ONE OF AN EVO-'<br />
A<br />
NATURE ASSUMPTIONS ROOTED IN THE PAST ARE NOT<br />
LUTIONARY<br />
OVERNIGHT MUCH TIME AND EFFORT ARE RECUIRED<br />
MODIFIED<br />
KIRKPAIRICK, DONALD L.<br />
C554<br />
IN ObISIOE MANAGEMENT DEVELOPMENT PROGRAMS<br />
PARTICIPATION<br />
JOURNAL, VCL 45, NO 9, OCTOBER, I966, 4 PAGES<br />
PERSONNEL<br />
PERSONNEL CRGANIZATICN COUNSELING<br />
PROGRAM<br />
COYPANIES EXPEND SIZABLE AMOUNTS DF MCNEY ANC TIME<br />
WHEN<br />
MANAGEMENT DEVELOPMENT PROGRAMS CONDUCTED BY UNIVER-'<br />
ON<br />
AND OTHER ORGANIZATIONS HOW DO THEY KNOW WHETHER OR<br />
S[TIES<br />
THEY ARE GETTING THEIR MONEYS WORTH OR. KIRKPATRICK<br />
NOT<br />
SUGGESTIONS ID COMPANIES FOR OBTAINING MAXIMUM<br />
OFFERS<br />
FROM SLCH PROGRAMS.<br />
BENEFITS<br />
IT HAS BEEN DECIDED THAT A PERSON WILL ATTEND AN<br />
WHEN<br />
MANAGEMENT DEVELOPMENT PROGRAM, SOMEONE IN THE<br />
OUTSIOE<br />
PREFERABLY FROM THE PERSONNEL DEFT SHOULD<br />
ORGANIZATION,<br />
THE ACTIVITIES NECESSARY TO OBTAIN MAXIMUM<br />
COORDINATE<br />
THESE INCLUDE PRE-ATTENDANCE COUNSELING WHERE THE<br />
BENEFITS<br />
IS ORIENTED CN WAYS OF OBTAINING MAXIMUM BENEFITS<br />
TRAINEE<br />
SHOLLO ALSO BE TOLD WHAT IS EXPECTED OF HIM WHEN HE<br />
HE<br />
ANOTHER IMPORTANT ACTIVITY IS POST-ATTENDANCE<br />
REILRNS<br />
AND MOTIVATION THE PARTICIPANT WILL PUT TO<br />
COMMUNICATION<br />
THINGS WHICH ARE ENCOURAGED AND EXPECTED BY HIS BOSS<br />
USE<br />
FERGASON• GUY<br />
0555<br />
MAKES AN EFFECTIVE EXECUTIVE<br />
WHAT<br />
INSURANCE NEWS VOL &7, 9, JANUARY 1967, 3P<br />
BESTS<br />
PLANNING, MAKING<br />
SELECTING,<br />
TO A CERTAIN POINT COURSES AND SEMINARS ARE HELPFUL<br />
UP<br />
LEARNING TO BE AN EXECUTIVE, BUT MANAGEMENT IS MOSTLY<br />
IN<br />
THIS ARTICLE PRESENTS A LIST OF IMPORTANT DUTIES<br />
EXPERIENCE<br />
AN EXECUTIVE IT DISCUSSES THE NEED FOR BUDGETING TIME B<br />
OF<br />
PRIORIIY IASKS AND COMPANY OBJECTIVES. MAKING<br />
SELECTING<br />
AND DELEGATING AUTHORITY ARE RECOGNIZED AS<br />
DECISIONS<br />
EMPHASIZING ADVANCE PLANNING AND TIMING FOR<br />
IMPORTANT,<br />
THE EXECUTIVE MUST ALSO TEACH HIMSELF THROUGH HIS<br />
SUCCESS<br />
TO BE MOST EFFECTIVE<br />
EXPERIENCE<br />
NOLAND, ROBERT L<br />
0556<br />
BEFORE THE INTERVIEW<br />
REFLECTIONS<br />
JOURNAL, VCL 45, NO 9, OCTOBER, 1966 3 PAGES<br />
PERSONNEL<br />
ORGANIZATION, OPTIMAL, JOB<br />
SUPERVISOR<br />
EMPLOYEE APPRAISAL OR DEVELOPMENT INTERVIEW MUST BE<br />
THE<br />
BY THE SUPERVISOR WITH AN UNDERSTANDING OF ITS<br />
HANDLEC<br />
IF BOTH THE COMPANY AND THE EMPLOYEE ARE TO<br />
SENSITIVITY,<br />
THE AUTHOR MAKES A FLEA FOR A PERIOD OF THOUGHTFUL<br />
PROFIT<br />
137<br />
OF THE THREE KEY POINTS THE JOB, THE MAN, AND<br />
CONSIDERATION<br />
TO THE INTERVIEW<br />
YOU--PRIOR<br />
SPECIFICALLY, REFLECT ON WHERE IN THE FRAMEWORK<br />
MORE<br />
IHE SECTION DOES THE MANS JOB FIT• WHAT ARE THE STANOAROS<br />
OF<br />
DETERMINE WHETHER HIS PERFORMANCE IS ACCEPTABLEt DOES<br />
WHICH<br />
PERFORMANCE OF THIS JOB ASSUME AND DEMAND SPECI<br />
SUCCESSFUL<br />
APTITUDES, IS TEE PRESENT JOB CCNOUCIVE TO ThE PERSONS<br />
FIC<br />
IN THE ORGANIZATION• THE PERSONS PRESENT PERFORMANCE<br />
GROWTH<br />
PERFORMANCE, EXPLAINING HIS PERFORMANCE, HIS ATTITUOE<br />
PRIOR<br />
THE INTERVIEW, YOUR GOALS AND YOUR OWN FEELINGS<br />
TOWARD<br />
BOTH THE INIERVIEW IISELF AND THE EMPLOYEE<br />
TOWARD<br />
BRIEF TIME REQUIRED TO REFLECT ON THE MAN, THE JOB,<br />
THE<br />
YOU, WILL NORMALLY INSURE THE OPTIMAL OUTCOME POSSIBLE<br />
AND<br />
GRAHAM, GERALD H<br />
0557<br />
SATISFACTION<br />
JOB<br />
JOURNAL, VDL. 45, NO. 9 OCTOBER• t966, 4 PAGES<br />
PERSONNEL<br />
SATISFACTION PSYCHOLOGICAL ORGANIZATIONAL, JOB<br />
SUPERVISOR,<br />
SATISFACTION IS IMPORTANT TO BOTH THE INDIVIDUAL<br />
JOB<br />
THE COMPANY IHROUGH PROPER SUPERVISORY AND ORGANI-'<br />
AND<br />
PRACTICES• MUCH CAN BE DONE TC MOTIVATE AN<br />
ZATIONAL<br />
TOWARD GREATER PRODUCTIVITY WHILE ALLOWING HIM<br />
INDIVIDUAL<br />
FULFILL HIS PSYCHOLOGICAL NEEDS<br />
TO<br />
JOB ITSELF GOES FAR IN DETERMINING WHEIHER OR NOT<br />
THE<br />
WILL BE SATISFIED AND MOTIVATED WHEN POSSIBLE,<br />
WORKERS<br />
TASKS SHOULD BE STRUCTUREO IN SUCH A WAY AS TO<br />
INDIVIDUAL<br />
WORKERS AT EACH LEVEL WITH JOBS WHICH CHALLENGE<br />
PROVIDE<br />
CAPABILITIES AND ALLOW THEM OPPORTUNITIES TO SATISFY<br />
THEIR<br />
ASPIRATIONS. THE SUPERVISOR IS A DISIRIBUTOR OF<br />
THEIR<br />
THROUGH MERIT RATING PROCEOURES AND THROUGH<br />
RECOGNITION<br />
INFORMAL COMMENTS HE MUST LEARN TO RECOGNIZE<br />
EVERYDAY<br />
WORK AND REWARD IT ACCORDINGLY THE INFLUENCE OF<br />
GOOD<br />
WORKERS MUST BE RECOGNIZED AS A STRONG MOTIVATING<br />
FELLOW<br />
MANAGEMENT SHOULD ALSO BE AWARE OF OUISIOE FACTORS<br />
FORCE<br />
INFLUENCE PSYCHOLOGICAL MOTIVATION.<br />
WHICH<br />
MARTINO, ROCCO L<br />
0558<br />
LANGUAGE OF INFORMATION SYSTEMS.'<br />
THE<br />
PRDCESSING VOL 9 2, FEBRUARY, I961,<br />
DATA<br />
PROGRAMMING, INFORMATION, EVALUATES<br />
SELECTICN,<br />
REQUIREMENIS FOR A UNIFORM COMPUTER LANGUAGE ARE<br />
THE<br />
IT BE COMPLETELY GENERALIZED AND APPLICABLE TO ANY<br />
IHAT<br />
SYSTEM REGARDLESS OF THE PROCESSING MEDIA THIS<br />
INFORMATION<br />
THE FIRST PART OF AN ARTICLE THAT EVALUATES hOW SOME<br />
IS<br />
LANGUAGES AITEMPT TO MEET THESE REEUIREMENTS CATA<br />
PRESENT<br />
ARITHMETIC OPERATIONS AND LOGICAL SELECTIONt THE<br />
MOVEMENI,<br />
OF ALL CCMPUTERS, ARE REVIEWED AS A BASIS FOR THIS<br />
FUNCTIONS<br />
THE THREE GENERAL GROUPS OF AUTCMATIC<br />
EVALUATION<br />
SYSIEMS SPECIFICALLY GENERATORS ASSEMBLY<br />
PROGRAMMING<br />
AND COMPILERS ARE ALSO DISCUSSED<br />
ROLTINES<br />
ROTHERY, BRIAN<br />
0559<br />
COST OF EFFICIENCY.'<br />
THE<br />
PROCESSING, VDL 9, 2 FEBRUARY I967t<br />
DATA<br />
OPTIMUM, JOBS• CONTROL<br />
PROGRAM,<br />
AIM TO MAKE A WORKING ENVIRONMENT IO0 PER CENT<br />
THE<br />
INVOLVES EXORBITANT COSTS IN MAN HOURS AND<br />
EFFICIENT<br />
OFTEN LNREALIZED THIS ARTICLE PRESENTS LIMITATIONS<br />
MATERIAL<br />
TO SCIENTIFIC PROGRAMS WHICH INDICATE A MARGINAL OR<br />
RELATING<br />
POINT IN EFFICIENCY THE LIMITS OF THESE ROUTINES,<br />
OPIIMUM<br />
AN OPTIMUM POINT COSTS LEAP, PROGRAMS REDUCE IN<br />
BEYOND<br />
AS THE JOBS THEY CONTROL INCREASE IN EFFICIENCY,<br />
EFFICIENCY<br />
TIME IN WHICH THEY CAN BE APPLIED IS LIMITED, AND THERE<br />
THE<br />
NO ONE SOLUTION IN ANY SCIENTIFIC PROGRAM, ARE ThE COSTS<br />
IS<br />
EFFICIENCY AND MLST BE RECOGNIZED<br />
OF<br />
GRANT, C B<br />
6560<br />
IN DATA PROCESSING EXAMINATION<br />
CERTIFICATE<br />
PROCESSING, VOL 9, 2, FEBRUARY, 1967 2P<br />
DATA<br />
EDLCATION<br />
JOB<br />
CERTIFICATE IN DATA PROCESSING IS A COVETED HONOR<br />
THE<br />
INDICATES PROFESSIONALISM IN THE FIELD. BASED ON PAST<br />
THAT<br />
STATISTICS INDICATE THAT THE ANNUAL COP EXAM<br />
EXPERIENCE,<br />
IS GETTING HARDER AND THE COMPETITION IS GETTING<br />
INATION<br />
THIS ARTICLE ANALYZES THE STATISTICAL PROBABILITY<br />
ROUGHER<br />
ATTAINING THIS HONOR AND THE TENATIVE PROFILE OF A<br />
FOR<br />
SUCCESSFUL CANDIDATE IN VIEW OF HIS AGE, RECENCY CF<br />
TYPICAL<br />
AFFILIATIONS EDUCATIONAL LEVEL, LENGTH AND JOB<br />
EDLCATIGN<br />
AND COLLEGE MAJORS AND COURSES<br />
EXPERIENCE<br />
CONCLUDING IHOUGHT IS THAT WHILE IHE EXAMINATION IS<br />
THE<br />
CANDIDATES WITH HOMOGENEOUS CHARACTERISTICS, IHE<br />
PASSING<br />
MAY BE RELATIVELY MEANINGLESS AND IT MIGHT BE BETTER<br />
RESULT<br />
CERTIFY ACCORDING TO QUALIFIEO CATEGORIES<br />
TO<br />
FOREMAN, WAYNE<br />
0561<br />
TRAINING IECHNIQUES.'<br />
MANAGEMENT<br />
JOURNAL, VOL. 45 NO 9, OCTOBER• 1966, PAGES<br />
PERSONNEL<br />
SELECTING• PREGRAMS PLANNED, JOB, INFORMATION<br />
TRAINING,<br />
STLDY WAS UNDERTAKEN FOR THE PURPOSE GF<br />
THIS<br />
DATA THAT WOULD HELP TO PROVIDE FACTUAL IN-'<br />
COLLECTING<br />
ON THE USE OF MANAGEMENT DEVELOPMENT AND TRAINING<br />
FORMATION<br />
BY LARGE CORPORATIONS.<br />
PROGRAMS<br />
STUDY HAS SHOWN A CLEAR EMPHASIS UPON MOT<br />
THIS<br />
AND DEVELOPMENT WITHIN LARGE CORPORATIONS<br />
TRAINING<br />
THREE MOST POPULAR TRAINING TECHNIQUES USED INSIDE<br />
THE<br />
COMPANY WERE ON-THE-JOBt CONFERENCE AND DISCUSSION,<br />
THE<br />
JOB ROTATION SEVERAL CCRP SPONSORED MGT COURSES AT<br />
AND<br />
AND SEMINARS PLANNED BY PROFESSICNAL AND<br />
UNIVERSITIES<br />
ASSOCIATIONS<br />
TRADE<br />
DF THE SURVEY INDICATEO THAT COLLEGE PLACE-'<br />
RESULTS<br />
BUREAUS WERE THE MOST PRDbUCTIVE SOURCE IN SELECTING<br />
MENT<br />
TRAINEES WITHIN IHE PAST 3 YEARS<br />
MANAGEMENT<br />
IS THE MOST IMPORTANT PERSONAL CHARACTER-'<br />
INTELLIGENCE<br />
DESIRED IN MGT TRAINEES. OF THE HIRED TRAINEES 48 2<br />
ISIIC<br />
CENT HAD A SCIENTIFIC FIELC EDUCTInNAL BACKGROUNO<br />
PER<br />
MORGAN, PHILIP L<br />
0562<br />
DATA PROCESSING OF PERSONNEL CAIA<br />
AUTOMATIC<br />
JOURNAL, VOLo 45, NO 9, OCTOBER, I966, 5 PAGES<br />
PERSONNEL<br />
PERSONNEL, ORGANIZATION, INFORMATION, CONTROLLED<br />
RETRIEVAL,<br />
COTRCLLED, THE COMPUTER PROVIDES THE<br />
-CAREFULLY<br />
MANAGER WITH AN EXCELLENT TOOL, ONE TFAT CAN FREE<br />
PERSONNEL
PEOPLE FROM MUCH DRUDGERY BUT THIS SOPHISTOCATED<br />
HIS<br />
IS NOT Ah END IN ITSELF ITS PURPOSE IS THE ACCOM<br />
SYSTEM<br />
OF THE PERSONNEL FUNCTION MORE EFFICIENTLY AND<br />
PLISHMEhT<br />
AND THE EXTENSION OF ITS SERVICE TO THE<br />
PRODUCTIVELY,<br />
OF THE ORGANIZATION<br />
REST<br />
AUTHOR DISCUSSED FIVE PRINCIPLES AIMED AT SOLVING<br />
TFE<br />
AT IHE OPERATIONAL LEVEL ESTABLISH A DAIA BASE<br />
PROBLEMS<br />
INCORPORATES EACH PIECE OF PERSONNEL IkFORMATION YOU<br />
THAT<br />
KNOW ABObT YOUR EMPLOYEES, ELIMINATE MULTIPLE<br />
SHOULD<br />
AND STORAGE• INTEGRATE DAIA INTO COMPOSITE<br />
HANDLING<br />
ESTABLISH METHODS OF DATA RETRIEVAL THAT ALLOW<br />
RECORD,<br />
ACCESSIBILITY TO THE INFORMATION SIORED, AND<br />
COMPLETE<br />
THE EMPLOYEES<br />
INVOLVE<br />
INTEGRATED PERSONNEL DATA SYSTEM IS DISCUSSED FOR<br />
AN<br />
AND SMALL COMPANIES<br />
LARGE<br />
HAY, JOHN E. KUMNICK• MILES D.<br />
C563<br />
INDUSTRIAL MANAGERS WITH Q SORTS.'<br />
COUNSELING<br />
JOURNAL, VDL. 45, NO 9, OCTOBER, 1966 5 PAGES<br />
PERSONNEL<br />
TESTED SELECTION PSYCHOLOGISTS, PROCRAMS<br />
TRAINING,<br />
COLNSELING<br />
OF QUALIFIED MANAGERS TODAY POINIS UP THE NEED<br />
-LACK<br />
FULLY DEVELOPING PRESENT MANAGERS FOR ADVANCEMENT<br />
FOR<br />
METHODS MUS1 BE FOUND TC AID IN THE SELECTION AND<br />
NEW<br />
PROSESS. THE O SORT METHOD USED MAINLY BY PSY<br />
TRAINING<br />
WAS TESIEO HERE TO DETERMINE ITS VALUE AS AN<br />
CHDLOGISIS,<br />
IN FACE-TO-FACE COUNSELING CF MANAGERS AND EXECUTIVES<br />
AID<br />
CONNECTION WIIH DEVELOPMENTAL PROGRAMS.-<br />
IN<br />
TERM SORTS- REFERS TO A SERIES OF DESCRIPTIVE<br />
THE<br />
PRINTED CN CARDS, WHICH ARE SORTED IkTO COLUMNS<br />
STATEMENTS<br />
TO THEIR SIMILARITY TO A PERSONS SELF-PERCEPTIONS<br />
ACCORDING<br />
SIUDY HAS DEMONSTRATED THAT THE Q SORT METHOD<br />
THIS<br />
BE LTILIZED EFFECTIVELY IN THE COUNSELING PROCESS WITH<br />
CAN<br />
AND IT CAN ALSO IDENTIFY GROUP TRAINING NEEDS OF<br />
MANAGERS,<br />
AS A WHOLE. THE SPECIFIC Q SORT ITEMS THEMSELVES<br />
MANAGERS<br />
FOLND TO BE EFFECTIVE IN THE FACE-TO-FACE COUNSELING<br />
WERE<br />
ITSELF<br />
PROCESS<br />
AULENBACH, BETTY<br />
0564<br />
OF DIRECT MAIL.<br />
FUNDAMENTALS<br />
AND SALES PROMOTION VOL I5, 2, FEBRUARY 1967,<br />
ADVERTISING<br />
8P<br />
RLLES<br />
TEST,<br />
SPECIAL REPORT IS BASED ON THE DIRECT MAIL ADVER-'<br />
THIS<br />
ASSOCIATIONS LATEST INSTITUTE THIS IS ThE FIRST OF<br />
TISING<br />
ARTICLES AND IS A DISCUSSION OF THE THE BASICS WHICH<br />
FIVE<br />
BETWEEN DIRECT MAIL, MAIL ORDER AND UNMAILED<br />
DISTINGUISH<br />
ADVERTISING EXPLAINING THE FORMS AND LISTING THE<br />
DIRECT<br />
TECHNOLOGY AND COMMON SENSE BASED ON THE -KISS-<br />
ADVANTAGES.<br />
-RIO- APPROACHES AND RULES OF IMPROVEMENT, YIELD EFF-'<br />
AND<br />
COPY<br />
ECIIVE<br />
OF ACHIEVING CCNIINUITY IN LETTER, ENVELOPE•<br />
MEIHODS<br />
REPLY CARD AND CCLOR ARE EXPLAINED IN THE NEXT<br />
BRDCHURES<br />
DEALING WIIH THE PHYSICAL PACKAGE. MAILING LISTS ARE<br />
SECTION<br />
IN REGARD TO BUYING, RENTING ANO EXCHANGING THE<br />
DISCUSSED<br />
ON TESTING SUGGESTS WHAT TO TEST AND HOW TO TEST<br />
ARTICLE<br />
OF THE DIRECT MAIL SERIES IN SUMMARY THE MAJOR<br />
PARTS<br />
AND THE CARDINAL PRINCIPLES OF DIRECT ADVERTISING<br />
FUNCTIONS<br />
LISTED.<br />
ARE<br />
COCK, ROBERT I.<br />
D565<br />
TO ANALYZE PURCHASING EXPENDITURES<br />
HOW<br />
VOL 61 13 DECEMBER 29, 1966 3P<br />
PURCHASING<br />
ANALYZE<br />
CONTROL<br />
PAPERWORK IS KEEPING YOU FROM USING SOME OF PUR<br />
IF<br />
BEST COST REDUCTION TECHNIQUES HERE IS AN EASY--'<br />
CHASINGS<br />
SAMPLING METHOD THAT WILL TELL YOU WHERE TO START-<br />
TO-USE<br />
INVESTING A LOT OF MONEY<br />
WIIHOUI<br />
FIRST STEP IS TO GET A REPRESENTATIVE SAMPLE OF<br />
THE<br />
PURCHASE ORDERS USING A RANDOM NUMBER SAMPLING TECH-'<br />
YOUR<br />
THE P.O SHOULD BE RECORDED ON CARDS AND FILED IN<br />
NIQUE.<br />
ORDER OF TOTAL COST THIS WILL PUT ThE HIGHEST<br />
DESCENDING<br />
ITEM ON TOP NEXI ORDER ITEMS ARE GROUPED IN COST<br />
COST<br />
TO SEGREGATE HIGH AND LOW-VALUE ITEMS FINALLY,<br />
CATEGORIES<br />
COMBINING THESE fILMS INIO THE CONVENTIONAL ABC GROUPS<br />
BY<br />
18, AND 71 PERCENT GREUPS- ONE CAN FIND WHERE<br />
11,<br />
COST REDUCTION EFFORTS AN ADDITIONAL ADVANTAGE<br />
CONCENTRATE<br />
FOCUSING ATTENTION ON THE HIGH-VALUE ITEMS IS CLOSER<br />
IN<br />
OF LEADTIMES<br />
CONTROL<br />
OSWALD HENRY<br />
0566<br />
BY XACT<br />
TRANSLATION<br />
VOL. 13 JANUARY 1967<br />
DATAMATION<br />
CODE, ANALYZES<br />
PROGRAM,<br />
FULLY AUTOMATIC SOFTWARE TRANSLATION SYSTEM CALLED<br />
A<br />
HAS BEEN UNDER DEVELOPMENT AT CELESTRCN ASSOCIATES<br />
XACT<br />
SINCE 196. XACT REQUIRES AS INPUT THE SOURCE PROGRAM<br />
INC<br />
SOURCE MACHINE LANGUAGE. THE PROGRAM LOADER THAT LOADS<br />
IN<br />
INTO THE SOURCE MACHINE, AND A DESCRIPTION OF THE OATA<br />
IT<br />
THE SOURCE PROGRAM IS INTENDED TO CPERATE UPON THE<br />
THAT<br />
THEN ANALYZES THE SOURCE PROGRAM TO PRODUCE A<br />
TRANSLATOR<br />
DESCRIPTION OF THE FUNCTICkS PERFORMED<br />
MACHINE-INDEPENDENT<br />
TARGET CODE COMPILATION<br />
AND<br />
PROGRAMMING TRANSLATION IS A PROBLEM IN THAT<br />
AbTOMATIC<br />
TAKES CONSIDERABLE EFFORT TO PROOUCE A SOFTWARE TRANS<br />
IT<br />
THE GREATEST ADVANTAGE IS THAT SOURCE AhC TARGET<br />
LATDR<br />
DIFFERENCES BECOME UNIMPORTANT TO PROGRAM COMPATI<br />
MACHINE<br />
THE PROGRAMS IN QUESTION HERE ARE APPLICATIONS<br />
BILITY<br />
NOT -SOFTWARE.-<br />
PROGRAMS<br />
EDELMANt PAUL R<br />
0567<br />
TAPE-STORED OATA<br />
SAFEGUARDING<br />
VOL L3, JANUARYe 1967<br />
DATAMATION<br />
ANALYSIS<br />
PROGRAM<br />
THE DISASIROUS PENTAGON FIRE SEVERAL YEARS AGO,<br />
AFTER<br />
PEOPLE RE-EVALUATED THEIR TAPE STORAGE PRCCEOURES AND<br />
MANY<br />
DOWN TO RECIIFY THEIR DEFICIENCIES WESTINGEOUSE ELEC-'<br />
SAI<br />
WAS NO EXCEPTION.<br />
TRIC<br />
OF THE 5000-TAPE CAPACITY STORAGE VAULI RE-'<br />
ANALYSIS<br />
3 CATEGORIES OF TAPES- REPORT PRODUCING, PROGRAM, AND<br />
VEALED<br />
IMPORTANT OF ALL, MASTER FILE TAPES. A POPULAR APPROACh<br />
MOST<br />
138<br />
IS THE REMOTE LGCATIDN APPROACH SEVERAL TAPE STORAGE<br />
USED<br />
WERE INSTALLED IN AIR CONDITIONED, HUMIDITY-CONTROLLED<br />
UNITS<br />
ABOUT 500 YARDS DISTANT FROM THE PATh COMPUTER POERA<br />
ROOMS<br />
DELIVERY AND PICKUP ARE PROVIDED BY A TAPE LIBRARIAN<br />
TION<br />
USES A STANDARD TAPE CART THE HANDLING OF MASTER-FILES<br />
WHG<br />
ARE UPDATED AT REGULAR INTERVALS PRESENTED A SOMEWHAT<br />
WHICH<br />
COMPLEX PROBLEM THE GRANDFATHER SYSTEM ALREADY HAD<br />
MORE<br />
SETS OF TAPE FOR EACH APPLICATION ROTATION OF THE THREE<br />
3<br />
IS NOW EFFECTED SO THAT THE GRANDFATHER TAPE NOW RE<br />
SETS<br />
THE NEXT UPDATED FILE<br />
CEIVES<br />
STIMMLER, PAUL<br />
C568<br />
JOB EVALUATION MYTH<br />
THE<br />
JOURNAL, VCL 45, NO TO, NOVEMBER I66, PAGES<br />
PERSONNEL<br />
PLAN, JOB, EVALUATION<br />
RULES•<br />
EVALUATION IS A USEFbL TOOL IN THE SOLUTION CF<br />
-JOB<br />
OF WORK SIMPLIFICATION BUT IT SHOULD NOT BE<br />
PROBLEMS<br />
AS A SCIENCE EMPLOYING RIGID RULES RATHER,<br />
CONSIDERED<br />
IT AS AN ARI USING THE MORE FLEXIBLE TEOLS OF<br />
CONSIDER<br />
TACT AND DIPLOMACY TO INSURE THAT ThE JOB<br />
DISCRETION,<br />
PLAN WILL PROVE RELIABLE• COMPETITIVE AND<br />
EVALUATION<br />
REPRESENTATIVE<br />
HAS BROUGHT TC LIGHT CERTAIN OBSERVATIONS<br />
EXPERIENCE<br />
SERVE TO DISPEL SOME CF IHE MYSTERY AND POINT OUT A<br />
WHICH<br />
SET OF GLIDE-LINES HAVING A USEFUL PURPOSE IN<br />
COMMON<br />
AND APPROACHING A hUMBER OF ThE MORE BOTHERSOME<br />
IDENTIFYING<br />
IN EVALUATION. POINTS DISCUSSED ARE THCUROUGH<br />
PREBLEMS<br />
QUESTION TECHNIQUE TECHNICAL AID, ANALOGY<br />
INVESTIGATION<br />
ACTLAL EVALUATION, HONEST APPRAISL CON<br />
CONSIRbCTION,<br />
APPROACH, EGOCENTRIC TENDENCIES, ERROR ADMISSION,<br />
SISTENT<br />
TERMINAL SALESMANSHIP<br />
AND<br />
BLAIr BORIS JR<br />
C56g<br />
STUDENT PERSONNEL PROGRAM--Oh THE THRESHOLD.<br />
IHE<br />
JOURNAL, VDL 45, NO tO, NOVEMBER 1966, PAGES<br />
PERSONNEL<br />
PERSONNEL EDUCATIONAL<br />
PROGRAM<br />
MAX R RAINES, 1966, DEFINES THE STUDENT<br />
-PROFESSOR<br />
PROGRAM AS CONSISTING OF -A SERIES OF RELATED<br />
PERSONNEL<br />
OESIGNED TG SUPPORT THE INS/RUCTICNAL PROGRAM,<br />
FUNCTIONS<br />
TO STUDENT NEEDS AND FOSTER INSIITUTICNAL DEVELOP-'<br />
RESPOND<br />
LNFORTUNATELY, -MANY STbDENT PERSONNEL PROGRAMS<br />
PENT<br />
THE PROFESSIONAL LEADERSHIP THAT MIGHT ENHANCE<br />
LACK<br />
YET IT IS IMPERATIVE TO THE EDUCATIONAL<br />
OEVELOPMENT<br />
OF THE LEARNING CENTER, BE IT SECONDARY SCHOOL<br />
-HEALTH-<br />
OR UNIVERSITY THAT THE STUDENT PERSONNEL PROGRAM<br />
COLLEGE<br />
INCORPORATED INTO NOT MERELY ATTACHED TO, ThE<br />
BE<br />
EDUCATIONAL PROGRAM<br />
INSIITUIIONS<br />
RATIONALE FOR THIS VIEWPOINT, WHICH IS DISCUSSED<br />
THE<br />
BOTH COMPELLING AND URGENT-<br />
-APPEARS<br />
DROTNING, JOHN<br />
$70<br />
TRAINING, SOME CRITICAL QUESTIONS<br />
SENSITIVITY<br />
JOURNAL VCL 45 NO I0 NOVEMBER, 1966, 3 PAGES<br />
PERSONNEL<br />
MAKING JOB EVALbATE, DECISION, T-GROUP<br />
TRAINING,<br />
SENSITIVITY LEARNING BE TRANSFERREO BY THE<br />
CAN<br />
FROM THE LABORATORY TO THE JOB. DOES THE<br />
RECIPIENT<br />
OF T-GROLP OISCUSSION LEAD TO EXCESSIVE STRESS ON<br />
INTIMACY<br />
INDIVIDUAL TO THE POINT OF POSSIBLE INJURY TO THIS<br />
THE<br />
HEALTH THESE AND OTHER QUESTIONS ARE STUDIED IN<br />
MENTAL<br />
EFFORT TO EVALUATE SENSIIIVITY TRAINING<br />
AN<br />
T-GROUP IS DESIGNED TC EXPAND ENES AWARENESS AT<br />
IHE<br />
CONSCIOUS AND PRE-CDNSCIOUS LEVEL• TO LET ONE LOOK<br />
THE<br />
CNES SELF IN ORDER TO LEARN MORE ABOUT OWES OWN<br />
INSIDE<br />
AND ITS IMPACT ON OTHERS.<br />
BEHAVIOR<br />
TRAINING IS AN INTENSE EMOTIONAL EXPERT-'<br />
SENSITIVITY<br />
WHICH MAY BE PUT TO GOOD bSE BUT IT OUGHT TO FOCUS<br />
ENCE<br />
THE PROCESS OF GROUP DECISION MAKING RATHER THAN ON<br />
ON<br />
OR PERSONAL GROWTH, IF THIS IS TC HAPPEN<br />
INCIVIDLAL<br />
THE T-GROUP OUGHT TC WCRK WITH REAL CONCEPTUAL<br />
PERHAPS<br />
RATHER IHAN FOCUS ONLY ON EMOTIONAL LEARNING IT<br />
PROBLEMS<br />
SEEM ADVISABLE TD CAREFULLY SCREEN PARTICIPANTS<br />
WOULD<br />
HOWELL, WILLIAM<br />
CST1<br />
PRIDE<br />
JOB<br />
JOURNAL VOL 45 NO 10, NOVEMBER, 1966, 3 PAGES<br />
PERSONNEL<br />
JOB<br />
SATISFACTION,<br />
COMPANIES AND BIG bNICNS MAY BE RESPONSIBLE FOR<br />
BIG<br />
AGGRAVATING FACTORS RESULTING IN LOSS OF JOB SARIS<br />
SOME<br />
BY EMPLOYEES WHAT CAN BE DONE TO INSTILL THE<br />
FACTION<br />
ELEMENT OF JOB PRIDE IN THE INDIVIDUAL WORKER<br />
IMPORTANT<br />
HONESTY AND HIGH ETHICS OF THE EMPLOYER AND THE<br />
THOROUGH<br />
MLST BE CULTIVATED INDIVIDUAL IDENTITY MbST BE<br />
UNION<br />
RECOGNIZED THE MODERN REPLACEMENT OF INDIVIDUAL<br />
BEITER<br />
HAS TO BE GROUP OR TEAM PRIDE THE CHANCES FOR<br />
PRIDE<br />
OF GROUP INCENTIVES TC MAINTAIN JD PRIDE ARE MUCH<br />
SUCCESS<br />
IN SMALL COMPANIES ThAN BIG THESE FACTORS AND<br />
BELIER<br />
ARE DISCUSSED.<br />
OTHERS<br />
SOURCE OF PRIDE FOR THE WORKER WHO IS COG IN IHE<br />
THE<br />
MACHINE MAY BE Ih IDENTIFICATION WITH THE END-USE<br />
INDUSTRIAL<br />
IHE PROOUCTS OF HIS EFFORTS.<br />
OF<br />
OF LABOR WITH MANAGEMENT IS ABETTED BY<br />
IDENTIFICATION<br />
IDENTIFICATION WITH LABOR<br />
MANAGEMENTS<br />
BAER• JAMES W<br />
C572<br />
RECRLITERS GUIDE TO SUCCESSFUL FAILURE<br />
A<br />
JOURNAL VOL Se<br />
PERSONNEL<br />
ORGANIZATIONS, JOB<br />
RECRUITER<br />
IS THE RECRbITERS JOB TO ATTRACT AND EMPLOY TOP<br />
IT<br />
FOR HIS COMPANY BUT IT SOMETIMES APPEARS THAT<br />
CANDIDATES<br />
RECRUITER AND HIS COMPANY ARE BENT ON LOSING AS MANY<br />
THE<br />
CANDIDATES AS THEY HIRE IHE FOLLOWING -RECRUIIMENI<br />
GOOD<br />
ARE IN USE BY COUNTLESS ORGANIZATIONS AND WILL<br />
CRIMES<br />
RESULT IN A TARNISHED COMPANY IMAGE, LOSS OF TOP<br />
GENERALLY<br />
AND UNNECESSARY GRIEF.-<br />
TALENT<br />
SURE TO DELAY YOUR DECISIONS AS MUCH AS POSSIBLE<br />
-BE<br />
IhE NECESSITY TO DECIDE BETWEEN TWO CR MORE GOOD MEN<br />
AVOID<br />
FAILING TO CONIACT THEM PASS THE BUCK RATHER LIBERALLY.<br />
BY<br />
SEARCHING FOR AN EXECUTIVE BEFORE YOU REALLY KNOW WHAT<br />
BEGIN<br />
IS YOU WANT OR WHY. SIDESTEP SPECIFIC QUESTIENS ABOUT<br />
IT<br />
OBJECTIVES. AVOID GIVING THE CANDIDATE ANY WRITTEN<br />
CO<br />
NEVER CHECK REFERENCES. IGNORE PHYSICAL<br />
LITERAILRE
AND EMPLOYEE ATTITUDES KEEP FACTS FROM THE CON-'<br />
FACILITIES<br />
GIVE HIM ENTIRE RESPONSIBILITY, FAKE AN<br />
SULTANT,<br />
SEARCH, AND DO NOT CUESTION APPLICANTS COMPETENCE<br />
OUTSIOE<br />
KYOJIRO, H<br />
C57]<br />
DECISION CURVE FOR LEASE OR BUY<br />
A<br />
SERVICES VOL. 4, NO I JAN-FEB I96T 8P<br />
MANAGEMENT<br />
DECISIONS, ANALYSIS<br />
MAKING,<br />
OF THE COSTS OF LEASING AND OF BUYING<br />
COMPARISON<br />
EQUIPMENT IS NOT A SIMPLE TASK, FOR TWO OF TEE<br />
INDUSTRIAL<br />
THAT DETERMINE THE COST OF OWNERSHIP ARE UNCERTAIN<br />
ELEMENTS<br />
AMOUNTS IHAI MUST BE ESTIMATED THIS ARTICLE OUTLINES<br />
FLTLRE<br />
METHOD FOR GRAPHICAL ANALYSIS OF THESE UNCERTAIN FACTORS-<br />
A<br />
DISCOUNT RATE OF MONEY AND THE RESIDUAL WERTH OF<br />
THE<br />
AT THE END OF THE PERIOD UNDER SIUDY<br />
EQLIPMENT<br />
DECISION CLRVE OUTLINED IN THIS STUDY PERMITS<br />
ThE<br />
MAKING BY SIGHT SCANNING IT ALSO RELIEVES MANAGE-'<br />
DECISION<br />
OF THE TASKS OF EXPLICITY STATING AN ASSUMED RATE OF<br />
MEKT<br />
AVAILABLE ON CAPITAL AND CF PREDICTING A SPECIFIC<br />
RETURN<br />
WORTH ThUS ThE DECISION-MAKER CAN DEAL IN<br />
RESIDUAL<br />
PARAMETERS.<br />
WOCOFIELD, W<br />
0574<br />
THE DANGERS DF UNCERTAINTY<br />
LESSENING<br />
SERVICESt VOL 4, NC I, JAN-FEE 1967<br />
MANAGEMENT<br />
DECISION<br />
FORECASTS,<br />
CAPITAL BUDGETING DECISION MUST BE BASED ON<br />
EVERY<br />
DATA- FORECASTS OF FUTURE COSTS ANO RETURNS<br />
UNCERTAIN<br />
ALLOW FOR UNCERTAINIY IN VARIOUS WAYS, FEW OF<br />
EXECUTIVES<br />
EXPLICIT AND NONE OF ThEM SCIENTIFIC. ThIS AUTHOR<br />
THEM<br />
THE USE OF SUBJECTIVE PROBABILITIES TO ESTIMETE<br />
PRCPOSES<br />
LIKELIHCO0 OF THE VALUES PROVING CORRECT AND DESCRIBES<br />
ThE<br />
THE TECHNIQUE hAS WORKED IN ACTUAL COMPANY APPLICATION<br />
HOW<br />
EMPLOYMENT OF THE MODEL ENCOURAGE IMPREVEMENT OF<br />
THE<br />
BUDGETING PROCEDURES BEING USED WITHIN THE COMPANY<br />
CAPITAL<br />
INCREMENTAL COSTS OF APPLYING ThE MODEL WERE FOUND TO BE<br />
THE<br />
INMATERIAL<br />
REITER M J<br />
C575<br />
THAT COMMUNICATE<br />
REPORTS<br />
SERVICESt VOL 4, NC JAN-FEB I967<br />
MANAGEMENT<br />
ANALYZE<br />
INFORMATION,<br />
MODERN ACCOUNTANT MUST BE MORE THAN A MANIPULATER<br />
ThE<br />
FIGURES IT IS NOT ENOUGH TO GATHER INFCRMATION OR EVEN<br />
OF<br />
ANALYZE ITS MEANING. ALL THIS IS WASTED EFFORT IF ThE<br />
TO<br />
ARE NOT REALLY COMMUNICATED TO THOSE WHO MUST USE<br />
RESULTS<br />
ThIS ARTICLE REVIEWS SOME OF THE BASICS OF COMMUNI-'<br />
THEM<br />
THEORY AND EXPLAINS THEIR APPLICATION TC ThE<br />
CATION<br />
REPORTING FUNCTICN<br />
ACCOUNTANTS<br />
GUIDEPOSTS TO A GOLD REPORT SUGGESTE BY ThE AUTHOR<br />
THE<br />
CLARITY CONSISTENCY, ADEQUATE COVERAGE, ADAPTABILITY<br />
ARE-<br />
DIFFERENT VIEWPOINTS AND INTEREST<br />
TO<br />
JOHNSON, H G<br />
C576<br />
ITEM CONTROL.<br />
KEY<br />
SERVICES VOL.4 NO I, JAN-FEB 1967<br />
MANAGEMENT<br />
PLAN, CONTROL<br />
RULES,<br />
CF PAPERWORK CAN STRETCh THE EXECLTIVES WORK<br />
MOLNTAINS<br />
TO INTOLERABLE LENGTH- MUCh OF IT WASTED TIME THIS<br />
DAY<br />
SOLUTION IS KEY ITEM CONTROLt A SYSTEM WHICH<br />
AUTHORS<br />
FOR EACh MANAGER ARE TAILORED TC HIS NEEDS AND<br />
REPORTS<br />
SHARPLY UPON THOSE KEY ITEMS THAT REQUIRE HIS ACTIVE<br />
FOCUSED<br />
ATTENTION<br />
GROUND RULES FOR ThIS SYSTEM ARE, TO PLAN AND<br />
ThE<br />
THOSE AREAS IN WHICh GOOD OR POOR PERFORMANCE CAN<br />
CONTROL<br />
INFLLENCE THE RESULTS OF OPERATIONS BECOME, IT<br />
MATERIALLY<br />
NECESSARY TO REPORT THAT PERFORMANCE IN THE MOST EASILY<br />
IS<br />
AND ACTICN-PROVOKING MANNER ThE IDENTIFICATION<br />
UNDERSTOOD<br />
KEY ACTION INDICATORS IS VITAL TO ThE SUCCESS OF THE<br />
OF<br />
SYSIEM<br />
MURRAY G.L<br />
C577<br />
VS PRACTICAL MANAGEMENT- A PRAGMATIC APPROACH<br />
SCIENTIFIC<br />
SERVICES VOL 4, NO.I, JAN-FEB 1967 8P<br />
MANAGEMENT<br />
RESEARCH<br />
OPERATIONS<br />
SEE OPERATIONS RESEARCh AS THE SOLUTION TO ALL<br />
SOME<br />
PROBLEMS, OTHERS CALL IT A FAD THE TRUTh, OF<br />
MANAGEMENT<br />
LIES SOMEWHERE IN BETWEEN. SIMILARLY, TEE PRACTICAL<br />
COURSEr<br />
TO SOLVE IMMEDIATE BUSINESS PROBLEMS LIES SOMEWHERE<br />
WAY<br />
A PERFECTIONIST REFLSAL TO SOLVE ANYTHING UNTIL<br />
BEIWEEN<br />
CAN BE SOLVED AND A SLAPDASH TREATMENT OF<br />
EVERYTHING<br />
RATHER ThAN AILMENTS THIS ARTICLE OFFERS A MIDDLE<br />
SYMPTOMS<br />
GROUND<br />
POINTS OUT ThAI THE TRAINING AND EXPERIENCE OF MOST<br />
hE<br />
AND ACCDUNIANTS HAS BEEN OUTSIDE THE FIELD OF<br />
BUSINESSMEN<br />
AND MATHEMATICS- BUT ThAT THIS IS NO REASON FOR<br />
SCIENCE<br />
TO FEAR OR IGNORE SCIENTIFIC APPROACHES TO<br />
BUSINESSMEN<br />
PROBLEMS.<br />
BUSINESS<br />
hART, A<br />
0578<br />
FOR EVALUATING PRODUCT RESEARCH AND DEVELOPMENT<br />
CHART<br />
PROJECTS<br />
RESEARCH QUARTERLY VOL I7, 4 DEC 1966 lIP<br />
OPERATICNAL<br />
INDEX, EVALUATING<br />
SELECTEC<br />
ARTICLE PRESENTS A METHOD OF EVALUATING RESEARCh<br />
THIS<br />
DEVELOPMENT PROJECTS ThE METHOD IS BASED ON ThE USE<br />
AND<br />
AN EVALUATION CHART THE MAIN PURPOSE OF ThE CHART IS TO<br />
OF<br />
A PROJECT SCORE WHICH IS A MEASURE OF A SELECTED<br />
CALCULATE<br />
CRITERION A METHOD OF CONSTRUCTING A CHART IS<br />
EVALUATION<br />
USING A PROJECT INDEX AS ThE EVALUATION CRI-'<br />
ILLUSTRATED<br />
THE CHART CONTAINS A LIST OF 12 QUESTIONS, THE<br />
IERION<br />
TO WHICH ARE ASSUMED TO BE THE MAIN DETERMINANTS<br />
ANSWERS<br />
IHE VARIABLES IN IHE FORMULA DF ThE INOEX EACh QUESTION<br />
OF<br />
FOLLOWED BY A SET OF ANSWERS FROM WHICH A CHOICE IS TO BE<br />
IS<br />
AND UNDERNEATH EACH ANSWER IS A NUMERICAL SCORE THE<br />
MADE,<br />
SCORES ARE LOGARITHMIC FUNCTIONS OF THE ANSWERS<br />
NUMERICAL<br />
WHICh THEY RELATE, AND WhEN ADDED TOGETHER GIVE A PROJECT<br />
TO<br />
WHICH IS A LOGARITHMIC FUNCTION CF THE INEEX VARIOUS<br />
SCORE<br />
OF USING THE CHART, AND A SUGGESTED EVALUATION<br />
MEIHODS<br />
ARE ALSO DESCRIBED<br />
PROCEDURE,<br />
BATTERSBY ALBERT CARRUTHERS, A<br />
0579<br />
IN CRITICAL PATh METHCOS<br />
ADVANCES<br />
139<br />
RESEARCH QUARTERLY VCL 17, 4 DEC 1966 19P<br />
OPERATIONAL<br />
CONTROL• ANALYSED<br />
PLANNING<br />
IS NOW 10 YEARS SINCE CRITICAL PATh ANALYSIS WAS<br />
IT<br />
INTO BRITISH INDUSTRY DURING ThAT TIME ITS SCOPE<br />
INTRODUCED<br />
USEFULNESS hAVE BEEN SUBSTANTIALLY INCREASED. tHiS<br />
AND<br />
IS A CRITICAL REVIEW OF ITS DEVELOPMENT. IT SHOWS<br />
ARTICLE<br />
II HAS ENABLED MANAGEMENT PLANNING AND CONTROL SYSTEMS<br />
hOW<br />
BE EVOLVED WHICh EMBRACE COSTS AND RESOURCES IN ADDITION<br />
TO<br />
TIME FACTORS INFLUENCING ThE DEGREE OF SUCCESS SO FAR<br />
TO<br />
ANALYSED, AND POTENTIAL AREAS FOR FURTHER DEVELOPMENT<br />
ARE<br />
THE RANGE OF INDUSTRIAL APPLICATIONS IS ILLUS-'<br />
OUTLINED<br />
IT IS SHOWN HOW ThE TECHNIQUE HAS SOMETIMES REVEALED<br />
TRATED<br />
CREATED PROBLEMS IN EXISTING MANAGEMENT SIRUCTURES<br />
AND<br />
PATh ANALYSIS CAN BE REGARDED AS A POWERFUL AID TO<br />
CRITICAL<br />
MANAGEMENT, BLT NOT A PANACEA NOR A SUBSTITUTE FOR<br />
SOLNO<br />
IT<br />
ORDEN, A<br />
0580<br />
EMERGENCE OF A PROFESSION<br />
THE<br />
OF THE ACM, VOL i0 NO 3• MARCH 1967 3P<br />
COMMUNICATIONS<br />
EDUCATIONAL<br />
PROGRAMMING<br />
PROGRAMMING DEALS WITH AN ENORMOUS VARIETY OF<br />
COMPUTER<br />
AND IS CARRIED ON BY PEOPLE WITH A GREAT VARIETY<br />
ACTIVITIES<br />
BACKGROUNDS IT SEEMS CLEAR ThAT PART BUT NOT ALL OF ThIS<br />
OF<br />
IS EVOLVING TOWARD A DISTINCT PROFESSIONAL FIELD,<br />
ACTIVITY<br />
THAT THE SCOPE DF ThIS EMERGING PREFESSION, AND SOME OF<br />
BUT<br />
ECONOMIC, SOCIAL AND EDUCATIONAL CHARACTERISTICS ARE AS<br />
ITS<br />
BY NO MEANS WELL DEFINED IN THIS PAPER THESE ISSUES<br />
YET<br />
EXAMINED AND SOME OPINIONS ABOUT THEM ARE EXPRESSED<br />
ARE<br />
ELLIOT, C.O<br />
0581<br />
APPROACHES TO BUSINESS CATA PROCESSING<br />
NEW<br />
0582<br />
OF DATA MANAGEMENT, VOL 5 NO 2, FEBRUARY, 1967 8P<br />
JOLRNAL<br />
INFORMATION<br />
ORGANIZE,<br />
ARTICLE FIRST BRINGS TO LIGHT THE PROBLEMS<br />
THIS<br />
IN TEACHING MASS DATA PROCESSING, THEN IT POINTS<br />
INHERENT<br />
THE NEED FOR NEW METHODS AND TECHNIQUES• AND FINALLY<br />
UP<br />
A PARTICLLAR APPROACH FOR TEACHING AND USING EDP<br />
PRESENTS<br />
TODAYS WORLD<br />
IN<br />
COMPUTER HAS CREATED A CHALLENGE WHICh COLLEGES OF<br />
ThE<br />
HAVE BEEN RELUCTANT TO ACCEPT. ACCOUNTING HAS AC-'<br />
BUSINESS<br />
THE COMPLTER TO ACCUMULATE AND ORGANIZE DATA THE<br />
CEPTED<br />
RESULTS IN THE COMPUTER BEING USEO AS BIG ADDING<br />
ATTITUDE<br />
ThE NEED FOR GREATER UTILIZATION GF ThIS TOOL IN<br />
MACHINE.<br />
PHASES OF BLSINESS INFORMATION SYSTEMS IS EVIOENT.<br />
VARIOUS<br />
ARE SOME OF ThE BASIC DIFFERENCES IN THE<br />
DISCUSSED<br />
OF MATHEMATICAL AND MASS DATA SYSTEMS APPLI<br />
REQUIREMENTS<br />
AND NEW TECHNIQUES WHICH MAY hAVE SOME POTENTIAL<br />
CATIONS,<br />
SIMPLIFYING THE FORMAT AND PROCEDURAL LOGIC REQUIREMENTS<br />
IN<br />
MASS DATA SYSTEMS APPLICATIONS<br />
OF<br />
TO REDUCE OFFICE COSTS<br />
HOW<br />
MANAGEMENTo VOL i, NO. 6, MARCH, 1967 5P<br />
BUSINESS<br />
JOBS INFORMATION<br />
PROGRAM,<br />
AND CLERICAL COSTS HAVE A WAY OF STEADILY IN<br />
OFFICE<br />
BUT THESE COSTS CAN BE LOWERED AND KEPT WITHIN<br />
CREASING<br />
IF NONESSENTIAL JOBS ARE DROPPED AND PERFORMANCE<br />
BOUNDS,<br />
HERE, FIVE MANAGEMENT CONSULTANTS SUGGEST WAYS TO<br />
BOOSTED<br />
YOUR FLOW OF INFORMATION WHILE IMPROVING CLERICAL<br />
IMPROVE<br />
PRODUCTIVITY. ONE IMPORTANT POINT- MAKE IMPROVEMENTS<br />
WORKERS<br />
YOUR MOST PRODLCTIVE DEPARTMENT FIRST RESULTS THERE WILL<br />
IN<br />
ThE PROGRAM ELSEWHERE<br />
SELL<br />
BAKES,<br />
0583<br />
OF SPECIAL LINEAR-PROGRAMMING PROBLEMS<br />
SOLUTION<br />
RESEARCh QUARTERLY VOL 17 4 DEC 1966• 17P.<br />
OPERATIONAL<br />
OPTIMALITY<br />
RULES,<br />
PAPER GIVES A METHOD OF SOLUTION FOR LINEAR<br />
ThIS<br />
PROBLEMS WHOSE CONSTRAINTS CAN BE SPLIT INTO TWO<br />
PROGRAMMING<br />
THE FIRSI hAVING A SPECIAL STRUCTURE, SUCH AS ThAT OF<br />
SETS•<br />
TRANSPORTATION PROBLEM FOR EXAMPLE, WHILE ThE SECOND SEI<br />
THE<br />
QUIIE GENERAL A PROBLEM WITH ONLY THE FIRST SET OF CON<br />
IS<br />
IS REFERRED TO AS A FAVOURED PROBLEM WHILE A<br />
STRAINIS<br />
WITH BOTH SETS IS CALLED A COMPLETE PROBLEM.<br />
PROBLEM<br />
PROPOSED METHOD IS BASICALLY ThE SIMPLEX PROCEDURE<br />
THE<br />
FOR A PROBLEM WITH A PARTICULAR STRUCTURE, AND<br />
SPECIALIZED<br />
FEASIBILITY AND OPTIMALITY CRITERIA AND ThE RULES FOR<br />
THE<br />
CHANGE ARE ThE SAME AS THOSE USED IN THE SIMPLEX PRO<br />
BASIS<br />
HOWEVER, ThE METHOD TAKES ADVANTAGE OF THE SIMPLE<br />
CECURE<br />
DEVELOPEO FOR THE FAVOURED PROBLEM AND USES THEM<br />
ALGORITHMS<br />
SOLVE ThE COMPLETE PROBLEM IN AN EFFICIENT MANNER<br />
TO<br />
CHAMPION D J.<br />
0584<br />
SOME IMPLICATIONS FOR BANK EMPLOYEES<br />
DEPERSONALIZATION-<br />
JO&RNAL OF INDUSTRIAL ENGINEERING VOL 18, NO MARCH,<br />
THE<br />
i967<br />
AUTOMATION<br />
IS A DISCUSSION CF ONE METHOD FOR DETECTING<br />
THERE<br />
OF ThE SOCIAL IMPACT OF AUTOMATION ON EMPLOYEES THIS<br />
NATURE<br />
WAS CONOUCIEO IN A BANK WHICH WAS CHANGING TO AN<br />
STLDY<br />
DATA PROCESSING COMPUTER SYSTEM. BY MEANS OF<br />
ELECTRONIC<br />
AND PERSONAL INTERVIEWS, ThE INCREASE IN<br />
QUESTIONNAIRES<br />
WAS MEASUREO IMPLICATIONS STEMMING FROM<br />
DEPERSONALIZATION<br />
DEPERSONALIZATION AND AN ASSESSMENT OF ThIS<br />
INCREASED<br />
ARE [NCLLDED IN THE DISCUSSION<br />
IMPACT<br />
SMAILEY, h E<br />
0585<br />
LOOK AT WCRK MEASUREMENT<br />
ANOTHER<br />
JOLRNAL OF INDUSTRIAL ENGINEERING, VOL. [8, NO.I, MARCH<br />
THE<br />
16P.<br />
1967<br />
APPRAISAL<br />
PERFORMANCE<br />
ARTICLE DESCRIBES THE STATE OF THE ART OF WORK<br />
IHIS<br />
ATTITUDES TOWARD WORK MEASUREMENT AND THE<br />
MEASUREMENT<br />
OF WORK MEASUREMENT PRACTICES ThE SUBSTANTIVE NATURE<br />
STATUS<br />
HUMAN WORK AND AN AXIOMATIC APPROACh TO WORK MEASUREMENI<br />
DF<br />
ARE DISCUSSED.<br />
IhEORY<br />
WORK, CONCEPTUALIZED TO INCLUDE APPROPRIATE<br />
HLMAN<br />
AND DEMAND CONSIDERATIONS, IS THE ONLY MEANINGFUL<br />
SUPPLY<br />
OF hUMAN INPUTS TO A SYSTEM, THE MOST EUITABLE<br />
MEASURE<br />
FOR EMPLOYEE RECOGNITION, AND THE MOST REASONABLE<br />
BASIS<br />
MODULUS OF EMPLOYER LTILITY IHUS, THERE IS A PRESSING NEED
STANDARDIZED TERMINOLOGY AND UNAMBIGUOUS DEFINITIONS TO<br />
FOR<br />
ADOPTED SO THAT MATHEMATICAL INTERRELATIONSHIPS WILL<br />
BE<br />
A SCIENTIFICALLY JUSTIFIED THEORY OF WORK<br />
CONSIIILTE<br />
MEASUREMENT<br />
THELWELL, RAPHAEL R<br />
0586<br />
EVALUATION OF LIhEAR PROGRAMMING ANO MULTIPLE REGRESSION<br />
AN<br />
0587<br />
ESTIMATING MANPOWER RECU[REMENTS<br />
FOR<br />
JOURNAL OF INDUSTRIAL ENGINEERING, VOL. 18, NO 3, MARCH<br />
THE<br />
IOP<br />
1967<br />
MANPOWER, INFORMATION, EVALUATION, ANALYSIS<br />
PROGRAMMING<br />
ARTICLE DESCRIBES AN ANALYSIS OF LINEAR PROGRAM<br />
THIS<br />
AND MULTIPLE REGRESSION AS ALTERNATIVE ESTIMATING<br />
MING<br />
FOR MANPOWER REQUIREMENTS THE APPLICABILIIY OF<br />
TECHNIQUES<br />
USUAL REGRESSION MODELS ASSUMPTION CONCERNING A CONSTANT<br />
THE<br />
WHEN APPLIED TO A WORK MEASUREMENT SITUATION IS<br />
VARIANCE<br />
AN ALIERNATIVE LP FORMULATION, WHICH MAKES BETTER<br />
DISCUSSED<br />
OF THE OBSERVATIONS AND ONE WHICH PROVIDES A BETIER FIT<br />
USE<br />
MODELS WITH A CONSTANT TERM ARE PRESENTED THE USE OF<br />
TO<br />
MANAGERIAL INFORMATION TO SUPPLEMENT THE TRADI-'<br />
ADDITIONAL<br />
INFORMATION CN RESOURCES USED AND UNITS COMPLETED IS<br />
TIONAL<br />
FOR LP INCLUDED IS A DISCUSSION OF THE APPLIC-'<br />
SUGGESTED<br />
OF DUMMY VARIABLES TO BOTH TECHNIQUES PERMITTING THE<br />
ABILITY<br />
OF VARIABLES WHICH CAN ONLY BE CLASSIFIED AND NOT<br />
ANALYSIS<br />
ON A CONTINUOUS SCALE.<br />
MEASURED<br />
RECRUITING COMBAT STUDENT DISENCHANTMENT<br />
COLLEGE<br />
MANAGEMENT VOL 31e NO 6e MARCH, 1967 4P<br />
BUSINESS<br />
PROGRAMS PLANTS<br />
RECRUIT,<br />
IS NOT GETTING ALL THE COLLEGE GRADUATES IT<br />
BUSINESS<br />
BUSINESS, STUDENTS THINK, IS FOR THE BIRDS AS A<br />
NEEDS<br />
MANY COMPANIES ARE GOING OUT OF THEIR WAY TD CHANGE<br />
RESULT,<br />
ATTITUDE AND RECRUIT BRIGHT YOUNG TALENT THIS ARTICLE<br />
THIS<br />
FOUR IMAGINATIVE WAYS YOUR COMPANY MAY BE ABLE TO<br />
DETAILS<br />
ITS RECRUITING EFFORTS<br />
IMPROVE<br />
FOUR MEIHODS ARE- LET PHILANTHROPY BUILD YOUR<br />
IHE<br />
IMAGE, GIVE STUDENTS AN INSIDE LOOK AT BUSINESS,<br />
CORPORATE<br />
TEACHERS TO VISIT PLANTS AND SUPPLEMENT CAMPUS<br />
ENCOURAGE<br />
BY OPERATING SUMMER WORK PROGRAMS. NINE OTHER<br />
RECRUIIING<br />
ARE LISTED AS ESSENTIAL TO SUCCESSFUL COLLEGE<br />
POINTS<br />
RECRUITING<br />
KOPP, K K<br />
0588<br />
COMPUTER PROGRAM FOR TIME STUDY ANALYSIS<br />
A<br />
JOURNAL OF INDUSTRIAL EhGINEERING, VDL.I8, NO 2,<br />
THE<br />
1967= 6P<br />
FEBRUARY,<br />
ANALYSIS<br />
PROGRAM,<br />
COMPUTATIONAL AND SUMMARIZING OPERATIChS APPLIED TC<br />
THE<br />
INOLSTRIAL ENGINEERS TIME STUDY DATA ORDINARILY CONSUME<br />
THE<br />
WHICH COULD 8E USED TO BETTER ADVANTAGE. BY USING A<br />
TIME<br />
FOR THESE DATA HANDLING OPERATIONS MUCH OF THIS<br />
COMPUTER<br />
CAN BE SAVED. THE ARTICLE DESCRIBES THE LAYOUT AND USE<br />
TIME<br />
A TIME STUDY OBSERVATION SHEET ON WHICH DATA CAN BE<br />
OF<br />
IN FORM SUITABLE FOR KEY-PUNCHING AND COMPUTER<br />
RECORDED<br />
BY REDUCING THE TIME REQUIRED FOR ANO THE COST<br />
PROCESSING.<br />
TIME STUDIES, APPLICATION CF TIME STUDY TECHNIQUES TO<br />
OF,<br />
AND OTHER INDIRECT LABOR ACTIVITIES IS MADE MORE<br />
MAINTENANCE<br />
ATTRACTIVE<br />
KOZIARA, E.C. K S<br />
0589<br />
OF RELOCATION ALLOWANCES AS MANPOWER POLICY<br />
DEVELOPMENT<br />
AND LABOR RELATIONS REVIEW VCL. 20 NO OCT.<br />
INOUSTRIAL<br />
lOP<br />
1966<br />
MANPOWER, JOB<br />
PROGRAM,<br />
ALLOWANCES-GRANT/OR LOANS TO UNEMPLOYED<br />
RELOCATION<br />
TO AID THEN TO MOVE TO JOB OPPORTUNITIES IN OTHER<br />
PERSONS<br />
THAN WHERE THEY PRESENTLY LIVE-HAVE BEEN DISCUSSED ANO<br />
AREAS<br />
IN THE UNITED STATES FOR SOME YEARS AS YET*<br />
DEBATED<br />
ONLY LIMITED STEPS HAVE BEEN TAKEN TO PROVIDE SUCH<br />
HOWEVER,<br />
THIS ARTICLE EXPLORES THE BENEFIT AND<br />
ALLOWANCES.<br />
OF RELOCATION ALLOWANCES AND EXAMINES THE<br />
LIMITATIONS<br />
WHY THEY HAVE NOT BEEN FULLY ACCEPTED AS PART OF OUR<br />
REASONS<br />
PROGRAM<br />
MANPOWER<br />
GITELMAN, H.M<br />
0590<br />
MOBILITY WITHIN THE FIRM<br />
OCCUPATIONAL<br />
AND LABOR RELATIENS REVIEW VOL 20 NG OCT<br />
INDUSTRIAL<br />
16P.<br />
1966<br />
JOB, EVALUATIONS, ANALYZED<br />
TESTING,<br />
THIS UNIQUE STUDY IHE MOVEMENT OF WORKERS AMONG<br />
IN<br />
IN A SINGLE FIRM THE WALTHAM WATCH COMPANY, OVER A<br />
JOBS<br />
OF THIRTY YEARS IS ANALYZED IN AN EFFORT TO IDENTIFY<br />
PERIOD<br />
DETERMINANIS OF MOBILITY AND TO ASSESS THEIR RELATIVE<br />
IHE<br />
THREE MEASURES OF MOBILITY ARE EMPLOYED- MOVE-'<br />
INFLUENCES<br />
FROM UNSKILLED TO SKILLED WORK, MOVEMENT WITHIN A JOB<br />
PENT<br />
SYSTEM, AND WORKERS OWN EVALUATIONS OF WHAT<br />
CLASaIFICATION<br />
JOB PROGRESS TESTING LLOYO REYNOLDS HYPOTHESES<br />
CONSTITUTES<br />
TO THE DETERMINANTS OF MOBILITY, THE STUDY CONCLUDES THAT<br />
AS<br />
MOBILITY IS PRIMARILY A FUNCTION OF THE TECHNOLOGY<br />
INTRAFIRM<br />
EXTERNAL LABOR MARKET CONDITIONS AND ASSOCIATED<br />
EMPLOYED*<br />
IN THE COMPOSITION DF OUTPUT.<br />
CHANGES<br />
DIGMAN, L A.<br />
059I<br />
LIFE-CYCLE IECHNIQUE<br />
PERT/LOB-<br />
OF INDUSTRIAL ENGINEERING VOL IB NO 2<br />
JOURNAL<br />
I967. 5P.<br />
FEBRUARY,<br />
CONTROL<br />
PLANNING,<br />
IS A DISCUSSION OF PERT/LOB, A SINGLE, INTEGRATEO<br />
THIS<br />
PLANNING AND CONTROL SYSTEM WHICH CAN BE EMPLOYED<br />
MANAGEMENT<br />
PRELIMINARY PLANNING STAGES THROUGH PRODUCTION AND<br />
FROM<br />
OF A GIVEN QUANTITY OF ITEMS BASIC ELEMENTS, R<br />
DELIVERY<br />
ACTIONS, AND PROCEDURE OF THE TECHNIQUE ITS<br />
PHASES,<br />
LEVEL OF DETAIL OF PLANNING AND CONTROL, AND<br />
AOVANTAGES<br />
INTEGRATION OF COST PLANNING AND CONTROL TO THE BASIC<br />
THE<br />
ARE DISCUSSED<br />
TECHNIQUE<br />
SELF GLEN Do<br />
0592<br />
OF SLBJECTIVAL DETERMINED DATA<br />
QUANTIFICATION<br />
OF INDUSTRIAL ENGINEERING VOL 18 NO JAN. 196T<br />
JOURNAL<br />
P<br />
PLANNING EVALUATING MODELS RATINGS<br />
PROGRAMS<br />
A SYSTEMATIC METHODOLOGY FOR MODEL FORMULATION AND<br />
140<br />
IN CASES WHERE THERE ARE LIMITED DATA IS<br />
UTILIZATION<br />
THIS METHOD USES QUANTIFICATION OF EXPERTISE, GR<br />
PRESENTED<br />
DETERMINED DATA IT WAS INITIATED USING A COST<br />
SUBJECTIVELY<br />
MODEL AND A CONTINGENCY PLANNING MGDEL THE<br />
IMPLICATIONS<br />
INCLUDES DISCUSSIONS Oh COMBINING ESTIMATION,<br />
ARTICLE<br />
INTERACTION THROUGH THE USE CF EXPERTISE,<br />
EVALUATING<br />
OF RUN-OLT COSTS, FOR SPACECRAFT PROCRAMS AND<br />
ESTIMATION<br />
AND ANALYZING SUBJECTIVELY DETERMINED DATA<br />
COLLECTING<br />
MOCER, JOSEPH<br />
0593<br />
SAMPLING WIIH APPLICATIONS TO TIME STANDARD<br />
ACTIVITY<br />
ESTIMATION<br />
OF INDUSTRIAL ENGINEERING VCL 18 NO. JAN I967.<br />
JOLRNAL<br />
6P<br />
JCB, IhFORMATIEN, REGRESSION<br />
PRCGRAMMING,<br />
ARTICLE DISCUSSES THE APPLICAIION OF SURVEY<br />
THIS<br />
THEORY TO ACTIVITY SAMPLING AND THE APPLICATION OF<br />
SAMPLING<br />
SAMPLING ID TIME STANDARD ESTIMATION CLUSTER,<br />
ACTIVITY<br />
AND MULTISTAGE SAMPLING ARE DISCUSSED IN<br />
STRATIFIED,<br />
WITH RANDOM AND SYSTEMATIC SAMPLING ESTIMATION<br />
CONJUNCTION<br />
THAT WILL MAXIMIZE THE INFORMATION OBTAINED PER<br />
PROCEDURES<br />
EXPENDED ON IHE STUDY AND SPECIFICAIION CF THE<br />
DOLLAR<br />
TO BE USED TO ESTIMATE THE ACCURACY OF THE<br />
PRCCEOURE<br />
FOR THE ADOPTED PROCEDURE ARE CONSIDERED THE USE<br />
ESTIMATES<br />
MULIIPLE REGRESSION AND LINEAR PROGRAMMING TO ESTIMATE<br />
OF<br />
ELEMENT PERFORMANCE TIMES FROM TYPICAL -JOB LOT-<br />
STANDARD<br />
DATA IS ALSO DISCUSSED<br />
PRCDUCIION<br />
PETERSEN, G G<br />
C594<br />
CURRENT LEGAL ASPECTS GF EMPLOYMENT TESTING<br />
SOME<br />
AND SOCIETY VOL ?, NO I, AUTUMN 1966. 8P<br />
BUSINESS<br />
PSYCHOLOGICAL JOBS, DECISION<br />
TEST,<br />
THE IMPEIUS OF THE CIVIL RIGHTS MOVEMENT,<br />
UNDER<br />
TESTING HAS COME UNDER SEVERE AND FREQUENT<br />
EMPLOYMENT<br />
TESTING OPPONENTS CONTEND THAT PRE-EPPLOYMENI<br />
CRITICISM<br />
TESTS ARE UNFAIR TO MINORITY GRCUP APPLICANTS AND<br />
ABILITY<br />
THEM AT A DISADVANTAGE WHEN COMPETING WITE -MIDDLE-'<br />
PLACE<br />
WHITE APPLICANTS FOR JOBS<br />
CALSS-<br />
THE SPRING OF 96, TESTING CRITICISM LEVELED AT<br />
UNTIL<br />
AND INDUSTRY APPEARS TO HAVE HAD LITTLE EFFECT<br />
BUSINESS<br />
EMPLOYMENT PRACTICES HOWEVER, WITH THE TRIAL EXAM<br />
ACTUAL<br />
OECISION IN THE MOTOROLA CASE, TESTING CRITICISM TOOK<br />
INERS<br />
NEW LIGHT<br />
ON<br />
CONCLUSIONS REGARDING TESTING ARE DRAWN BASED CN<br />
THREE<br />
TESTIMONY AND EEOC GUIDELINES.- AN UNFAIR<br />
CONGRESSIONAL<br />
PRACTICE CHARGE MAY RESULT ALLEGING DISCRIMIN-'<br />
EMPLOYMENT<br />
IHROUGH PSYCHOLOGICAL TESTING, TESTING GUIDELINES<br />
NATION<br />
SEITLE ON TEST VALIOATICN STUDY AND OTHERS<br />
WILL<br />
GOOOSTAT* PAUL B<br />
C595<br />
IN DATA PROCESSING.'<br />
STANDARDS<br />
PROCESSING VOL 9, 3, MARCH, L967,<br />
DATA<br />
ORGANIZATICN INFORMATION, ADMINISTERED<br />
PROGRAM,<br />
ARTICLE IS THE FIRST IN A SERIES OISCUSSING THE<br />
THIS<br />
EFFORTS TO DEVELCP MEANINGFUL STANDARDS TO<br />
WORLD-WIDE<br />
INFORMAIION INTERCHANGE BETWEEN AND AMONG MEN AND<br />
FACILITATE<br />
THE MAJOR DOMESTIC STANDAROIZATICN PROGRAM DEAL-'<br />
MACHINES.<br />
WITH COMPUTERS AND INFORMATION PROCESSING IS CONDUCTED<br />
ING<br />
THE USA STANDARDS INSTITUTES SECTIONAL COMMITTEE X3,<br />
BY<br />
AND ADMINISTERED BY THE BUSINESS EQUIPMENT PANU-'<br />
SPONSORED<br />
ASSOCIAIIDN.<br />
FACTDRERS<br />
ARTICLE EXAMINES THE X COMMITTEE STRUCTURE AND<br />
THIS<br />
ROLES PLAYED BY THE USA STANDARDS INSTITUTE AND THE<br />
THE<br />
EQUIPMENT MANUFACTURERS ASSOCIATION IN ITS AOMIN<br />
BUSINESS<br />
AN ORGANIZATION CHART ILLUSTRATES THE STRUCTURE<br />
ISTRAIIDN<br />
SUBCOMMIITEES AND TASK GROUPS<br />
INCLUDING<br />
HABBE, STEPHEN<br />
0596<br />
VIEWS THE EXECUTIVE SEARCH FIRM.'<br />
MANAGEMENT<br />
CONFERENCE BOARD RECORD VCL 4, PARCH, 1967 5P.<br />
THE<br />
PERSONNEL<br />
RECRUITER,<br />
ONE IN TEN OF i9 EXECUTIVE APPOINTMENTS MADE BY<br />
ONLY<br />
COMPANIES LAST YEAR WAS MADE WITH THE HELP OF AN EXECU-'<br />
?0<br />
RECRUITING FIRM AMONG THE 125 COMPANIES PARTICIPATING<br />
TIVE<br />
THE CONFERENCE BOARD RECORD SURVEY, 55 SAID THEY NEVER<br />
IN<br />
ENGAGED THE SERVICES OF A SEARCH FIRM<br />
HAD<br />
TWO CHIEF REASONS LISTED BY THE COMPANIES FOR<br />
THE<br />
A SEARCH FIRM ARE- TO MAKE A MORE EXTENSIVE SEARCH<br />
USING<br />
POSSIBLE AND TO SAVE THE TIME OF COMPANY PERSONNEL<br />
THAN<br />
SEARCH FIRMS PERFORM THESE FUNCTIONS WELL, THE CDMPAN-'<br />
THE<br />
REPORT<br />
IES<br />
IS CRITICAL OF THE FEES CHARGED BY SEARCH<br />
MANAGEMENT<br />
AND TENDS TO QUESTION THE FORMULA BY WHICH THE FEES<br />
FIRMS,<br />
COMPUTED GENERALLY, HOWEVER, THE CONSENSUS IS THAT THE<br />
ARE<br />
RECRUITER IS NEEDED ANO THAT HE HAS A USEFUL ROLE<br />
EXECUTIVE<br />
PLAY IN MODERN BUSINESS.<br />
TO<br />
ANSOFF, H. IGOR BRANDENBURG, RICHARD C<br />
0597<br />
PROGRAM OF RESEARCH IN BUSINESS PLANNING<br />
A<br />
SCIENCE VOL I3, 6 FEB 1967. lgP<br />
MANAGEMENT<br />
PLANNER<br />
PROGRAM<br />
PURPOSE OF THIS PAPER IS TO OUTLINE A PROGRAM OF<br />
THE<br />
WHICH IS NEEDED TO IMPROVE THE STATE CF THE ART OF<br />
RESEARCH<br />
PLAhNING. THE AUTHORS HAVE APPROACHED THIS TASK BY<br />
BUSINESS<br />
PLANNING TO MANAGEMENT SCIENCE ON ONE LAND, AND TO<br />
RELATING<br />
AREAS OF DESCRIPTIVE KNOWLEDGE CN THE OTHER FROM<br />
CERTAIN<br />
RELATIONS THEY HAVE CONSTRUCTED A COMPREHENSIVE PRO-'<br />
THESE<br />
FOR RESEARCH ON PLANNING SOME PARTS DF THIS PROGRAM<br />
GRAM<br />
BEING ACTIVELY PURSUED, SOME STILL NEEO ATTENTION IT IS<br />
ARE<br />
THAT THIS PAPER WILL CONTRIBUTE TO A TWO-FOLD PURPOSE-<br />
HOPED<br />
IT WILL HELP GIVE THE BUSINESS PLANNER A SENSE OF<br />
THAT<br />
IDENTITY, AND THAT IT WILL PROVIDE HIM WITH A<br />
UNIQUE<br />
PROGRAM WHICH HE CAN PURSUE IN STRENGTHENING THIS<br />
SEARCH<br />
IDENTITY.<br />
GRANT, C.B<br />
0598<br />
A NATIONAL EDUCATIONAL DATA CENTER<br />
NEEDED,<br />
PROCESSING VOL 9, ], MARCH, I967, 2P<br />
DATA<br />
EDUCATION, ADMINISTRATIVE<br />
RETRIEVAL,<br />
ARTICLE PRESENTS A CONVINCING ARGUMENT FOR THE<br />
THIS<br />
OF A DATA CENTER TO BRING ABEUT THE<br />
ESTABLISHMENT<br />
OF EDUCATION ON THE COLLEGE LEVEL NATIONAL<br />
REHUMANIZATION
DATA CENTER IS JUSTIFIED BY THREE REASONS FIRSI<br />
EDUCATIENAL<br />
OPERATED PROPERLY, COLLEGES WOULD BE ABLE TD FREE STAFF,<br />
IF<br />
AND EQUIPMENT FROM USE ON ADMINISIRAIIVE AND ACADEMIC<br />
SPACE<br />
KEEPING TO APPLY TOWARD INSTRUCTIONAL NEEDS MORE<br />
RECORD<br />
COULD BE OFFERED TD THE STUDENT INCLUDING EASIER<br />
SERVICES<br />
RETRIEVAL AND A SINGLE APPLICATION FORM<br />
TRANSCRIPT<br />
THE EDUCATIONAL DATA SYSTEM WOULD FACILITATE<br />
FURTHERMORE<br />
REFORM AND ADAPTATION TO CHANGING NEEDS.<br />
EOLCATICNAL<br />
ARTICLE CONCLUDES IHAI A NATIONAL EDUCATIONAL DATA<br />
THE<br />
WOULD BETTER EDUCATION AND MAKE IT EASIER FOR THE<br />
SYSTEM<br />
TO ACHIEVE HIS EDUCATIONAL GOALS IN LESS TIME<br />
STUOENT<br />
MARTINO ROCCO L.<br />
C599<br />
C6CO<br />
LANGUAGE OF INFCRMATION SYSTEMS.'<br />
THE<br />
PROCESSING VCL 9, 3, MARCH, 1967, 4P<br />
DATA<br />
INFORMATION, EVALUATION, CODING<br />
PROGRAMMING,<br />
REQUIREMENTS FOR A UNIFORM COMPUTER LANGUAGE ARE<br />
THE<br />
IT BE COMPLETELY GENERALIZED AND APPLICALBE TO ANY<br />
THAT<br />
SYSTEM REGARDLESS CF THE PROCESSING MEDIA THIS<br />
INFORMATION<br />
DISCUSSES THESE REQUIREMENTS AND HOW WELL SOME OF<br />
ARTICLE<br />
PRESENT COMPUTER LANGUAGES MEET THEM TWELVE SPECIFIC<br />
OUR<br />
FOR COMPILERS ARE LISTED AND EXPLAINED EVALUATION<br />
CRITERIA<br />
COBOL CONCLUDES THAT A GAP EXISTS AND IT IS REALLY<br />
OF<br />
OODING, NOT REALLY AUTOMATIC PROGRAMMING IN ITS<br />
AUIOMATIC<br />
SENSE<br />
FULLEST<br />
IDEAS PRESENTED HERE SUGGEST THAT ULTIMATELY WE CAn<br />
THE<br />
TO THE DAY WHERE THE HARDWARE DESIGN WILL BE MATERIALLY<br />
LOOK<br />
AFFECTEO BY THE SOFTWARE CONCEPTS AS THEY ARE DEVELOPED.<br />
FDR AN UNWANTED REWARD<br />
PLAN<br />
AUTOMATION VOL 14 2 FEB. 1967<br />
BUSINESS<br />
PLAN, MAKING INFORMATION, DDCUMENTATICN<br />
PROGRAM<br />
SNITNSONIAN INSTITUTIONS SCIENCE INFORMATION EX-'<br />
THE<br />
HAS OEVELOPEC AN INEXPENSIVE SYSTEM FOR MAKING<br />
CHANGE<br />
THAT VITAL DATA ON TAPES AND DISCS WILL NOT BE LOST<br />
CERTAIN<br />
THE EVENT OF FLOOP, FIRE, OR OTHER DISASTER<br />
IN<br />
YEARS AGO SIE WAS WITHOUT A DISASTER FILE AL-'<br />
SEVERAL<br />
MANAGEMENI BELIEVED ESTABLISHMENT OF THE FILE WAS<br />
THOUGH<br />
THE STAFF, ON THE OIHER HAND, POINTED OUT THAT II<br />
IMPORIANT<br />
HAD NO TIME TO DEVELOP GR MAINTAIN SUCH A FILE<br />
ESSENTIALLY<br />
EXISTED A LACK OF REWARD TO THE RESPONSIBLE INDIVID-'<br />
THERE<br />
HOWEVER, II WAS FINALLY DECIDED THAT SIC ONLY NEEDED<br />
UAL<br />
AGAINST A MAJOR CATASTROPHE. A DISASTER FILE WITH<br />
PROTECTION<br />
MAIN MASTER TAPES, ABOUT FIVE INPUT TAPES, AND FILE<br />
20<br />
CONTAINING CURRENT PROGRAM DOCUMENTATIOn AND A TAPE<br />
FOLDERS<br />
CURRENT SOURCE AND OBJECT DECKS FOR THE PROGRAMS WAS SEI<br />
FOR<br />
AND STORED 15 BLOCKS FROM THE COMPUTER CENTER 2,BSQ<br />
UP<br />
IS THE ANNUAL MAINTENANCE COST<br />
DOLLARS<br />
PERRDTT, JAMES<br />
C601<br />
OWn COLLEGE MAY TRAIN YOUR OISTRIBUTORS<br />
YOUR<br />
AND SALES PROMOTID VOL 14, 12 DECEMBER, Ig66,<br />
ADVERTISING<br />
2P<br />
PROGRAM CONTROLS<br />
TRAINING,<br />
CONTROLS DIVISION FOUND THAT SETTING UP<br />
WESTINGHOUSES<br />
SESSION AS A COLLEGE COURSE BUILT INTEREST THIS<br />
TRAINING<br />
DESCRIBES THE IDEAS UNIQUELY INCORPORATED IN THE<br />
ARTICLE<br />
OF THE SALES TRAINING PROGRAM WHICH MAKE THE PROGRAM<br />
FORMAT<br />
AND FUN THESE INCLUDE ROOM DECORATIONS, MOCK<br />
INTERESTING<br />
INITIATION AND A GRADUATION CEREMONY<br />
FRATERNITY<br />
SUCCESS OF THIS PROGRAM IS ATTRIBUTED TO THE<br />
THE<br />
CONCEPT OF TFE TEACHING AND THE COLLEGIATE<br />
DO-IT-YDURSELF<br />
WHICH LIGHIEN THE PRESSURE<br />
GIMMICKS<br />
HANCOCK, WALTON Mo<br />
C602<br />
PREDICTION OF LEARNING RATES FOR MANUAL OPERATIENS<br />
THE<br />
OF INDUSTRIAL ENGINEERING VOL iB NO JAN 1967 6P<br />
JRNL<br />
TRAINING<br />
ARTICLE DISCUSSES THE DEVELOPMENT OF GENERAL<br />
THIS<br />
METHODOLOGY TO DETERMINE THE NUMBER OF CYCLES<br />
PREDICIION<br />
-LEARNING RATE- FOR An INEXPERIENCED OPERATOR TO<br />
NECESSARY<br />
A PREDETERMINED STANDARD TIME TO PERFORM MANUAL<br />
ATTAIN<br />
AN EXPERIMENT FOR OBTAINING THE LEARNING RATE<br />
DPERATIDNS<br />
MOST FREQUENT MOTIONS BY MEANS OF COMBINATIONS OF<br />
FOR<br />
AND REACH MOTIONS IS DESCRIBED THE EFFECT OF<br />
POSITION<br />
MOTIONS SIMULTANEOUSLY AND SINGLE-HANDEDLY ON<br />
PERFORMING<br />
RATES WAS SIUDIED AS WAS THE NUMBER OF EYE<br />
LEARNING<br />
LINEAR REGRESSION CURVES WERE USED IN FORMULATINC<br />
FIXATIONS<br />
RATE PREDICTION EQUATIONS THESE EQUATIONS WERE<br />
LEARNING<br />
IN ACTUAL INOUSIRIAL OPERAT[GNS EXPERIMENTAL DESIGNS<br />
USED<br />
THESE STUDIES CONTAINED FIVE VARIABLES-TYPE OF<br />
FOR<br />
AGE, SEX, EXPERIENCE, AND BREAK PERIODS ACTUAL<br />
OPERATION,<br />
RATES WERE COMPARED WITH PREDICTED LEARNING RATES<br />
LEARNING<br />
SUMMARY OF PREDICTION EQUATICNS FOR SINGLE-HANDED AND<br />
A<br />
MOTIONS IS INCLUDED<br />
SIMULTANEOUS<br />
BYLINSKY GENE<br />
C60]<br />
WANTED, 50,000 PROGRAMMERS<br />
HELP<br />
VOL 75, NC 3 MARCH 1967, 7P<br />
FORTUNE<br />
JOB, DATA-PROCESSInG<br />
PRDGRAM<br />
THE ABILITY TC PROGRAM A COMPUTER MIGHT BE<br />
SOMEDAY<br />
COMMON AS THE ABILITY TO DRIVE A CAR OVER 60 COLLEGES<br />
AS<br />
A FEW HIGH SCHOOLS ALREADY PROVIDE COURSES IN HOW TO<br />
AND<br />
A PROBLEM INTO DIRECTIONS THAT A COMPUTER CAN<br />
TRANSLATE<br />
BUT RIGHT ND A LACK OF TALENTED PROGRAMMERS<br />
UNDERSTAND<br />
THE TIGHTEST BOITLENECK IN THE $6-BILLION-A-YEAR<br />
IS<br />
BUSINESS ANY WITHOUT PROGRAMING, A<br />
DATA-PROCESSING<br />
IS MERELY AN INERT COMPLEX OF ELECTRONIC MEMORY<br />
COMPUTER<br />
AND CIRCUITS.<br />
UNITS<br />
PROGRAMMERS JOB, OFTEn AN AGONIZINGLY DIFFICULT<br />
THE<br />
EFFORT, IS TO CONSTRUCT A PROBLEM-SOLVING ROAD<br />
INTELLECTUAL<br />
TOTAL PRECISION IS VITAL, -YOU ARE EITHER ALL RIGHT OR<br />
MAP<br />
WRONG AT IHE SAME TIMEr IT IS A MADDENINGLY IMPRECISE<br />
ALL<br />
-THERE ARE 90 WAYS TO WRITE A PROGRAM- SAYS ONE<br />
ART<br />
AND THERE IS hO AGREEMENT ON THE BEST WAY<br />
PRACTITIONER,<br />
OF MANAGERS TO STATE FULLY DR PRECISELY THE PROB-'<br />
INABILITY<br />
FOR THE COMPLTERS TO SOLVE INFLUENCES PROGRAM QUALITY<br />
LEM<br />
RUIIENBERG STANLEY H<br />
C604<br />
IN HIRING THE ELDERLY<br />
NONDISCRIMINATION<br />
VOL 59, 9, MARCHt 1967, 2P.<br />
BANKING<br />
141<br />
EMPLOYMENT PLACEMENT<br />
AGED<br />
ARTICLE IS AN INTERVIEW WITH ASSISTANT SECRETARY<br />
THIS<br />
LABOR STANLEY H RUTTENBERG DISCUSSING A NEW BILL ON<br />
OF<br />
IN HIRING THE ELDERLY. THE MAIN FEATURES<br />
NONDISCRIMINATION<br />
THE BILL ARE PRESENTED POINTING OUT THAT BANKS ARE<br />
OF<br />
IHE SCOPE OF THIS LEGISLATION ADMINISTRATION OF THE<br />
WITHIN<br />
IS ALSO DISCLSSED, EXPECTATIONS BEING THAT A LARGE<br />
BILL<br />
ENFORCEMENT MACHINERY WONT BE REQUIRED.<br />
SCALE<br />
PARTICULARLY FOR BANKS DISCLOSE THE VAL<br />
SUCGESTIONS<br />
CONTRIBUTION CIDER, STABLE AND MATURE PEOPLE CAN<br />
UABLE<br />
IO A BANK SOME SOURCES FOR LOCATING IHE QUALIFIED<br />
BRING<br />
WORKER ARE ALSO GIVEN<br />
OLDER<br />
SLATER, ROBERT<br />
0605<br />
MAK IN A PICO-SECCND WORLD<br />
SIXTY-SECOND<br />
MANAGEMENT REVIEW VCL 9 3, SPRING, 1967<br />
CALIFORNIA<br />
MAKING, EDUCATORS, OECISION, DATA-PROCESSING<br />
ORGANIZATIONS<br />
THE WIDE USE OF HIGH-SPEED COMPUTERS AND OTHER<br />
WIIH<br />
DATA-PROCESSInG EQUIPMENT, POTENTIAL EROSION OF THE<br />
RAPID<br />
OF EXECUTIVE DECISION MAKING IS OF CONCERN TO<br />
SOVEREIGNTY<br />
THIS ARTICLE POINTS OUT THE EXPANDED USES OF COMPUTERS<br />
SOME<br />
MANAGEMENT TOOLS AND THEIR INCREASING IMPORTANCE FOR<br />
AS<br />
AND EFFICIENCY YET IT IS EMPHASIZED THAT THE VALUE OF<br />
SPEED<br />
WILL ALWAYS BE RECOGNIZED AND REQUIRED IN TFE BUSINESS<br />
MAN<br />
IHE LACK OF COMMUNICATION INSIDE A COMPANY AND WITH<br />
WORLD<br />
PUBLIC CANT BE CORRECTED BY MACHINES<br />
ITS<br />
MAN CAN IMPROVE An ORGANIZATIONS COMMUNICATION<br />
ONLY<br />
IIS EMPLOYEES, THE GOVERNMENT EDUCATORS, STUDENTS,<br />
WITH<br />
AND NATION AND WITHOUT THIS UALITY COMMUNICATION<br />
COMMUNITY<br />
THE MOST ADVANCED MACHINES WILL HAVE NO VALUE.<br />
EVEN<br />
HELWIG, RAYMOND C<br />
060B<br />
SKILL-ELEMENT APPROACH TO JOB TRAINING UNDER UNCERTAINTY<br />
A<br />
JOURNAL, VCL 45, NO l, DECEMBER, 1966, 7 PAGES<br />
PERSONNEL<br />
PROGRAMS JOB FORECAST UNSKILLED WORKERS<br />
TRAINING<br />
PROBLEMS OF TRAINING UNEMPLOYED UNSKILLED WORKERS<br />
THE<br />
AVAILABILITY FOR THE MAnY SKILLED JOBS IN WFICH<br />
FOR<br />
EXIST ARE HIGHLY COMPLEX, AND THE JOB TRAINING<br />
SHORTAGES<br />
BESET BY MANY UNCERTAINTIES SET IS PROPOSED AS A<br />
IS<br />
APPROACH TO TE SOLUTION OF THESE PROBLEMS<br />
SKILL-ELEMENT<br />
INVOLVES STEPS BREAK THE SKILLS DOWN INTO<br />
SET<br />
2. FIND COMMON PATTERNS OF SKILL-ELEMENTS AMDNG<br />
ELEMENIS,<br />
OF OCCUPATIONS, 3 FORECAST THE NUMBER OF WORKERS<br />
GROUPS<br />
WILL BE REQUIRED AND AVAILABLE FOR EACH OF THESE<br />
WHO<br />
OF OCCUPATIONS, 4 ESTABLISH TRAINING PROGRAMS FOR<br />
GROUPS<br />
SKILL ELEMENTS WHICH THE FORECASTS PREDICT WILL BE IN<br />
THE<br />
SUPPLY, MAKE AVAILABLE TO A TRAINEE A COMBINATION<br />
SHCRT<br />
SKILL-ELEMENT TRAINING COURSES WHICH WIll GIVE HIM<br />
OF<br />
FOR A GROUP OF OCCUPATIONS 6 SUPPLEMENT<br />
PREPARATION<br />
TRAINING WITH SUFFICIEN OCCUPATIONAL TRAINING<br />
SKILL-ELEMENT<br />
USE THE SKILL ELEMENTS IN VARIOUS OCCUPATIONS<br />
TO<br />
IVANCEVICH, JOHN M DONNELLY, JAMES H<br />
C607<br />
TOWARD PROFESSIONALIZATIGN OF TRAINING DIRECTORS.'<br />
STEPS<br />
JOURNAL VDL 45, NO llt DECEMBER Ig66, 6 PAGES<br />
PERSONNEL<br />
PROGRAMMED<br />
TRAINING,<br />
TRAINING DIRECTORS ARE TO ATTAIN THE SIATUS OF<br />
-IF<br />
IHEY MUST ENGAGE IN MORE INFORMATIVE AND<br />
PROFESSIONALS<br />
RESEARCH MILLIONS OF DOLLARS ARE SPENT ON<br />
SCIENTIFIC<br />
EACH YEAR TRAINING DIRECTORS MUST BE ABLE TO<br />
TRAINING<br />
EXAMINE IRAINING PROGRAMS TO DETERMINE WHETHER<br />
CRITICALLY<br />
ARE ACHIEVING THEIR OBJECTIVES<br />
THEY<br />
TRAINING METHODS ARE DISCUSSED AND SOME RESEARCH<br />
SEVEN<br />
ARE PRESENTED TE METHODS DISCUSSED ARE LECIURE,<br />
FINDINGS<br />
PROGRAMMED INSTRUCTION ROLE-PLAYINC, SENSI<br />
CONFERENCE<br />
IRAINING, TELEVISION, AND MOVIE FILMS.<br />
TIVITY<br />
THIS BRIEF PRELIMINARY SURVEY IT CAN BE SEEN<br />
FROM<br />
THE TRAINING DIRECTORS HAVE A FAIRLY REALISTIC AND<br />
THAT<br />
OPINION ABOUT WHICH TRAINING METHODS ARE MOST<br />
ACCURATE<br />
LEAST EFFECIIVE AS FAR AS KNOWLEDGE ACQUISITION IS<br />
AND<br />
CONCERNED<br />
LINDEN, FABIAN<br />
C60B<br />
BY INCOME CLASS<br />
DEMOGRAPHY<br />
THE CONFERENCE BOARD RECORD VOL , 3 MARCH, 1967 2P°<br />
CONSUMER MARKET IS IN A CONTINUOUS PROCESS OF<br />
THE<br />
EFFECTIVE MARKET STRATEGY REQUIRES CONSTANT REAP<br />
CHANGE<br />
OF THE NATIONS ECONOMIC AND SOCIAL DIMENSIONS<br />
PRAISAL<br />
IN THE -LESS THAN 3000 DOLLAR INCOME BRACKET-<br />
FAMILIES<br />
CHARACTERIZED GENERALLY BY RETIRED PEOPLE, A DECLINING<br />
ARE<br />
AND A BELOW PAR LEVEL OF EDUCATIONAL ATTAINMENT<br />
POPULATION,<br />
THE 3000 TO 5000 INCOME BRACKET ONE OUT OF EVERY FIVE IS<br />
IN<br />
65 AND THE EOUCATIGNAL PICTURE IS IMPROVED 20 PERCENT<br />
OVER<br />
AMERICAN FAMILIES ARE AT THE 5000 TO 7000 EARNING RUNG<br />
OF<br />
FAMILIES INCLUDE TWO OR MORE EARNERS IN 30 PERCENT OF<br />
MANY<br />
HOMES THE WIFE IS WORKING ONE OF EVERY FOUR FAMILIES<br />
THE<br />
IN THE 7000 TO 9000 BRACKET WHERE A SUBSTANTIAL PORTION<br />
IS<br />
FAMILY HEADS ARE IN THE MIDDLE YEARS OF THE LIFE CYCLE-<br />
OF<br />
35 AND 54 IHE EDUCATIONAL ATTAINMENT IS BETTER<br />
BEIWEEN<br />
AVERAGE THE TO000 TO 15000 INCOME BRACKET HOLDS 17<br />
THAN<br />
OF ALL FAMILIES WHERE THE 15,000 AND OVER HAS ABOUT<br />
PERCENT<br />
OF ALL HOMES.<br />
PERCENT<br />
WIKSTROM, WALTER S<br />
c60g<br />
MANAGERIAL TALENT.'<br />
ASSESSING<br />
CONFERENCE BOARD RECORD VOL , MARCH, lg7 6P<br />
THE<br />
MAKING, EVALUATE<br />
TEST,<br />
THE MANAGERIAL ABILITY OF SUBORDINATES IS A<br />
JUDGING<br />
RESPONSIBILITY OF ALMOST EVERY MANAGERt AND A<br />
CONTINUING<br />
DIFFICULT ONE. IN THE BELL TELEPHONE SYSTEM SOME IM<br />
MDST<br />
IN THIS DIFFICULT PROCESS HAS BEEN ACHIEVED BY<br />
PROVEMENT<br />
A DEVICE CALLED THE ASSESSMENT CENTER. -ASSESSMENTS-<br />
USING<br />
THIS CONTEXT, ARE THE POOLED JUDGEMENTS OF SEVERAL<br />
IN<br />
TRAINED MANAGERS WHO USE A VARIETY OF CRITERIA<br />
SPECIALLY<br />
EVALUATE A FANS PERFORMANCE AS HE GOES THROUGH SEVERAL<br />
TO<br />
-TEST- SITUATIONS USUALLY SOME PAPER-AND-PENCIL<br />
DIFFERENT<br />
ARE ALSO USED, AND AN INTENSIVE INTERVIEW IS A NORMAL<br />
TESTS<br />
OF THE ASSESSMENT PROCEDURE<br />
PART<br />
STAFF OF THE ASSESSMENT CENTERS IS DRAWN FROM EX-'<br />
THE<br />
MANAGERS DF PROVEN ABILITY FROM LEVELS ABOVE THAT<br />
PERIENCEO
WHICH PROMOTIONS ARE BEING CONSIDERED ASSESSMENT IS A<br />
FOR<br />
EXPENSIVE OPERATION- IT COSTS ABOUT 600 COLLARS TO<br />
FAIRLY<br />
ONE MAN BELL COMPANIES FIGURE THAT THEY ARE MAKING<br />
ASSESS<br />
WISE INVESTMENT.<br />
A<br />
KANON, 0<br />
0610<br />
OF NONPARAMETRIC STATISTICS TO IE<br />
APPLICATION<br />
JOURNAL OF INDUSTRIAL ENGINEERING, VOL. 18, NO 4 APRIL<br />
THE<br />
5P.<br />
1967<br />
ANALYSIS<br />
TEST,<br />
ARTICLE DISCUSSES APPLICATIONS OF NGNPARAMETRIC<br />
THIS<br />
TO INObSIRIAL ENGINEERING A GENERAL PROBLEM IN<br />
STATISTICS<br />
MEASUREMENT IS USED AS THE EXAMPLE, AND USE OF THE<br />
WORK<br />
TESTS IS ILLUSTRATEO- KILOMOGOROV-SVIRNOV ONE--'<br />
FOLLOWING<br />
TEST, ONE-SAMPLE RUNS TEST AND THE KRUSKAL-WALLIS<br />
SAMPLE<br />
ANALYSIS OF VARIANCE. THESE TESTS ARE COMPUTATION-'<br />
ONE-WAY<br />
EFFICIENT- THAT IS, THEY CAN ACHIEVE A CONSIDERABLE<br />
ALLY<br />
EFFICIENCY AT A NINIMLN COMPUTATION EFFORT, AND THEIR<br />
POWER<br />
CAN BE VALUABLE AS DECISION-MAKING TOOLS TO THE<br />
USE<br />
ENGINEER. THIS ARTICLE INCLUDES A DISCUSSION OF<br />
INDUSTRIAL<br />
ADVANTAGES AND DISADVANTAGES OF USING NCNPARAMETRIC<br />
THE<br />
STATISTICS<br />
GALBRAITH J R.<br />
0611<br />
MOTIVATIONAL DETERMINANTS OF JOB PERFDRHANCE<br />
SOME<br />
JOURNAL OF INDUSTRIAL ENGINEERING, VOL. 18 NO. 6 APRIL<br />
THE<br />
6P<br />
1967.<br />
ORGANIZATIONAL, MAKING-JOB<br />
PSYCHOLOGISTS<br />
ARTICLE OPERATIONALIZES VICTOR VROOMS MODEL OF<br />
IHIS<br />
MOTIVATION FOR INDUSTRIAL ENGINEERS TO USE AS A BASIS<br />
HUMAN<br />
ASSESSING THE BEHAVIORAL CONSEQUENCES OF ALTERED WORK<br />
FOR<br />
LYING SOMEWHERE BETWEEN ECONOMIC MAN AND THE<br />
ROLES.<br />
-COMPLEX MAN-, THIS MODEL REPRESENTS A FAIRLY<br />
PSYCHOLOGISTS<br />
EXPLANATION OF THE VARIABLES THAT INFLUENCE THE<br />
COMPLETE<br />
TO PRODUCE. USEFULNESS OF THE MODEL STEMS FROM<br />
MOTIVATION<br />
SOURCES -ITS ABILITY TO AID IN IHE UNDERSTANDING OF<br />
TWO<br />
RESPONSES TO INCENTIVES -HUMAN MOTIVATION- AND TO USE<br />
HUMAN<br />
VARIABLES MAKING UP THE MODEL AS DEPENOENT VARIABLES<br />
IHE<br />
ORDER TO ASSESS CONSEQUENCES OF ORGANIZATIONAL CHANGES<br />
IN<br />
PERFORMANCE.<br />
UPON<br />
WRIGHT, ORMAN R., JR.<br />
C612<br />
QUALIFICATION REQUIREMENTSt A FUNCTIONAL<br />
DEVELOPING<br />
APPROACH<br />
JOURNALt VOL. 6§t NO. 11 DECEMBERt 1966, 7 PAGES<br />
PERSONNEL<br />
PERSONNEL JOB EDUCATION<br />
RECRUITMENT<br />
CLASSIFICATION OF JOBS IS PROBABLY THE TOUGHEST<br />
-THE<br />
THE PROFESSIONAL PERSONNELIST HAS TO MASTER.<br />
DISCIPLINE<br />
FUNCTIONAL APPROACH TO JOB DEFINITION AND CLASSIFICATION<br />
A<br />
EMPLOYS ALL THE RESOURCES AVAILABLE IS THE BEST AND<br />
THAT<br />
PRODUCTIVE APPROACH.-<br />
MOST<br />
CHECK LIST OF FUNDAMENTAL APPROACHES TO POSITION<br />
A<br />
CAN SERVE AS A USEFUL SAFEGUARD AGAINST<br />
CLASSIFICATION<br />
OMMISSION OF RELEVANT FACTORS THAT SHOULD INFLUENCE<br />
POSSIBLE<br />
CLASSIFICATION JUDGMENT. IDENTIFICATION DF JOB<br />
THE<br />
AS RELATED TO CAREER OPPORTUNITIES 2 IDENTIFICA<br />
DENANDS<br />
OF EXPERIENCE REQUIREMENTS AS RELATED TO JOB DEMANDS<br />
TIDh<br />
CAREER OPPORTUNITIES 3. IDENTIFICATION OF EDUCATION<br />
ANO<br />
THEIR RELATIONSHIP TO JOB DEMANDS AND CAREER OPPOR<br />
RED.,<br />
4 DEV OF EXPERIENCE RED TYPE AND AMOUNT 5<br />
TUNITIES<br />
OF EDUC REQ. TYPE ANO ANT. 6 EST NEEDS AND DE<br />
DEVo<br />
RECRUITMENT 7 PAY SCALE AND LABOR MARKET<br />
TERMINING<br />
MORVAY LEONARD S.e JR.<br />
DBI3<br />
ADEQUATE PERSONAL INCEhTIVE A NEW APPROACH<br />
APIe<br />
JOURNALt VDL. 65 NO lit DECEMBER 1966t 2 PAGES<br />
PERSONNEL<br />
ATTITUDES<br />
MOTIVATION<br />
AUTHOR HAS ENDEAVORED TO FIND A BASIC WORKING<br />
-THE<br />
APPLICABLE TO ALL SITUATIONS IN THE HANDLING OF<br />
FORMULA<br />
THE SUCCESSFUL APPLICATION OF THE API THEORIES<br />
PERSONNEL.<br />
FORMULATE SPECIFIC SOLUTIONS MUST DEPEND ON THE IN<br />
TO<br />
AND INTELLIGENCE OF THE USER<br />
GENUITY<br />
SECORt H.W KOGOVSEK E<br />
0616<br />
WORK MEASUREMENT<br />
PDS<br />
JOURNAL OF INDUSTRIAL ENGINEERINGt VOL I8 NO. 6, APRIL<br />
THE<br />
5P<br />
1967.<br />
PROGRAMSt JOB<br />
SELECTION,<br />
ARTICLE DISCUSSES THE DEVELOPMENT AND APPLICATION<br />
THIS<br />
STATISTICAL DATA FOR INCREASING PRODUCTIVITY OF STANDARDS<br />
OF<br />
AND EXPANDING THE SCOPE OF MEASUREMENT PROGRAMS.<br />
APPLICATION<br />
THE POPULATION DEVIATION STANDARDS--PDS-<br />
SPECIFICALLY<br />
TECHNIQ&Et WHICH INVOLVES ENTIRE JOB OR PART<br />
STATISTICAL<br />
MEASUREMENTt IS EXPLAINED BY STATISTICAL GROUPING<br />
OPERATION<br />
EXISTING JOB STANDARDSt ACCURATELY BOUNDED PDS CAN BE<br />
OF<br />
STANDARDS FOR ADDITIONAL JOBS CAN BE ESTABLISHED<br />
DETERMINED.<br />
SELECTION OF THE APPROPRIATE PDS.<br />
THROUGH<br />
MASONt ANTHONY K. TOWNEt DOUGLAS M<br />
0615<br />
SYNTHETIC METHODS ANALYSIS<br />
TOWARD<br />
OF INDUSTRIAL ENGINEERING VOL. 18 NO. JAN. 1967 SP<br />
JRNL.<br />
ANALYSIS<br />
PROGRAM,<br />
IS A DESCRIPTION OF THE STRUCTURE OF A CON<br />
INCLUDED<br />
PROGRAM WHICH SYNTHESIZES NOTION PATTERNS FOR THE<br />
MUTER<br />
OF HUMAN WORK TASKS. INPUT REQUIRED OF THE USER,<br />
ANALYSIS<br />
NATURE OF THE OUTPUT AND A GENERAL OUTLINE OF THE<br />
THE<br />
STRUCTURE ARE DESCRIBED. THIS PROGRAM IS CALLED<br />
PROGRAM<br />
AN ACRONYM FOR ARTIFICIAL METHODS ANALYST. IT IS<br />
ARMAN<br />
BEING USED IN THE AREA OF ELECTRONIC MAINTENANCE<br />
CURRENTLY<br />
HAS ALSO SHOWN GOOD RESULTS IN OTHER CLASSES OF HUMAN<br />
BUT<br />
TASKS.<br />
WORK<br />
DUBIN, R. BEISSE F.<br />
0616<br />
ASSISTANT- ACADEMIC SUBALTERN.'<br />
THE<br />
SCIENCE QUARTERLY VOL.Zt NO.Ae MARCH 1967.<br />
ADMINISTRATIVE<br />
27P.<br />
ANALYSIS<br />
EDUCATICNAL<br />
TEACHING ASSISTANT IS BOTH AN OFFICER OF INSTRUC-'<br />
THE<br />
AND A STUDENT SERVING AS APPRENTICE TEACHER. THESE ARE<br />
TION<br />
POSITIONS. THE DATA MAKE CLEAR THAT THE NUMBER<br />
INCOMPATIBLE<br />
TEACHING ASSISTANTS HAD INCREASED SIGNIFICANTLY BY THE<br />
OF<br />
AND THAT THE ASSISTANTS SUBSTITUTED FOR PROFESSORS<br />
1960St<br />
TEACHING UNOERGRADUATES AS THEIR ENROLLMENT INCREASED,<br />
IN<br />
142<br />
IN PUBLIC UNIVERSITIES THE BERKELEY SITUATION<br />
ESPECIALLY<br />
A CASE ANALYSIS OF THE CONSEQUENCES- THAT THE<br />
PROVIDES<br />
EMPLOYED COLLECTIVE ACTION -UNIONIZATION- TO GAIN<br />
ASSISTANTS<br />
AND PROFESSIGNAL PREREQUISITES FOR THEIR PER-'<br />
LEGITIMACY<br />
OF THE TEACHING FUNCTION- AND 2 THAT THE UNDER-'<br />
FORMANCE<br />
STUDENTS ALSO APPLIED COLLECTIVE PRESSURE TO<br />
GRADUAIE<br />
THEIR DISCONTENT WITH THE CIRCUMSTANCES AND QUALITY<br />
OVERCOME<br />
THEIR EDUCATIONAL EXPERIENCES<br />
OF<br />
RObKE, E BROOKS, G E<br />
0617<br />
AND UNIVERSITY ADMINISTRATION<br />
COMPUTERS<br />
SCIENCE QUARTERLY, VOL 2, NO 4, MARCH 1967<br />
ADMINISTRATIVE<br />
2SP<br />
ORGANIZATIONAL, MAKING, INFORMATION, EDUCATION,<br />
PLANNING,<br />
QUESTIONNAIRES<br />
ADMINISTRATION,<br />
ARE NOW BEING USED FOR A WIDE VARIETY OF<br />
COMPUTERS<br />
PURPOSES IN THE OPERATION OF INSTITUTIONS OF<br />
ADMINISIRATIVE<br />
EDUCATION QUESIIONNAIRES SENT TO 436 INSTITUTIONS<br />
HIGHER<br />
4 AREAS IN WHICH COMPUTERS ARE BEING USED VERY<br />
REVEAL<br />
STUDENT AFFAIRS 2. FINANCIAL MANAGEMENT 3.<br />
HEAVILY-<br />
PLANT ADMINISTRAIION 4. GENERAL POLICY PLANNING.<br />
PHYSICAL<br />
COMPUTERS HAVE MAINLY BEEN EMPLOYED TO HANDLE AOMIN-'<br />
WHILE<br />
ROUTINES, THERE IS GROWING INTEREST IN THE USE OF<br />
ISIRATIVE<br />
FOR RESEARCH CONNECTED WIIH POLICY DEVELOPMENT AND<br />
COMPUTERS<br />
MAKING -NOW-PROGRAMMED- AS DISTINCT FROM -PROGRAMMED-<br />
FOR<br />
DECISIONS<br />
WIDE RANGE EFFECTS ARE- THE POSSIBILITY OF A TOTAL<br />
SOME<br />
SYSTEM THREATENS TC ERASE TRADITIONAL JURISDIC<br />
INFORMATION<br />
LINES BEIWEEN ORGANIZATIONAL UNITS. CENTRALIZATION OF<br />
TIONAL<br />
IS GREATLY FACILIIAIEO BY THE ESTABLISHMENT OF<br />
AUTHORITY<br />
COMPUTER OFFICE.<br />
CENTRAL<br />
HILL, W FRENCH, W L<br />
C618<br />
OF THE POWER OF DEPARTMENT CHAIRMEN BY<br />
PERCEPTIONS<br />
PROFESSORS<br />
SCIENCE QUARTERLY, VDL.2t NC 4, MARCH, 1967<br />
ADMINISTRATIVE<br />
26P<br />
ORGANIZATIONS<br />
SATISFACTION,<br />
PAPER REPORTS ON AN INVESTIGATION DESIGNED TO<br />
THIS<br />
THE POWER IMPUTED TC DEPARTMENT CHAIRMEN BY PROFES-'<br />
MEASURE<br />
IN FIVE STAIE-SUPPORTED 4-YR COLLEGES, AND TO DETER<br />
SORS<br />
WHETHER VARIATIONS IN SUCH POWER WERE ASSOCIATED WITH<br />
MINE<br />
IN THE SATISFACTION AND PRODUCTIVITY OF DEPART-'<br />
VARIATIONS<br />
FACULTY IT WAS FOUND THAT THE GREATER THE POWER OF<br />
MENTAL<br />
CHAIRMEN IN THESE PARTICULAR INSTITUTICNS THE GREATER<br />
THE<br />
PROFESSORS LEVEL OF SATISFACTION AND THE MORE LIKELY<br />
IHE<br />
WERE TO BE PRODUCTIVE IN TERMS OF THEIR PERCEPTIONS OF<br />
THEY<br />
GOALS OF THEIR PARTICULAR CRGANIZATIONS HOWEVER, THE<br />
THE<br />
BETWEEN THE PRECEIVED POWER OF CHAIRMEN AND ThE<br />
RELATIONSHIP<br />
OUTPUT GF PROFESSORS, ALTHOUGH SLIGHT, WAS<br />
PROFESSIONAL<br />
OTHER FACIORS WERE FUUND TO BE POSITIVELY<br />
NEGATIVE<br />
WITH PROFESSIONAL OUTPUT.<br />
ASSOCIATED<br />
SCHEIN E H.<br />
061g<br />
CHANGE DURING MANAGEMENT EDUCATION.'<br />
ATTITUDE<br />
SCIENCE QUARIERLY VOL 2 ND 4, MARCH, I96T<br />
ADMINISIRAIIVE<br />
27P<br />
EDUCATION<br />
TESTED,<br />
ROLE OF THE PROFESSIONAL SCHOOL AS A SOCIALIZING<br />
THE<br />
IS EXAMINED IN AN EMPIRICAL STUDY OF STUDENT<br />
INSTITUTION<br />
IN A MANAGEMENT SCHOOL TWO TYPES OF STUDENTS ARE<br />
ATTITUDES<br />
ON A MULTIDIMENSIONAL ALTITUDE SURVEY PRIOR TO ENTRY<br />
TESTED<br />
THE SCHOOL AND AGAIN AT GRADUATION. INITIAL POSITIONS<br />
INTO<br />
THE STUDENTS AND ATTITUDE CHANGES ARE RELATED TO THE<br />
OF<br />
OF THE SCHOOL FACULTY AND GROUPS OF MANAGERS<br />
ATTITUDES<br />
METZGER JAMES H.<br />
D620<br />
PULLS<br />
PERSONALIZATION<br />
AND SALES PROMOTION VDL iS, 4, APRIL 1967e 1P<br />
ADVERTISING<br />
CLERICAL, TYPING, AUTO-TYPING<br />
MANPOWER,<br />
ARTICLE REPORTS THAT AUTOMATIC TYPING HELPED<br />
THIS<br />
RETURNS OF ALL SORTS FOR A LARGE MIDWESTERN<br />
INCREASE<br />
COMPANY. THE PURCHASE OF TWO AUTC-TYPIST AUTOMATIC<br />
INSURANCE<br />
INCREASED THE EFFICIENCY YET RETAINED THE<br />
TYPEWRITERS<br />
APPEARANCE OF FORM LETTERS. THIS PERSONALIZED<br />
PERSONALIZED<br />
INCREASED THE NUMBER OF RETURNS FROM THE MAILINGS<br />
APPEARANCE<br />
INCREASED BUSINESS. ALSO USED TO ANSWER FDRM LETTERS,<br />
AND<br />
AUTOMATIC TYPEWRITER YIELDS TWICE THE OUTPUT WITH ONLY<br />
THE<br />
THE MANPOWER.<br />
ONE-QUARTER<br />
CROCKER, D. C.<br />
062I<br />
AND THE UTILITY OF MULTIPLE REGRESSION<br />
INTERCORRELATION<br />
OF INDUSTRIAL ENGINEERING VOL. [8 NO JAN 19AT TP<br />
JRNL.<br />
CONTROL ANALYSIS REGRESSION<br />
EVALUATING<br />
USE OF REGRESSION TECHNIQUES IN ANALYZING NON-EX-'<br />
THE<br />
DATA IS DESCRIBED. NON-EXPERIMENTAL DATA ARE<br />
PERIMENTAL<br />
AS DATA UBTAINED FROM AN EXISTING SYSTEM AS IT NOR<br />
DEFINED<br />
DPERATES RATHER THAN FROM A DESIGNED EXPERIMENT.<br />
MALLY<br />
INVOLVING NULTICOLLINEARITY, OR INTERCGRRELATION,<br />
EXAMPLES<br />
PRESENTED, WHICH ILLUSTRATE HOW IMPORTANT PREDICTOR<br />
ARE<br />
MAY BE MISSED AND HOW REDUNDANT PREDICTORS MAY<br />
VARIABLES<br />
A GOOD MODEL. SOME GENERAL CHARACTERISTICS OF THIS<br />
DESTROY<br />
ARE DEVELOPED AND GRAPHED. REGRESSION ANALYSIS IS<br />
CONDITION<br />
NOT ONLY FOR SETTING DF TIME STANDARDS FOR SIMPLI<br />
USED<br />
OF INCENTIVE SYSTEMS BUT ALSO FOR SUCH VARIEC<br />
FICATION<br />
AS ABSORPTION OF VITAMIN A INTO LIVERS OF MAMMALS,<br />
FUNCTIONS<br />
CONTROL AND FLOW-METER CALIBRATIONS, IMPROVING SERVICE<br />
PUMP<br />
EVALUATING DATA COLLECTED IN MOTIVATIONAL STUDIES, ANC<br />
TIME,<br />
LOT SIZE DETERMINATION<br />
ECONOMICS<br />
CONN JACK<br />
0622<br />
A PROGRAM FOR AUTOMATION PLANNING AND TECHNOLOGY<br />
APT<br />
VOL.LIX I0 APRIL 1967 2P<br />
BANKING<br />
PLANNING, INFORMATION<br />
PROGRAM<br />
THIS ARTICLE THE PRESIDENT OF THE AMERICAN BANKERS<br />
IN<br />
GIVES SOME BASIC FACTS ABOUT A RESEARCH PROGRAM<br />
ASSOCIATION<br />
HELP BANKS. THE PROGRAM, NAMED AUTOMATION PLANNING AND<br />
TO<br />
WILL STUDY AREAS INCLUDING EXTERNAL BANKING<br />
TECHNOLDGY,<br />
DATA COMMUNICATIONS, SOFTWARE AND HAREWARE<br />
APPLICATIONS,<br />
AND OTHERS. IT IS FINANCED PRIMARILY BY<br />
DEVELOPMENTS<br />
FROM AUTOMATED BANKS AND DUES FROM THOSE BANKS<br />
SUBSCRIPTIONS<br />
PARTICIPATING. PLANS ALSO INCLUDE ACCESS TO THE<br />
VOLUNTARILY
VIA TELEPHONE BANKS SUPPORTING THIS PROGRAM, IT<br />
INFORHATION<br />
FELT, WILL DERIVE IPMEASURABLE BENEFITS<br />
IS<br />
KLEIN,<br />
OF NONLINEAR DPTINIZATIDN TC PLANT LOCATICN<br />
APPLICATION<br />
OF INDUSTRIAL ENGINEERING VGL 18, NO JAN<br />
JOIRNAL<br />
6P<br />
PROGRAMMING, PLANNING) OPTIMAL, CODE<br />
SELECTION,<br />
INVESTMENT PLANNING PROBLEM IS COMPLEX, INVOLVING<br />
THE<br />
SELECTION CF PLANT SITES AND PLANT SIZES FOR PUL-'<br />
OPTIMAL<br />
PRODUCTS AS SEGUENTIAL DECISIONS OVER TINt DUE TO THE<br />
TIPLE<br />
OF ECONOMICS OF SCALE AS WELL AS FIXED COSTS, THE<br />
PRESENCE<br />
FORMULATION REQUIRES A NONLINEAR AS WELL AS<br />
MATHEMATICAL<br />
TYPE OF OPTIMIZATION CODE THIS ARTICLE DESCRIBES<br />
INTEGER<br />
FORMULATION AND SOILTICN BY MATHEMATICAL PROGRAM-'<br />
PROBLEM<br />
WITH A NONLINEAR OBJECTIVE FUNCTION AS APPLIED TG SMALL<br />
MING<br />
PROBLEMS. HOWEVER, LARGE PROBLEMS MAY BE SOLVED SIM-'<br />
SIZE<br />
BY USING DECOMPOSITION PROGRAMMING<br />
ILARLY<br />
THEODORE O<br />
PRENTING,<br />
DEVELOPMENT CF ANALYTICAL SYSTEMS TO REDUCE COSTS<br />
RESEARCH<br />
OF INDUSTRIAL ENGINEERING VOL I8 NO. JAN 1967<br />
JOURNAL<br />
5P<br />
ANALYTICAL<br />
PROGRAM,<br />
ARTICLE REVIEWS THE WORK OF THE ADVANCED ASSEMBLY<br />
THIS<br />
PROGRAM OF ILLINOIS INSTITUTE OF TECHNOLOGY RESEARCH<br />
METHODS<br />
IN DEVELOPING ANALYTICAL SYSTEMS TO REDUCE PRODUCT<br />
INSTITLTE<br />
COSTS DISCUSSION INCLUDES DETERMINING CYCLE TIME,<br />
ASSEMBLY<br />
BALANCING, HUMAN ASPECTS OF ASSEMBLY WORK, MIXED MODEL<br />
LINE<br />
AUTOMATIC ASSEMBLY) LOW VOLUME ASSEMBLY, ASSEMBLY<br />
ASSEMBLY,<br />
CURVES, AND PACING IN ASSEMBLY<br />
LEARNING<br />
E V MITTEN, l G<br />
DENARDO,<br />
OF SEQUENTIAL DECISION PROCESSES<br />
ELEMENTS<br />
OF INDUSTRIAL ENGINEERING VOL 18 NO JAN. 1967<br />
JOURNAL<br />
OPTIMAL, DECISION<br />
PROGRAMMING,<br />
IS A DESCRIPTION CF THE STRUCTURE OF THE CLASS OF<br />
THIS<br />
TO WHICH DYNAMIC PROGRAMMING APPLIES IN TERMS OF<br />
PROBLEMS<br />
DECISIONS, TRANSACTIONS, AND RETURNS. THE<br />
STATES,<br />
ASSUMPTION AND THE NOTION CF A POLICY THAT IS<br />
MONOTONICITY<br />
FOR ALL STATES ARE DISCUSSED IN ADDITION, IT IS<br />
OPTIMAL<br />
HOW TO DETERMINE WHETHER A PROBLEM IS A DYNAMIC<br />
SHOWN<br />
PROBLEM.<br />
PROGRAMMING<br />
J ROGER<br />
OMEARA,<br />
COMPANIES SPONSOR FELLOWSHIP PLANS.'<br />
WHY<br />
CONFERENCE BOARC RECORD VOL 4, 4 APRIL, I967 6P.<br />
THE<br />
PLANNING, MANPOWER, EDUCATION<br />
RECRUIT,<br />
UNDERLYING OBJECTIVE OF ?5 COMPANY FELLOWSHIP PLANS<br />
THE<br />
BY THE CONFERENCE BOARD IS TO ANSWER THE GROWING<br />
SURVEYED<br />
FOR UNIVERSITY-TRAINED MANPOWER IN BUSINESS, EDUCATION,<br />
NEED<br />
GUVERNMENT SOME COMPANIES TRY TO FURTHER IHEIR OWN<br />
AND<br />
AS WELl AS THOSE OF EDUCATION AND SOCIETY, BY<br />
INTERESTS,<br />
PROVISIONS INTENDED EITHER TO HELP THEM RECRUIT<br />
INCLUDING<br />
TECHNICAL EMPLOYEES DR TO UPDATE THE KNOWLECGE OF ITCH-'<br />
NEW<br />
EMPLOYEES ALREADY ON THEIR STAFFS UTHER COMPANIES<br />
N[CAL<br />
ON THE SOCIAL IMPLICATION OF THEIR PLANS BY<br />
CONCENTRATE<br />
THE FELLOWSHIPS FOR GRADUATE STUDENTS WHO ARE<br />
RESERVING<br />
FOR THE TEACHING PROFESSION OR WHO ARE BEING TRAINED<br />
HEADED<br />
FIELDS OF RESEARCH, SUCH AS CITY PLAANING OR INTERNAT<br />
IN<br />
AFFAIRS, IHAT SERVE THE COMMON GOOD.<br />
TONAL<br />
0 L<br />
BEPNKE,<br />
AND WHY- TO START A COMPANY PUBLICATION<br />
HOW<br />
AND SALES PROMOTION VOL I5, 4, APRIL, 1967,<br />
ADVERTISING<br />
EDUCATES<br />
PLANNED,<br />
ARTICLE RELATES HOW THE GREYHOUNO CORPORATION<br />
THIS<br />
AN INTERNAL-EXTERNAL PUBLICATION WHICH INTERESTS<br />
CREATED<br />
25 DIVERSIFIED COMPANY EMPLOYEES AS WELL AS THE STOCK-'<br />
IIS<br />
THE FIRST STEP IS TO CLEARLY OUTLINE THE OBJECTIVES<br />
HOLDERS<br />
A COMPANY PUBLICATION AND HOW THESE PURPOSES WILL BE MET<br />
OF<br />
CONSIDERATIONS SUCH AS TYPE CF PRINTING, PAPER<br />
MECHANICAL<br />
USE OF GRAPHICS AND PHOTOGRAPHy MUST ALSO BE<br />
WEIGHI,<br />
PLANNED AND CCNSICERED TO ENCOURAGE READERSHIP<br />
CAREFULLY<br />
GREYHOUNDS EXPERIENCE AS AN EXAMPLE POINTS OUT THE<br />
USING<br />
REQUIREMENTS OF A COPPANY PUBLICATION WHICH<br />
PLANNING<br />
EDUCATES AND IATERESTS REACERS.<br />
SUCCESSFULLY<br />
DAVID L.<br />
RAPHAELe<br />
OF COMPLEX BEHAVIORAL MODELS TO REGIONAL AND<br />
APPLICATIONS<br />
ORGANIZATIONAL-ANALYSIS<br />
OF INDUSTRIAL ENGINEERING VOL I8 NG. JAN<br />
JOLRNAL<br />
PP.<br />
CONIRDLLING, ANALYSIS<br />
ORGANIZATIONAL,<br />
ARTICLE DESCRIBES TWO BEHAVIORAL MODELS AND GIVES<br />
THIS<br />
DF HOW THESE MODELS CAN BE USED THE FIRST IS A<br />
EXAMPLES<br />
MODEL OF CLINTON COUNTY, PENNSYLVANIA, WHICH<br />
MICROREGIONAL<br />
BEEN USED TO SIMULATE ECONOMIC AND TECHNOLOGICAL CHANGES<br />
HAS<br />
ANALYZE THE EFFECTS OF THESE CHANGES Oh THE REGIONAL<br />
AND<br />
IT IS ALSO BEING USED TO ANALYZE THE EFFECTS OF AIR<br />
ECONOMY<br />
WAIER SUPPLY AND DEMAND, AND WATER QUALITY ON<br />
POLLUTION,<br />
ECONOMY. IHE SECOND MODEL IS AN INPUT-OUTPUT MODEL<br />
REGIONAL<br />
THE PENNSYLVANIA SIATE UNIVERSITY THIS MODEL CAN BE USEC<br />
OF<br />
CONTROLLING THE OPERATIONS OF THE UNIVERSITYt STUCYING<br />
FOR<br />
EFFECTS OF CHANGES CN THE OPERATIONS, AND FOR MANAGEMENT<br />
THE<br />
BY SIMULATING ALTERNATIVE COURSES OF ACTION<br />
OECISICN-MAKING<br />
G. F. SELF, G. D<br />
SCPRADER,<br />
OF GRADUATE RESEARCH IN INDUSTRIAL ENGINEERING<br />
PROGRESS<br />
OF INDUSTRIAL ENGINEERING VDL 18 NO JAN. 1967<br />
JOLRNAL<br />
8P<br />
PLANNING, EDUCATION, CONTROL<br />
PSYCHOLOGY-ENGINEERING,<br />
ARTICLE DESCRIBES THE RESULTS OF A STUDY CONDUCTED<br />
THIS<br />
ASSESS TRENDS IN INDUSTRIAL ENGINEERING RESEARCH BY USING<br />
TO<br />
RESEARCH AS A MEASURE OF PROGRESS INDUSTRIAL<br />
GRAOUAIE<br />
CATEGORIES DISCUSSED INCLUDE-WORK MEASUREMENT-<br />
ENGINEERING<br />
PLANNING-APPLIED PSYCHOLOGY-ENGINEERING<br />
METHODS-FACILITY<br />
PLANNING-MATERIALS PROCESSING-PRO-'<br />
ECONOMICS-ORGANIZATION<br />
PLANNING AND CONTROL-DATA PROCESSING SYSTEMS DESIGN<br />
OUCTION<br />
MATHEMATICS-COSTS AND COST CONTROL-AND EDUCATION.<br />
APPLIED<br />
STEPHEN M.<br />
PGLLOCK,<br />
143<br />
CHECKING USING IMPERFECT INFORMATION.'<br />
MINIMUM-COST<br />
SCIENCE VOL 13, 7. MARCH, 1967. 12P.<br />
MANAGEMENT<br />
INFORMATION, DECISION<br />
PEOGRAMPING,<br />
EVENT TAKES PLACE AT TIME T, A DISCRETE RANDOM VAR-'<br />
AN<br />
WITH KNOWN PROBABILITY FUNCTION AT UNIT INTERVALS OF<br />
IABLE<br />
A MEASUREMENT X IS OBSERVED WHICH YIELDS INFORMATION<br />
TIME,<br />
THE EVENT X IS A RANDOM VARIABLE, WITH A KNOWN PROB-'<br />
ABOUT<br />
DENSITY FUNCTION BEING DEPENDENT UPON WHETHER OR NOT<br />
ABILITY<br />
EVENT HAS YET OCCURRED<br />
THE<br />
EACH GBSERVATIDNe A DECISION IS MADE THAT THE<br />
AFTER<br />
HAS OR HAS NOT YET OCCURRED. THE LAITER DECISION IN-'<br />
EVENT<br />
WAITING FOR THE NEXT MEASUREMENT. THE FORMER DECISION)<br />
PLIES<br />
CORRECT, ENDS IHE PROCEDURE IF INCORRECT) THIS FACT IS<br />
IF<br />
AND THE PROCEDURE CONTINUES.<br />
INCORPORATED)<br />
MINIMUM-EXPECTED-COST DECISION STRATEGY ANO THE<br />
THE<br />
COST THUS OBTAINED ARE DERIVED BY MEANS OF DYNAMIC<br />
MINIMUM<br />
PROGRAMMING.<br />
SCHEER, WItBERT E.<br />
C611<br />
SUCCESS.'<br />
EXECLTIVE<br />
JOURNAL) VOL 46, NO 3) MARCH) 196T 6 PAGES<br />
PERSONNEL<br />
ADMINISTRATOR<br />
ANALYTICAL,<br />
DOES THE SUCCESSFUL EXECUTIVE GET THAT WAY.<br />
-HOW<br />
AN ANALYTICAL MOOD) THE AUTHOR FINDS FIVE FACTORS WHICH<br />
IN<br />
FEELS ARE NECESSARY TO THE EXECUTIVE WHO STRIVES FOB<br />
HE<br />
AS AN ADMINISTRATOR THEY ARE MOTIVATION) VISION,<br />
SUCCESS<br />
ABILITY, GGCD HEALTH) AND HUMILITY.-<br />
DECISION-MAKING<br />
HARDT ERICH<br />
C632<br />
PLANNING.'<br />
MANPOWER<br />
JOURNAL) VOL 46) NO 3) MARCH) I967 5 PAGES<br />
PERSONNEL<br />
PLAN) PERSONNEL, MANPOWER) JOB INNOVATION)<br />
RECRUITING,<br />
ANALYSIS<br />
PLANNING WHICH CAN BE COUNTED ON TO KEEP A<br />
-MANPOWER<br />
AHEAD OF COMPETITION FIVE OR TEN YEARS FROM NOW)<br />
COMPANY<br />
BE INCREASINGLY INCLUDED IN THE JOINT DELIBERATIONS<br />
MUST<br />
MARKETING, PRODUCTION ANC FINANCE. THE AUTHOR BELIEVES<br />
OF<br />
CALLS FOR ADVENTURE, RISK) AND INNOVATION, INTELLI-'<br />
THIS<br />
ANALYZED ANO USED AS LEARNING EXPERIENCE.-<br />
GENTLY<br />
NINE STEPS IN A MANPOWER PLAN WHICH ARE DIS-'<br />
THE<br />
ARE i. SIUOY THE MARKETING PLAN FOR THE PROJECTED<br />
CUSSED<br />
2 ANALYZE MATERIAL AND FACILITY NEEDS FOR THE<br />
PERIOD<br />
ANALYZE FINANCIAL NEEDS 4 ANALYZE PERSONNEL<br />
PERIOD<br />
POSITION DESCRIPTIONS AND JOB SPECIFICATIONS OF<br />
NEEDS<br />
FUTLRE JOBS 6 AN ANALYSIS OF PRESENT MANAGEMENT<br />
ALL<br />
T ANNUAL PROJECTIONS 8. AN ANALYSIS OF RE<br />
AVAILABLE<br />
AND SELECTION METHODS SHOULD BE MADE g SUCCESS<br />
CRUITING<br />
SHOULD DE PLANNED WELL IN ADVANCE.<br />
MEASURES<br />
TAYLOR, GEORGE G.<br />
CE]3<br />
EMPLOYMENT OFFERS TO PROFESSIONAL PERSONNEL.<br />
PRESENTING<br />
JOURNAL, VGL 6, NO 3, MARCH, IgAT, 4 PAGES<br />
PERSONNEL<br />
CONTROL<br />
PERSONNEL,<br />
GLIOEPOSTS FOR PRESENTING EMPLOYMENT OFFERS<br />
DEFINITE<br />
PROFESSIONAL PERSONNEL DISCUSSED IN THIS ARTICLE ARE AS<br />
TO<br />
FOLLOWS<br />
ORAL OFFERS WHENEVER POSSIBLE.<br />
MAKE<br />
KEEP THE OFFER PRESENTATION PERSONAL.<br />
2<br />
FOLLOW ORAL OFFERS WITH CONFIRMING LETTERS<br />
3<br />
IMMEDIATELY.<br />
AVOID PRECONDITIONING THAT WOULD LATER PRESENT<br />
4.<br />
BLOCKS.<br />
STUMBLING<br />
KEEP COMPLETE CONTROL OF THE INTERVIEW AND OFFER<br />
5<br />
SITUATION.<br />
KEEP IN IOUCH WITH IHOSE INTERVIEWED UNTIL FINAL<br />
6<br />
IS MADE.<br />
DISPOSITION<br />
FLEISHMAN, EDWIN A.<br />
0634<br />
OF BEHAVIOR TAXONOMY FOR DESCRIBING HUMAN<br />
DEVELOPMENT<br />
IASKS<br />
OF APPLIED PSYCHOLOGY) VOL 51 NO. I) FEBRUARY<br />
JOLRNAL<br />
8 PAGES<br />
I967)<br />
JOB EVALUAT1CN APPRAISAL<br />
WORK<br />
NEED FOR IDENTIFYING A SET OF UNIFYING DIMENSIONS<br />
THE<br />
SKILLED BEHAVIOR IS DISCUSSED THE ISSUES<br />
UNDERLYING<br />
ON PROBLEMS OF GENERALIZING PRINCIPLES FROM LABORA-'<br />
BEAR<br />
TO OPERATIONAL TASKS AND FROM ONE TASK TO ANOTHER.<br />
TORY<br />
OF EXPERIMENTAL AND CORRELATIONAL APPROACHES<br />
COMDINATIONS<br />
TO BE REQUIRED. THE CONCEPTUAL FRAMEWORK AND<br />
APPEAR<br />
STRATEGY UTILIZED BY THE AUTHOR IN HIS RESEARCH<br />
RESEARCH<br />
PERCEPTUAL-MOTOR ABILITIES IS DESCRIBED AND ITS RELEVANCE<br />
ON<br />
TAXONOMY QUESTIONS DISCUSSED. THE INTEGRATIVE NATURE<br />
TO<br />
THE FRAMEWORK DEVELOPED IS ILLUSTRATED BY A WIDE<br />
OF<br />
OF STUDIES, IN LABORATORY AND OPERATIONAL SITUATIONS<br />
VARIETY<br />
FROM THOSE OF SKILL LEARNING AND RETENTION TO THE<br />
RANGING<br />
OF ENVIRONMENTAL FACTORS ON HUMAN PERFORMANCE) AN<br />
EFFECTS<br />
THE STANDARDIZATION OF LABORATORY TASKS FOR PERFORMANCE<br />
IN<br />
ASSESSMENT<br />
HARDIN, EINAR<br />
0635<br />
SATISFACTION AND THE DESIRE FOR CHANGE<br />
JOB<br />
OF APPLIED PSYCHOLOGY) VOL 51, NO. I, FEBRUARY<br />
JOURNAL<br />
8 PAGES<br />
1967,<br />
SATISFACTION, MULTIPLE-REGRESSION, JOB) ANALYSES)<br />
TESTING,<br />
QUESTIONNAIRE<br />
DATA ON OFFICE EMPLOYEES GENERAL<br />
QESTIONNAIRE<br />
FOR CHANGE, SATISFACTION WITH EXISTING AMOUNTS<br />
READINESS<br />
14 JOB ASPECTS, AND DESIRE FOR JOB-ASPECT CHANGE ARE<br />
OF<br />
IN TESTING THE HYPOTHESIS THAT A PERSONS 0ESIRE FOR<br />
USED<br />
CHANGES IS GOVERNED NOT ONLY BY THE DISCREPANCY<br />
SPECIFIC<br />
THE ATTRACTIVENESS TO HIM OF EXISTING AND POTENTIAL<br />
BETWEEN<br />
CHARACTERISTICS BUT ALSO BY HIS ASSESSMENT OF THE<br />
JOB<br />
PROCESS OF CHANGE THE HYPOTHESIS IS UPHELD BY<br />
VERY<br />
OF MULTIPLE-REGRESSION ANALYSES OF AGGREGATE<br />
RESULTS<br />
AND OF DATA FOR SEVERAL INDIVIDUAL JOB ASPECTS.<br />
SCORES<br />
PERRY, OALLIS K CANNONe WILLIAM M.<br />
0636<br />
INTERESTS OF COMPUTER PROGRAMMERS.'<br />
VOCATIONAL<br />
OF APPLIED PSYCHOLOGY) VOL 5I, NO. I, FEBRUARY)<br />
JDLRNAL<br />
7 PAGES<br />
1967)<br />
PROGRAMMER JOBS EVALUATED ANALYSES ADMINISTEREC<br />
SATISFACTIDN<br />
THE REVISED SVIB WAS ADMINISTERED TO 1378 COMPUTER
PRIMARY ANALYSES WERE LIMITED TO 1,003 MALES<br />
PROGRAMMERS<br />
AI LEAST YR CF PROGRAMMING EXPERIENCE, WHOSE JOBS<br />
WITH<br />
PRIMARILY NONSLPERVISORY, AND WHO INDICATED SATIS<br />
WERE<br />
WITH PROGRAMMING PROGRAMMERS DIFFER FROM OTHER<br />
FACTION<br />
MEN PRIMARILY IN THEIR GREATER INTEREST IN<br />
PROFESSIONAL<br />
SOLVING, MAIHEMATICS, AND MECHANICAL PURSUITS, AND<br />
PROBLEM<br />
LESSER INIEREST IN PECPLE THEIR INTERESTS ARE MOST<br />
THEIR<br />
TO OPTOMETRISTS, CHEMISTS ENGINEERS, PRODUCTION<br />
SIMILAR<br />
MATHEMATICS-SCIENCE TEACHERS, AND SENIOR CPAS,<br />
MANAGERS,<br />
NONE OF THESE EXISTING KEYS AOE;UATELY REPRESENTS THE<br />
BUT<br />
OF PROGRAMMERS A PROGRAMMER KEY OEVELOPED ON<br />
INTERESTS<br />
THE SAMPLE AND EVALUATED ON THE REMAINING HALF<br />
HALF<br />
WELL BETWEEN PROGRAMMERS AND MEN IN GENERAL<br />
DISCRIMINATES<br />
PROGRAMMERS SCORE SIGNIFICANTLY HIGHER ON THE<br />
SATISFIED<br />
THAN DISSATISFIED PROGRAMMERS<br />
KEY<br />
THOMPSON= WILLIAM JR MCNEAL, JAMES U.<br />
C637<br />
PLANNING AND CONTROL USING ABSORBING MARKOV CHAINS<br />
SALES<br />
OF MARKETING RESEARCH, VUL 4, NO I, FEBRUARY,<br />
JCLRNAL<br />
PAGES<br />
1967,<br />
CONTROL<br />
PLAN,<br />
STOCHASTIC MODEL IHAT GENERATES DATA FOR SALES<br />
A<br />
AND CONTROL IS DESCRIGED AN EXAMPLE IS PRESENTED<br />
PLANNING<br />
SHOWS HOW IHESE DATA ARE USED TO PLAN SHORT-RUN<br />
THAT<br />
ACTIVITIES AND TRAIN EFFECTIVE SALESMEN. IN THE<br />
SALES<br />
CHANGES IN CUSTOMER PROPENSITIES TO BUY ARE TREATED<br />
MOCEL,<br />
MARKOV PROCESSES FINALLY, IT IS SUGGESTED TEAT THE<br />
AS<br />
DEVELOPED HERE MAY BE COMPUTERIZED ANC INTEGRATED<br />
CONCEPTS<br />
EXISTING SYSTEMS FOR PLANNING AND CONTROL<br />
INTO<br />
HOBERT, ROBERT OUNNETTE, MARVIN D<br />
06)8<br />
OF MOCERATOR VARIABLES<br />
DEVELOPMENT<br />
OF APPLIED PSYCHOLOGY, VOL 51, NG I, FEBRUARY<br />
JOLRNAL<br />
I4 PAGES<br />
I967,<br />
ANALYSES REGRESSICN MANAGERIAL EFFECTIVENESS<br />
TESTS<br />
ANALYSES WERE USED TC DEVELOP 2 MODERATOR VARI-'<br />
ITEM<br />
WHICH, ON CROSS-VALIDATION, SUCCESSFULLY IOENTIFIEO<br />
ABLES<br />
WHO WERE OVER-AND UNDERPREDICTED BY REGRESSION<br />
MANAGERS<br />
DEVELOPED EARLIER THESE MODERATOR TESTS WERE<br />
EQUATIONS<br />
TO IDENTIFY AND ELIMINATE FROM THE CROSS-VALIDATION<br />
USED<br />
55 MANAGERS, 25 PERCENT OF THE TCTAL CLASSED AS<br />
SAMPLE<br />
THE POINT-BISERIAL CORRELATION BETWEEN<br />
-LPREDICTABLE-<br />
CRITERION STATUS, ABOVE OR BELOW THE CRITERION<br />
PREDICTED<br />
AND ACTUAL CRITERION SIATUS FOR THE REMAINING<br />
MEDIAN,<br />
WAS 73 AS COMPARED WITH A POIkT-BISERAL CORRE<br />
MANAGERS<br />
ON ONLY 65 FOR ALL MANAGERS IN THE SAMPLE MORE<br />
LATION<br />
TEE DEGREE OF OVERLAP ON THE ACTUAL CRITERION SCALE<br />
OVER,<br />
MANAGERS PREDICTED TC BE -HIGH- OR -LOW- WAS<br />
BETWEEN<br />
FROM 38 PERCENT TO 28 PERCENT BY USINC THE 2<br />
REObCEO<br />
TESTS.<br />
MODERATOR<br />
WOOD, TFOMAS L<br />
0E39<br />
PERSONNEL STAFF, WHAT IS REASONABLE SIZE<br />
THE<br />
JOURNAL, VOL 46, ND 3, MARCH, I967, 2 PAGES<br />
PERSONNEL<br />
SIAFF-SIZE<br />
NEARLY EVERY COMPANY, REGARDLESS OF SIZE, HAS<br />
-IODAY<br />
PERSONNEL DEPARTMENT NOTING THE INCREASING SIZE OF<br />
A<br />
STAFFS, MANY COMPANIES ARE LOOKING FOR A PARAMETER<br />
PERSONNEL<br />
WHICH TO MEASURE THE PROPER RATIO OF PERSONNEL<br />
AGAINST<br />
TC TOTAL COMPANY STRENGTH<br />
STAFF<br />
TABLE PRESENTED SHOWS A RANK ORDERING OF COMPANIES<br />
THE<br />
SIZE WITH THEIR PERSONNEL STAFF-TO-TOTAL STRENGTH<br />
BY<br />
RATIOS<br />
WIKSELL, MILTON<br />
DE40<br />
IT OVER IS IMPORTANT<br />
TALKING<br />
JOURNAL, VCL 46, NO 3 MARCH, 1967, 2 PAGES<br />
PERSONNEL<br />
ATTITUDES EVALUATION COMMUNICATION<br />
SUPERVISORS<br />
SURVEY OF EMPLOYEE VIEWS CN SUPERVISORY COMMUNI<br />
-A<br />
SHOWS THAT TALKING IT OVER IS [MPORTANT PERHAPS<br />
CATION<br />
IMPORTANT THAN WE THINK<br />
MORE<br />
COMMUNICATION PRINCIPLES ARE DISCUSS<br />
SUGGESTED<br />
IMMEDIATELY 2 KEEP THE DISCUSSlCNS FRANK AND<br />
PROBLEMS<br />
CHOOSE IHE PROPER PLACE 4 BE FAIR AND<br />
OPEN<br />
DEVELOP GCOD ATTITUDES 6 MAKE GOCD<br />
EQLITABLE<br />
RELATIONS AN EVERYDAY PROCESS<br />
HUMAN<br />
-BEST- SLPERVISORS SUGGEST RATFER THAN DOMINATE,<br />
THE<br />
SITUATIONS WITH ILLUSTRATIONS AND VISUAL AIOS<br />
CLARIFY<br />
PERIINENT QLESTIONS AS PROBLEMS ARE EXPLAINED, LISTEN<br />
ASK<br />
TO SEE IF THEIR MASSAGE IS BEING RECIEVED,<br />
CAREFULLY<br />
WORKERS WHC DO WELL, DEAL FAIRLY WITH ALL<br />
RECOGNIZE<br />
GIVE THE REASONS FOR POLICY CHANGES, ETC.=<br />
EMPLOYEES,<br />
AN INFORMAL, FRIENDLY ATMOSPHERE, AND ARE -PEOPLE-<br />
MAINTAIn<br />
WELL AS -COMPANY- ORIENTED<br />
AS<br />
CCKIN, MOLLY CHICKERING, DOROTHEA MURPHY, ANN<br />
0641<br />
PRINCIPLES APPLIED TO HOSPITAL EMPLOYMENT PROBLEMS<br />
CASEWORK<br />
JOURNAL, VCL 46, NO 3, MARCH, 1967= 4 PAGES<br />
PERSONNEL<br />
HOSPITAL<br />
RECRUITING,<br />
JOINT SIUDY BY THE SOCIAL SERVICE AND HOUSEKEEPING<br />
-A<br />
OF A LARGE= METROPOLITAN HOSPITAL WAS MADE<br />
DEPARTMENTS<br />
TO DETERMINE THE CAUSES OF HIGH TURNOVER ON THE<br />
RECENTLY<br />
STAFF ONE OF IHE MOST CONSTRUCTIVE RESULTS<br />
HOUSEKEEPING<br />
BEEN THAT THE PROCESS OF INTERDEPARTMENTAL COLLABORATION<br />
HAS<br />
SIIMULATEO A CONCERTED APPROACH TOWARDS IMPROVED<br />
HAS<br />
OF RECRLITING AND SCREENING PROSPECTIVE EMPLOYEES.-<br />
MEIHODS<br />
NEWMAN= WILLIAM H.<br />
0642<br />
THE MASTER STRATEGY CF YOUR FIRM<br />
SHAPING<br />
MANAGEMENT REVIEW VOL 9= 3, SPRING, 1967<br />
CALIFORNIA<br />
PLAN<br />
SELECTED,<br />
MASTER STRATEGY OF A FIRM EMERGES FROM A SYNTHESIS<br />
THE<br />
CAREFUL PERIODIC REASSESSMET OF THE KEY FACTORS LEADING<br />
OF<br />
FUTLRE PROFITABILITY IN THE INDUSTRY AND THE WISE<br />
TO<br />
TIMING, AND REINFORCING OF THE NICHES SELECTED.<br />
SEQUENCING,<br />
ARIICLE DISCUSSES THE BASIC PLAN OR MASTER STRATEGY OF<br />
THIS<br />
FIRM AS IT RELATES TO ELEMENTS OF CHANGE, GROWTH AND<br />
A<br />
THE GENERAL WAY TC DEVELOP A MASTER STRATEGY IS<br />
ADAPTATION<br />
PICK PARTICULAR NICHES THAT ARE APPROPRIATE IN VIEW OF<br />
TO<br />
AND RESCURCES, TO COMBINE VARIOUS FACETS OF THE<br />
COMPETITION<br />
EFFORTS TC OBTAIN SYNERGISTIC EFFECTS TO SET UP<br />
CDMPANYS<br />
AND TIMING OF CHANGES THAT REFLECT COMPANY<br />
SEQUENCES<br />
144<br />
AND EXTERNAL CONDITIONS, AND TO PROVIDE FOR<br />
CAPABILITIES<br />
REAPPRAISAL AND ADAPTATION TO EVOLVING<br />
FREQUENT<br />
OPPORTLNITIES<br />
STRATEGY TS THE PTVOTAL PLANNING INSTRUMENT OF<br />
MASTER<br />
AND SMALL COMPANIES<br />
LARGE<br />
EWEN, ROBERT B<br />
C643<br />
COMPONENTS OF JOB SATISFACTION<br />
WEIGHTING<br />
OF APPLIED PSYCHOLOGY, VOL 51, NO. I, FEBRUARY,<br />
JOURNAL<br />
6 PAGES<br />
1967<br />
JOB, EVALUATION<br />
SAIISFACTION,<br />
IT NECESSARY TO DETERMINE HOW IMPORTANT EACH COM<br />
IS<br />
OF THE JOB IS TO THE EMPLOYEE AS WELL AS HOW SATIS-'<br />
PONENT<br />
HE IS WITH EACH COMPONENT EVALUATION OF THE EFFECT OF<br />
FIE;<br />
IMPORTANCE MEASURES TC ARRIVE AT WEIGHTED OVERALL<br />
USING<br />
SCORES INDICATED THAT SCORES ON AN 8--'<br />
JOB-SATISFACTION<br />
SCALE OF IMPORTANCE MULTIPLIED BY SATISFACTION SCORES<br />
POINT<br />
A -SATISFACTION-TIMES-IMPORTANCE- TOTAL SCORE THAT<br />
GAVE<br />
99 WITH THE UNWEIGHTEO TOTAL, THE UNWEIGHTED<br />
CORRELATED<br />
WAS AS HIGHLY CORRELATED WITH INDEPENDENT MEASURES OF<br />
TOTAL<br />
JOB SATISFACTION AS ANY OF THE WEIGHTED TOTALS<br />
OVERALL<br />
THE MOST IMPORTANT COMPONENT AS DETERMINED BY A<br />
HOWEVER,<br />
SCALE WAS MORE CLOSELY RELATED TO OVERALL JOB<br />
RANKING<br />
THAN THE LEAST IMPORTANT COMPONENT PRESENT<br />
SATISFACTION<br />
INDICATED THE NECESSITY OF EMPIRICALLY DEMONSTRATING<br />
RESULTS<br />
OF IMPORIANCE MEASURES BEFORE ACCEPTING TOTAL<br />
USEFULNESS<br />
WEIGHTED BY IMPORTANCE AS SUPERIOR TO UNWEIGHTED IS<br />
SCORES<br />
GRLENFELD, W FELTMAN, F<br />
C644<br />
AMONG SUPERVISORS INTEGRATION, SATISFACTION,<br />
RELATIONSHIP<br />
TECHNOLOGICAL-CHANGE<br />
AND<br />
OF APPLIED PSYCHOLOGY, VOL. 51= NO I, FEBRUARY,<br />
JOURNAL<br />
4 PAGES<br />
1967,<br />
SATISFACTION= JOB, ADMINISTEREO, QUESTIONNAIRE<br />
SUPERVISORS=<br />
STUDY INVESTIGATED HOW THE INTEGRATION AND<br />
THIS<br />
OF SUPERVISORS WITH MANAGEMENT AFFECTED THEIR<br />
SATISFACTION<br />
OF A TECHNOLOGICAL CHANGE AITITUOE CUESTIDN-'<br />
ACCEPTANCE<br />
WERE ADMINISTERED TO 40 FIRST-LINE SUPERVISORS TO<br />
NAIRES<br />
ATTITUDE TOWARD THE CHANGE AND SEVERAL DIMENSIONS OF<br />
MEASURE<br />
AND SATISFACTION. THE RESULTS SHOWED THAT<br />
INTEGRATION<br />
WHO ARE RELATIVELY MORE INTEGRATEO WITH THE<br />
SUPERVISORS<br />
GROUP MORE SATISFIED WITH MANAGEMENT, AND<br />
MANAGEMENT<br />
HIGH IN JOB SATISFACTION ARE MORE LIKELY TO<br />
RELATIVELY<br />
A MANAGEMENT-INITIATED TECHNOLOGICAL CHANGE<br />
ACCEPT<br />
CUMMIN, PEARSON C<br />
C645<br />
CORRELATES OF EXECUTIVE PERFORMANCE<br />
TAT<br />
JOURNAL OF APPLIED PSYCHOLOGY, VOL 51, NO I, FEBRUARY<br />
ACHIEVEMENT<br />
TAT WAS USED TO MEASURE N ACHIEVEMENT N AFFILIA-'<br />
THE<br />
N POWER, N AUTONOMY= N AGGRESSION, AND N DEFERENCE IN<br />
TION<br />
GROUPS OF SUBJECTS THE FIRST GROUP CONSISTED DF MORE<br />
2<br />
BUSINESS EXECUTIVES, THE SECOND OF LESS SUCCESS<br />
SUCCESSFUL<br />
ONES IT WAS HYPOTHESIZED, LARGELY FROM THE WORK OF<br />
FUL<br />
AND MCCLFLLANO, THAT THE SUCCESSFUL GROUP WOULD HAVE<br />
HENRY<br />
HIGHER SCORES THAN THE LESS SUCCESSFUL GROUP<br />
SIGNIFICANTLY<br />
N ACHIEVEMENT, N POWER= AND N AUTONOMY, WHEREAS THE<br />
IN<br />
SUCCESSFUL EXECUTIVES WOULD HAVE HIGHER SCCRES IN N<br />
LESS<br />
N AGGRESSION, AND N DEFERENCE THE SUCCESS<br />
AFFILIATION,<br />
GROUP HAD SIGNIFICANTLY HIGHER SCORES IN N ACHIEVEMENT<br />
FUL<br />
N POWER THAN IHE UNSUCCESSFUL ONES THE IMPLICATIONS<br />
AND<br />
THESE F[NDINGS WERE DISCUSSED<br />
OF<br />
BENSON, PURNELL M<br />
0E46<br />
ANALYSIS OF A PAIRED-CHOICE<br />
MULTIPLE-RFGRESSION<br />
IN RELATION TO GRADE-POINT<br />
DIVISION-OF-TIME-INVENTORY<br />
AVERAGE<br />
OF APPLIED PSYCHOLOGY, VDL 51, NO. I, FEBRUARY,<br />
JOURNAL<br />
7 PAGES<br />
1967<br />
ANALYSIS<br />
MULTIPLE-REGRESSION<br />
COLLEGE SUBJECTS REPORTED HOW THEY WOULD OIVIOE<br />
76<br />
OF TIME PER WEEK= ? HOURS AND ZI HOURS, BETWEEN<br />
AMOUNTS<br />
OF ACTIVITIES FORMED IN ALL POSSIBLE PAIRS FROM A<br />
PAIRS<br />
OF ACTIVITIES MARGINAL UTILITY FUNCTIONS FOR THE<br />
LIST<br />
WERE FITTED TO TEE 42 PAIRED DIVISIENS OF TIME<br />
ACTIVITIES<br />
EACH STUDENT THF PARAMETERS OF THESE FUNCTIONS WERE<br />
FOR<br />
CORRELATEO WITH GRADE-FOINT AVERAGE, GPA, IN COM<br />
THEN<br />
REGRESSION FOR THE 76 SUBJECTS THE CORRELATION OF<br />
BINED<br />
VARIABLES WITH GPA IS INCREASED FROM 28 FOR COLLEGE<br />
THE<br />
EXAMINATION BOARD, CEEB, VERBAL AND MATHEMATICAL<br />
ENTRANCE<br />
ALONE TO 45 FOR ACTIVITIES DATA PLUS APTITUDE<br />
SCORES<br />
SCORES<br />
DOWST SOMERBY<br />
0667<br />
EDP SERVICE BUREAUS OFFER THE A<br />
WHAT<br />
VOL 62 7 APRIL 6t 1967<br />
PURCHASING<br />
JOB, CONTROL<br />
TEST,<br />
SHOULD NOT GIVE UP THE IDEA OF USING EDP IN PUR-'<br />
ONE<br />
JUST BECAUSE IT IS EXPENSIVE TO BUY OR LEASE A CON<br />
CHASING<br />
SERVICE BUREAUS CAN CO THE JOB FOR YOU ON CONTRACT<br />
PUTER<br />
AT REASONABLE COST<br />
BASIS<br />
ONE DETERMINES WHAT REPORTS HE WANTS, A SERVICE<br />
IF<br />
CAN FEED THEM BACK ON A REGULAR BASIS ANOTHER AD<br />
BUREAU<br />
IS THAT YOU CAN TEST EOP FOR THE PURCHASING OPERA-'<br />
VANTAGE<br />
WITHOUT MUCH COST OR CCNFUSION ALSO, IF YOU ARE TRYINC<br />
TION<br />
SELL YOUR COMPANY ON EDP, A SERVICE BUREAU IS A GOOD WAY<br />
TO<br />
STARI<br />
TO<br />
GENERAL THE SERVICE BUREAU WILL WANT A ONE DR TWO<br />
IN<br />
CONTRACT ONE PURPOSE CF USING THE BUREAU MAY BE TO<br />
YEAR<br />
INVENTORY CONTROL ACCORDING TO SERVICE BUREAU<br />
TIGHTEN<br />
IHIS WOULD COST ABOUT CO DOLLARS PER MENTH SERVICE<br />
CORM<br />
CAN ALSO GIVE YOU STATISTICAL RATINGS ON SUPPLIER<br />
BUREAUS<br />
ACTING AS MANAGEMENT CONSULTANTS.<br />
PERFORMANCE,<br />
CARRESE, LOUIS M BAKER, CARL G<br />
D68<br />
CONVERGENCE TECHNIQUE FOR PROGRAMMING RESEARCH EFFORTS<br />
THE<br />
SCIENCE OL 1, 8 APRIL, 1967<br />
MANAGEMENT<br />
PLANNING PERSDNNEL ANALYSIS<br />
PROGRAM,<br />
DIFFICULTIES ENCOUNTERED IN ATTEMPTS TO APPLY DIR-'<br />
THE<br />
SOME OF THE STANDARD NETWORK ANALYSIS TECFNIQUES TO<br />
ECTLY<br />
PLANNING OF RESEARCH PROGRAMS ARE HERE DISCUSSED THE<br />
THE
REQUIREMENTS FOR A PLANNING SYSTEM SUITABLE<br />
PARTICULARIZED<br />
RESEARCH EFFORTS ARE IDENTIFIED, AND A TECHNIQUE DEVEL-'<br />
FOR<br />
SPECIFICALLY FOR THE PLANNING AND PROGRAMMING OF RE-'<br />
DPED<br />
EFFORTS IS DESCRIBED. BASICALLY, THE TECHNIQUE IN-'<br />
SEARCH<br />
THE FORMULATION OF A SERIES OF FLOWS AND ARRAYS DE-'<br />
VOLVES<br />
MAJOR PROGRAM ELEMENTS AND INDIVIDUAL PROJECIS,<br />
PICTING<br />
ORDERED ON THE BASIS OF RESEARCH LOGIC, AND<br />
SEQUENTIALLY<br />
REPRESENTED BY A MATRIX WHICH RELATES RESEARCH<br />
GRAPHICALLY<br />
TO RESOURCES REQUIRED- INCLUDING PERSONNEL,<br />
PERFORMANCE<br />
EQUIPMENT AND FACILITIES, AND FUNDS-<br />
MAIERIALS,<br />
ROBERT D. GREENLAW, PAUL<br />
SMITH,<br />
OF PSYCHOLOGICAL DECISIONS IN PERSONNEL SELECTION<br />
SIMULATION<br />
SCIENCE VOL 13, 8 APRIL, [967<br />
MANAGEMENT<br />
SELECTION, PSYCHOLOGICAL, PERSONNEL, DECISION,<br />
TEST,<br />
ANALYZING<br />
ATTENTION IN RECENT YEARS HAS BEEN GIVEN<br />
CONSIDERABLE<br />
IHE COMPUTER SIMULATION OF HUMAN THOUGHI PROCESSES IN<br />
TO<br />
SOLVING THIS PAPER DESCRIBES THE COMPUTER SIMULA-'<br />
PROBLEM<br />
OF THE DECISION PROCESSES OF A PSYCHOLOGIST DEALING<br />
TION<br />
THE ILL-STRUCTURED PROBLEM OF ANALYZING PSYCHOLOGICAL<br />
WITH<br />
SCORES AND OTHER DATA CONCERNING INDIVIDUALS BEING<br />
TEST<br />
FOR VARIOUS TYPES OF CLERICAL AND CLERICAL-AO-'<br />
CONSIDERED<br />
POSITIONS THE COMPUTER MODEL WAS DESIGNED TO<br />
MINISTRATIVE<br />
AS DID THE PSYCHOLOGIST IN HIS DECISION-MAKING, BDTF<br />
OUIPUT,<br />
INTERPRETIVE COMMENTS ABOUT EACH APPLICANT AND A<br />
NUMEROUS<br />
RECOMMENDATION AS TO WHETHER THE INDIVIDUAL SHOULD<br />
SPECIFIC<br />
EMPLOYED THE METHODOLOGY ANO RESULTS OF THIS RESEARCH<br />
BE<br />
DESCRIBED, AND THE POSSIBILITY OF UTILIZING COMPUTERIZED<br />
ARE<br />
OF THIS TYPE AS AN AID IN PERSONNEL SELECTION IS<br />
MODELS<br />
SUGGESTED<br />
PAUL E FRAhKt RONALD E ROBINSON, PATRICK J.<br />
GREENt<br />
ANALYSIS IN TEST MARKET SELECTION.'<br />
CLUSTER<br />
SCIENCE VDL 13, 8 APRIL 1967<br />
MAMAGEMENT<br />
SELECTION, ANALYSIS<br />
TESI,<br />
OF -MATCHED- AREAS FOR TEST MARKETING IS AN<br />
SELECTION<br />
UNDERTAKING IF RELIABLE COMPARISONS AMONG MARKETS<br />
IMPORTANT<br />
TO BE MADE THIS USUALLY HAS BEEN DONE ON A RATHER<br />
ARE<br />
BASIS, LARGELY BECAUSE OF THE LARGE NUMBER OF<br />
ARBITRARY<br />
CHARACTERISTICS ON WHICH MARKETS CAN BE VIEWED AS<br />
MARKET<br />
OR DIFFERENT.<br />
SIMILAR<br />
AUTHORS SUGGEST A NUMERICAL PROCEDURE- CLUSTER<br />
THE<br />
FOR MATCHING PROSPECTIVE TEST MARKETS ON THE BASIS<br />
ANALYSIS-<br />
A LARGE VARIETY OF CHARACTERISTICS WHICH COULD AFFECT<br />
OF<br />
MARKETING RESULTS. IN THIS WAY, MARKETS CAN BE PRE<br />
TEST<br />
SO AS TO REDUCE UNDESIRED VARIABILITY AMONG TESI<br />
SELECTED<br />
IHE AUTHORS APPLY SOME CF THE RUDIMENTS CF CLUSTER<br />
AREAS<br />
TO A PROBLEM IN TEST CITY CLASSIFICATION<br />
ANALYSIS<br />
EDWARD<br />
MENKHAUS<br />
WAYS AND MEANS OF MOVING DATA<br />
THE<br />
AUTOMATION VOL 14, MARCH, 1967 8P<br />
BUSINESS<br />
INFORMATION, DATA-PROCESSING, CODE<br />
PROGRAMS<br />
ARTICLE TAKES A LOOK AT SOME OF THE WAYS IN WHICH<br />
THIS<br />
TRANSMISSION CAN BE COMBINED WITH DATA-PROCESSING TO<br />
DATA<br />
THE BARRIERS OF SPACE ANO TIME FROM INFORMATION FLOW.<br />
REMOVE<br />
SOME COMPANIES ARE DOING WITH THIS CAPABILITY HIGHLIGHT<br />
WHAT<br />
ARTICLE<br />
THE<br />
SYSTEM EMPLOYING DIFFERENT TYPES OF TERMINALS AND<br />
ONE<br />
IS THAI USED BY THE UNITED CALIFORNIA BANK A SAT<br />
CHANNELS<br />
DATA CENTER IN SAN FRANCISCO IS LINKED VIA TWO HIGH<br />
ELLITE<br />
IBM ?711 DATA COMMUNICATIONS UNITS AND A 24-CIRCUIT<br />
SPEEU<br />
TO THE LARGER LOS ANGELES CENTER. ONE OF THE MDST<br />
CHANNEL<br />
DATA TRANSMISSION PROGRAMS UNDERWAY IS THAT OF<br />
AMBITIOUS<br />
LIFE INSURANCE CO 800 DISTRICT OFFICES HAVE<br />
MEIROPOLITAN<br />
CONSISTING OF OPTICAL CODE READERSB TELEPRINTER,<br />
CONSOLES<br />
TAPE READER, AND DATA SET OSCAR MAYER AND CO. AND<br />
PAPER<br />
STEEL CORP. ARE DISCUSSED TO SHOW HOW A DATA CON<br />
INTERLAKE<br />
PROBLEM CAN BE APPROACHED IN DIFFERENT WAYS.<br />
VERSION<br />
A.G SMIIH k.J<br />
BAKER,<br />
OF RESEARCH- POSSIBLE AIDS<br />
CONTROL<br />
RESEARCH QUARTERLY VOL 18 MARCH, 1967. 6P.<br />
OPERATIONAL<br />
INDEX CONTROL<br />
PLAkNING<br />
OF IHE INCREASING PROBLEM OF COMMUNICATION<br />
RECOGNITION<br />
A GROWING RESEARCH AND OEVELOPMENT UNIT LED TO THE DE-'<br />
IN<br />
OF A PLANNING AND PROGRESSING SYSIEM AS A MEANS OF<br />
VELOPMENT<br />
MANAGEMENT ATTENTION TO THOSE AREAS WHERE IT WAS<br />
DIRECTING<br />
NEEDED WITH THE SYSTEM, A PROJECT IS FIRST DEFINED AND<br />
MOST<br />
PRECISE CRITERIA OF SUCCESS SET. PROGRESS IS THEN RE<br />
HAS<br />
TO MANAGEMENT AT 4-WEEKLY INTERVALS IN TERMS QF AN<br />
PORIED<br />
COMPLETION DATE AND A TECHNICAL FEASIBILITY INDEX,<br />
EXPECTED<br />
WITH COSIS, BASED ON SCIENTIFIC EFFORT EXPENDED<br />
TOGETHER<br />
THE MAIN FACTOR DETERMINING RATE OF WORK. THUS WITH A<br />
AND<br />
OF COMMUNICATION MANAGEMENT IS PROVIDED WITH A GUIDE<br />
MINIMUM<br />
THE STATE OF PROJECTS UNDER ITS CONTROL. FURTHER SUM<br />
TO<br />
OF THE DATA AT LONGER INTERVALS SERVE TD PROVIDE A<br />
MARIES<br />
INDICATION OF THE PROBLEM AREAS IN THE LABORATORY<br />
BROADER<br />
ROBERT C.<br />
FERBER<br />
ROLE OF THE SUBCONSCIOUS IN EXECUTIVE DECISION-MAKING.'<br />
THE<br />
SCIENCE VOL I3, 8 APRILt I967, 8P<br />
MANAGEMENT<br />
CONIROLS<br />
DECISION,<br />
SCIENCE IS CONCERNING ITSELF A GREAT DEAL<br />
MANAGEMENT<br />
DECISION THEORY AT PRESENT. THE LATTER PROVIDES A<br />
WITH<br />
FOR THE IDEALIZED RATIONAL DECISION-MAKER.<br />
FRAMEWORK<br />
ACTUAL FACT, HOWEVER, AN EXECUTIVES PERFORMANCE LIES<br />
IN<br />
A CONTINUUM BETWEEN THAT OF TWO PEOPLE ONE OF WHOM MAKES<br />
ON<br />
AND THE OTHER RATIONALIZED DECISIONS<br />
RATIONAL<br />
ARTICLE EXAMINES THE ROLE OF THE SUBCONSCIOUS IN<br />
THIS<br />
DECISION-MAKING AND GIVES AND DISCUSSES SOME EX-'<br />
EXECUTIVE<br />
EXAMPLES, SOME CONTROLS ARE DISCUSSED ON THE VAGARIES<br />
IREME<br />
THE DECISIONS ACTUALLY REACHED. THE CONCLUSION IS THAT<br />
OF<br />
SCIENCE, AND PARTICULARLY DECISION IHEORY SHOULD<br />
MANAGEMENT<br />
ITSELF FAR MORE WITH THE EFFECT OF THE SUBCONSCIOUS<br />
CONCERN<br />
DECISIONS. SOME CRITERIA FOR POSSIBLE MEASUREMENT ARE<br />
ON<br />
SUGGESTED<br />
ALBERT H RADNOR MICHAEL BAKERy NORMAN<br />
RUBENSTEIN,<br />
DAVID R MCCOLLY= JOHN B<br />
HEIMAN<br />
DWIGHT B. CROTTY JAPES R<br />
CRANE<br />
MODEL EXPONENTIAL SMOOTHING MLTPL REGRESSION<br />
FORECASTING<br />
SCIENCE VCL I3, APRIL, Ig67 7P<br />
MANAGEMENT<br />
PROGRAM INFORMATION, FORECAST, ANALYSIS,<br />
SELECTED,<br />
REGRESSION<br />
PAPER PRESENTS A FORECASTING TECHNIQUE WHICH AT-'<br />
THIS<br />
TO COMBINE THE ADVANTAGES OF BOTH TIME SERIES ANAL-'<br />
TEMPTS<br />
AND MULTIPLE REGRESSIO IN THIS TWO-STAGE TECHNIQUE,<br />
YSIS<br />
EXPONENTIALLY SMOOTHED MOVING AVERAGE MODEL IS USED TO<br />
AN<br />
VALUES OF THE DEPENDEkT VARIABLE AND/OR SELECTED<br />
FORECAST<br />
VARIABLES AS DESIRED THESE FORECASTS, ALONG<br />
INOEPENDENT<br />
OATA FOR OTHER -LACGEO- [NCEPENOENI VARIABLES, ARE TEA<br />
WITH<br />
AS INPUTS TO A MULTIPLE REGRESSION PROGRAM THE OB-'<br />
USED<br />
ARE SELECTED SEQLENTIALLY BY THE REGRESSION MOO-'<br />
SERVATICNS<br />
SO THAT EACH EQUATION IS BASED ONLY UPON DATA WHICH<br />
EL<br />
HAVE BEEN AVAILABLE AT TE TIME OF THE FORECAST, AND<br />
WOULD<br />
COEFFICIENIS OF THE EQUATION ARE UPDATED AS NEW INFORM-'<br />
THE<br />
BECOMES AVAILABLE THE FINAL SECTION OF THE PAPER<br />
ATICN<br />
A SUCCESSFUL APPLICATION OF THE TWO-STAGE MODEL<br />
DESCRIBES<br />
A DEMAND DEPOSIT FORECASIING PROBLEM.<br />
TO<br />
EDITOR<br />
C6<br />
MUCH GOOD DO FILMS DO<br />
HOW<br />
AND SALES PROMOTION VDL [S S, MAY, 1967, ZP<br />
ADVERTISING<br />
PLANNED INFORMATION<br />
PROGRAM,<br />
ARTICLE REPORTS ON THE FINDINGS OF A RECENT<br />
THIS<br />
BY HUMBLE OIL TO DETERMINE THE REAL VALUE THAI<br />
SURVEY<br />
TO THE SPONSOR OF GCED PUBLIC SERVICE FILMS HUMBLE<br />
ACCRUES<br />
HAS AN EXTENSIVE FILM LIBRARY AND RECENT IMPROVEMENTS<br />
OIL<br />
THE DISTRIBUTION SYSTEM HAS OUTLINED GOALS WHICH INCLUDE<br />
IN<br />
AUDIENCE REPORTING BETTER PRINT UTILIZATION ANO<br />
IMPROVING<br />
ADULT AUDIENCES<br />
INCREASED<br />
WAS FOUND THAT LITTLE INFORMATION FOR CARRYING OUT<br />
II<br />
PROGRAM EXISIED CCNSEQUENTLY HUMBLE OIL RAN IIS OWN<br />
THIS<br />
PLANNED SURVEY TOTAL RESULTS ARE COkFIDENTIAL<br />
CAREFULLY<br />
THE SURVEY DID INDICATE THAT IT IS POSSIBLE TO OBTAIN<br />
BUT<br />
SDLND INFDRMATIC POINTING IGWAR wORTHWHILE<br />
STATISTICALLY<br />
IN PUBLIC SERVICE FILMS<br />
VALUE<br />
COhRATH, DAVID<br />
0656<br />
DECISION-MAKING BEHAVIOR<br />
ORGANIZATIONAL<br />
SCIENCE VCL 13, APRIL 1967 13P<br />
MANAGEMENT<br />
OECISION<br />
ORGANIZATIONAL,<br />
PROBLEM OF CECISIOh-AKING UNDER UNCERTAINTY GEM-'<br />
THE<br />
HAS BEEN TREATEO IN A RATHER CONSTRAINED FASHION<br />
ERALLY<br />
WRITERS ASSUME THAT THE DECISION IS [C BE MADE BY AN<br />
MOST<br />
-THE PROBLEM DF UTILITY FUNCTION AMALGAMATION<br />
ENTITY<br />
THAT THE PROCESS WHEREBY IT IS REACHE[ IS OF NO<br />
IGkDREO-,<br />
AND THAI AN ADEQUATE DEFINITIO OF UNCERTAINTY<br />
COkSEQLENCE<br />
THAT TRADITIONALLY PROVIDED IN GAE THFCRY THE AUTHOR<br />
IS<br />
ON THE OTHER HAND THAT THESE ASSUMPTIONS ARE<br />
CONTENDSe<br />
RESIRICIIVE, AhD THAT IT WOULD O0 ELL<br />
UNREALISTICALLY<br />
AI THE PROBLEM IN ITS BROAOER ASPECTS A GENERAL<br />
LOCK<br />
IS PROVIOED FOR THIS PURPOSE, AWE IT IS USED IN<br />
FRAMEWORK<br />
RELATIVELY SIMPLE EXAMPLE TO DEMONSTRATE A POSSIBLE AP-'<br />
A<br />
PLICATICN<br />
ROTFERY BRIAN<br />
065?<br />
WORLD OF SYSTEMS<br />
THE<br />
PROCESSING VCL g, 4, APRIL 1967, P<br />
DATA<br />
EDUCATIONAL<br />
TRAINING<br />
ARTICLE TAKES A LOOK AT THE MIND AND WORLD OF THE<br />
THIS<br />
SPECIALIST THE EVOLUTION OF THE SYSTEMS SPECIALIST<br />
SYSTEMS<br />
LINKED TO THE INCREASING SPECIALIZATION OF SOCIETY, ANO<br />
IS<br />
ACCOUNTS FOR THE NEW AGE OF LEISURE THE<br />
PERHAPS<br />
OF THE SYSTEMS MAN USUALLY INCLUDE AN<br />
QUALIFICATIONS<br />
OF MATHEMATICS, NUMBERING SYSTEMS AND NEW<br />
UNDERSTANDING<br />
AND AN OPEN AND LOGICAL MIND IT IS SUGGESTED THAI<br />
LANGUAGES<br />
LIBERAL EDUCATIONAL BACKGROUND MIGHT BESI DEVELOP THE<br />
A<br />
MIND TRAINING IS OF MOST IMPORTANCE TO0 AND<br />
LOGICAL<br />
IN THIS PROFESSION IS ON EXPERIENCE AND CONTINUED<br />
EMPHASIS<br />
THROUGH THE LITERATURE WHICH REPORTS THE RAPIDLY<br />
LEARNING<br />
ASPECTS OF IHE PROFESSICN<br />
CHANGING<br />
REYNOLDS, CARL H<br />
O658<br />
RESEARCH INSTITCTION AND DATA PROCESSING.'<br />
THE<br />
PROCESSING VOL 9, 4, APRIL, IgB?, 2P<br />
DATA<br />
EVALUATES<br />
INFORMATIDN<br />
ITS SEVERAL FEATURES, THE BROOKS BILL CALLED FOR<br />
AMONG<br />
ESTABLISHMENT OF THE NATIONAL BUREAU OF STANDARDS AS A<br />
THE<br />
ADVISOR OF DATA PROCESSING PROBLEMS FOR THE<br />
TECHNICAL<br />
THIS RAISES THE QUESTION OF THE ROLE OF THE<br />
GOVERNMENT.<br />
INSTITIION IN THE FORMATION GF A TECHNOLOGICAL<br />
RESEARCH<br />
FOR DATA PROCESSING THIS ARTICLE EVALUATES THIS<br />
BASE<br />
INDICATING A NEED FOR RESEARCH AND SUGGESTING THAT<br />
QUESTION<br />
NATIONAL BUREAU OF STANDARDS MUST INCLUDE THE ROLE OF AN<br />
THE<br />
CLEARINGHOUSE<br />
INFORMATION<br />
HOW TO MANAGE CREATIVE PEOPLE<br />
0659<br />
MANAGEMENT VOL 32, APRIL 1967 6P<br />
BUSINESS<br />
EVALUAIE<br />
PERSONNEL,<br />
CREATIVITY HAS NEVER BEEN THE EXCLUSIVE PRO-'<br />
ALTHOUGH<br />
OF THE ARTS, BUSINESSMEN HAVE OFTEN ACTED AS IF IT<br />
VINCE<br />
THEY HAVE NOT BEEN SURE HOW TO HAkDLE THEIR CREATIVE<br />
WERE<br />
WHAT TO EXPECT DF THEM, OR HOW TO EVALUATE THEM<br />
PERSONNEL,<br />
THIS QUESTION-AND-ANSWER INIERVIEW, FIVE MEN EXPERIENCED<br />
IN<br />
DEALING WITH SUCH CREATIVE EMPLOYEES DISCUSS HOW A CON-'<br />
IN<br />
CAN GET THE MOST OUT OF THEM<br />
MANY<br />
THIS DISCLSSION 4 PRINCIPLES SEEM TO EMERGE THE<br />
FROM<br />
MAN IS NOT MOTIVATED BY THE SAME FACTORS AS RUN<br />
CREATIVE<br />
EMPLOYEES SECONDLY, CREATIVE PEOPLE ARE HARDER<br />
OF-THE-MILL<br />
MANAGE THAN OTHER PEOPLE, CN THE WHOLE. THEY ARE LIKELY<br />
TO<br />
HAVE A STRONG IOLCH OF EGOTISM CREATIVE PEOPLE, IF POS-'<br />
TO<br />
SHOULD BE MANAGED BY OTHER CREATIVE PEOPLE WHO WILL<br />
SIBLE,<br />
THEIR PECCADILLOES FINALLY, THESE PEOPLE SHOULD<br />
UNOERSIAND<br />
REWARDED GENEROUSLY ACCORDING TO THE QUALITY OF THEIR<br />
BE<br />
WORK<br />
MICDLETDN C.J.<br />
C660<br />
TO SET UP A PROJECT ORGANIZATION<br />
HOW<br />
BUSINESS REVIEW VOL S, 2 MARCH-APRIL, 1967,<br />
HARVARD<br />
DRGANIZATIONt JOBe EVALUATEO
ARTICLE EXPLAINS THE AIMS OF MANAGEMENT IN SETTING<br />
THIS<br />
PROJECIS UNITS, THE VARIETIES OF FORMS THEY FAVF TAKEN,<br />
UP<br />
PROBLEMS OF DIVIOING ASSIGNMENTS WITH FUNCTIONAL<br />
THE<br />
OF COMPANIES, AND IHE TECHNIQUES OF FORMING THE<br />
SEGMENTS<br />
FORCE IT ALSO DISCUSSES THE COSTS OF PROJECT<br />
WORK<br />
AND THE POSSIBLE TEMPORARY DR LASTING EFFECTS<br />
ORGANIZATIONS<br />
THESE ORGANIZATIONS ON COMPANIES<br />
OF<br />
IS EMPHASIZED THAT THE NATURE OF THE JOB MUST BE<br />
IT<br />
BEFORE ESTABLISHING A PROJECT ORGANIZATION, AND THE<br />
ASSESSED<br />
STRUCTURE MUST BE CAREFULLY EVALUATED THE CREATION<br />
PRESENT<br />
A PROJECT ORGANIZATION DOES NOT INSURE THE ACCOMPLISHMENT<br />
OF<br />
AN ASSIGNED GOAL, BUT IT CAN BE A GREAT ASSET TO THESE<br />
OF<br />
WHICH POSSESS THE ACUMEN TO EXPLOIT ITS STRENGTH<br />
COMPANIES<br />
SALEM, M D JR.<br />
C61<br />
LINEAR REGRESSION ANALYSIS FOR WORK MEASUREMENT<br />
MULTIPLE<br />
OF INDUSTRIAL ENGINEERING VCL I8 NO MAY 1967 6P.<br />
JOURNAL<br />
USE OF MULIIPLE LI&EAR REGRESSION IN WORK MEASURE-'<br />
ThE<br />
OF INOIRECI LABOR IS SHCWN FOR THE EXAMPLE OF PACKINC A<br />
MENT<br />
PRODUCT FOR DISTRIBUTION. A MODEL WITH VARIABLES<br />
FINISHED<br />
NUMBER OF ORDERS, NUMBER OF CASES PACKED, WEIGHT OF<br />
OF<br />
AND VOLUME OF CASES IS USED IN THE EXAMPLE<br />
PRODUCT,<br />
KING, WILLIAM R<br />
D662<br />
SYSTEMS CONCEPT IN MANAGEMENT.'<br />
THE<br />
OF INDUSTRIAL ENGINEERING VCL 18 NO MAY 1967 4P<br />
JOURNAL<br />
DECISION<br />
PLANNING,<br />
ARTICLE DISCUSSES THE ROLE OF THE SYSTEMS CCNCEPT<br />
IHIS<br />
MANAGEMENT THE AUTHOR DEFINES SYSTEMS AND ThE SYSTEMS<br />
IN<br />
AND DISCUSSES THE PRIMARY CHANGES IT HAS BROUGHT<br />
CONCEPT<br />
IN THE PLANNING AND EXECUTION FUNCTIONS CF MANAGEMENT<br />
ABOUT<br />
SYSTEMS APPROACH TO PLA&NING MAY BE REVIEWED AS A LOG-'<br />
THE<br />
CONSISTENT METHOD OF REOUCING A LARGE PART OF A COM-'<br />
ICALLY<br />
PROBLEM TO A SIMPLE OUTPUT WHICH CAN BE USEO BY THE<br />
FLEX<br />
IN ARRIVING AT A -BEST- DECISION IN THE<br />
DECISION-MAKER<br />
APPROACH TD EXECUTILN, THERE HAS EVOLVED THE PROJECT<br />
SYSTEMS<br />
WHO CAN CUT ACROSS TRADITIONAL FUNCTIONAL LINES FOR<br />
MANAGER<br />
DECISIONS THE AUTHOR ALSO DISCUSSES THE IM-'<br />
IMPLEMENTING<br />
OF THE SYSIEMS CONCEPT AND QUALIFICATIONS A<br />
PLICATIONS<br />
MANAGER SHOULD HAVE<br />
MODERN<br />
BEIKE, RICHARD L<br />
C63<br />
OF BEHAVIORAL SCIENCES TO THE PRACTICE OF<br />
APPLICATION<br />
ENGINEERING<br />
INOUSTRIAL<br />
OF INDUSTRIAL ENGINEERING VOL 18 NO MAY 1967 6Po<br />
JOURNAL<br />
PROGRAM, MANPOWER, CONTROLt ANALYSIS<br />
TRAINING,<br />
ARTICLE DESCRIBES AN EXPERIMENT IN APPLYING CON-'<br />
THIS<br />
OF BEHAVIORAL SCIENCE TO THE PRACTICE OF INOUSIRIAL<br />
CEPTS<br />
TO IMPLEMENT A WCRK MEASUREMENT PROGRAM THE<br />
ENGINEERING<br />
OF THE PROGRAM WAS TO CONTROL MANPOWER AND REDUCE<br />
PURPOSE<br />
THROUGH THE ANALYSIS AND MEASUREMENT OF ThE ACTIVITIES<br />
COSTS<br />
?00 PEOPLE BY USING THE APPROPRIATE ENGINEERING TECH-'<br />
OF<br />
SUCH AS HIM, WORK SAMPLING, AND TIME SIUDY, WITH THE<br />
NIQUES<br />
THAT HUMAN CONSIDERATIONS CAN MEAN THE DIF<br />
UNDERSTANDING<br />
BETWEEN SUCCESS AND FAILURE THE INDUSFRIAL ENG-'<br />
FERENCE<br />
WERE GIVEN TRAINING IC HELP THEM DEVELOP A BEHAVIORAL<br />
INEERS<br />
APPROACH AS INTENOED, THE INDUSTRIAL ENGINEER BE-'<br />
SCIENCE<br />
RATHER THAN -FIXER RESULTS OF THE<br />
-CONSULTANT-ADVISOR-<br />
SHOWED THAT WHEN THE INDUSTRIAL ENGINEER UNDER-'<br />
EXPERIMENT<br />
AND USES BEHAVIORAL SCIENCE CONCEPTS, ThE TRADITIONAL<br />
STANDS<br />
TO HIS EFFORTS ARE CHANGED, RESULTING IN SIGN-'<br />
REACTIONS<br />
BENEFITS FOR THIS COMPANY<br />
IFICANT<br />
MOORE, JAMES M<br />
eE64<br />
IEST STATISTIC -A SCRAMBLE BOOK APPROACH-<br />
WHICH<br />
OF INDUSTRIAL ENGINEERING VCL I8 NO MAY 1967 6Po<br />
JOURNAL<br />
SELECTING, PROGRAMMED<br />
TEST,<br />
SCRAMBLE BECK APPRCACH OF PROGRAMMED LEARNING IS<br />
THE<br />
TO ASSII IN SELECTING AN APPROPRIATE TEST STATISTIC<br />
UTILIZEO<br />
TESTING HYPOTHESIS THE READER PROGRESSES THROUGH THE<br />
FOR<br />
BOOK OR FLOW CHART RESPONDING TO INQUIRIES ABOUT<br />
SCRAMBLE<br />
PARIICULAR TEST UNTIL HE UNCOVERS THE STATISTIC WHICH<br />
HIS<br />
MOST EFFICIENI FOR HIS CIRCUMSTANCES<br />
IS<br />
KNOWLES, HbNRY<br />
D665<br />
REACTIONS AND THE NATURE OF MAN<br />
HUMAN<br />
BUSINESS REVIEW VOL 45, 2, MARCH-APRIL, 1967 lOP<br />
HARVARD<br />
OFIIMISTIC, CONIROL<br />
ORGANIZATIONAL,<br />
ARIICLE OEALS WITH THE TNFLUENCE THAT ASSUMPTIONS<br />
THIS<br />
HUMAN NATURE HAVE ON hUMAN RELATIONS IN CUR SOCIETY,<br />
ABOUT<br />
ONLY IN ORGANIZATIONS, BUT ALSO ACROSS A WIDE RANGE OF<br />
NOT<br />
AND FORMS OF SOCIAL CONTROL BOTH ThE<br />
INSTITUTIONS<br />
AND OPTIMISTIC VIEWS OF MAN ARE PRESENTED<br />
PESSIMISTIC<br />
A DISCUSSION OF THE IDEAS OF MEN LIKE TAYLOR, FREbCt<br />
THROUGH<br />
ALLEE, DARWIN ANO OTHERS<br />
FROMM,<br />
OTHER VARIABLE WEIGHS MORE HEAVILY CN ThE ULTIMATE<br />
NO<br />
AND QUALITY OF ORGANIZATIONAL AND INTERPERSONAL<br />
FORM<br />
THAN THE CCNCEPT OF MAN FOR IHIS REASON, MANAGERS<br />
RELATIONS<br />
TO KNOW MORE ABOUT THE FUNDAMENTAL RELATIONSHIP BETWEEN<br />
NEED<br />
ThEY VALUE MAN AND THEIR OWN ORGANIZATIONAL LIVES<br />
HOW<br />
MORSE BRADFORD<br />
C666<br />
RESPONSIBILITY FOR PUBLIC MANAGEMENT<br />
PRIVATE<br />
BUSINESS REVIEW VOL 45, 2, MARCH-APRIL, 1967, gP<br />
HARVARD<br />
EDUCATIONAL<br />
INFORMATION,<br />
ARTICLE IS A SPECIAL REPORT PRESENTING CONGRESSMAN<br />
THIS<br />
BRADFORD MORSES IDEAS ON THE EXCITING POSSIBILITIES THAT<br />
F<br />
SYSTEMS MANAGEMENT APPROACH OFFERS FOR AN EFFECTIVE<br />
THE<br />
ON MAJOR SOCIAL AND ECONOMIC PROBLEMS BASICALLY THE<br />
AIIACK<br />
IN PROGRESS IN ACHIEVING NATIONAL GOALS OF CLEAN AIR ANO<br />
LAG<br />
LIVABLE CITIES AND EDUCATIONAL EXCELLENCE IS SEEN AS<br />
WATER,<br />
FAULT IN THE TRADITIONAL APPROACH TO PUBLIC PROBLEM<br />
A<br />
THE SUGGESIED NEW APPROACH INVOLVES USING THE<br />
SOLVING<br />
TECHNIQUES OF PRIVATE INDUSTRY TO DERIVE ANSWERS FOR<br />
SYSTEM<br />
PLBLIC PROBLEMS<br />
THESE<br />
ARE RELATED OF BEGINNING EXPERIMENTS OF THIS<br />
EXAMPLES<br />
APPROACH IN CLAIFORNIA AND NEW YORK. THE NEED FOR ACTION<br />
NEW<br />
SUPPORT OF THE PUBLIC MANAGEMENT BILL AND OTHER<br />
REQUIRES<br />
INFORMATION THE USE CF PRIVATE TOOLS IS REQUIRED<br />
RELATED<br />
PUBLIC PROGRESS<br />
FOR<br />
C667 ALBROOK, ROBERT C.<br />
146<br />
C668<br />
MANAGEMENT, TIME FCR A SECOND LOCK<br />
PARTICIPATIVE<br />
VOL 75, NC 5, MAY, 1967, PAGES<br />
FORTUNE,<br />
JOB, ANALYZE<br />
TEST,<br />
EMPLOYEES BY INVOLVING THEM IN COMMON AND<br />
MOTIVATING<br />
EFFORT IS AN OLD IDEA THAT HAS LONG SEEMED<br />
MEANINGFUL<br />
SOUND TE MANY BUSINESSMEN ThE TROUBLE IS THAT<br />
EMINENILY<br />
MANAGEMENT OOES OT ALWAYS WORK AND LATELY<br />
PARTICIPATIVE<br />
SCIENTISTS, IN A BURST OF IDEAS, HAVE BEEN<br />
BEHAVIORAL<br />
NEW APPROACHES TO THE OLD TASK OF MANAGFMENT<br />
SUGCESTING<br />
RESEARCHERS ARE NOT SUGGESTING A RETURN TO<br />
THE<br />
-GET TOLGH- CONCEPTS OF DAYS GONE BY BUT THEY<br />
AUTOCRATIC,<br />
CONTEND THAT MANAGEMENT MUST BE TAILER-MADE, SUITED TO<br />
DO<br />
WORK OR THE PEOPLE RATHER THAN PACKAGED IN STANOARD<br />
THE<br />
ACCORDING TC ONE VIEWPOINT, SOME PEOPLE ARE NOT<br />
MIXTURE<br />
NEVER WILL BE SLITEO FOR DEMOCRACY CN THE JOB<br />
AWL<br />
EXECUTIVE OR EMPLOYEE, CAN ANALYZE THE MANAGEMENT<br />
ANYONE,<br />
CF HIS OWN COMPANY OR DIVISION WITH ThE TEST CHART<br />
STYLE<br />
IN THE ARTICLE<br />
PRESENTED<br />
TOTAL- A MASTER PLAN TC CUT CGSTS<br />
PROJECT<br />
MANAGEMENT VOL 32, APRIL, I96T 5P<br />
BUSINESS<br />
PLAN<br />
PROGRAM,<br />
FIRMS HAVE AT LEAST ONE CCSI-CUTTING PROGRAM, ANC<br />
MANY<br />
HAVE SEVERAL UNTIL A YEAR AGO JANUARY BELL AERO-'<br />
SOME<br />
OF NIAGRA FALLS, N MAC FOUR THEN, MANAGEMENT<br />
SYSTEMS<br />
TO COORDINATE THESE FCLR PROGRAMS IN A NEW COMPANY<br />
DECILED<br />
COST REDUCTION EFFORT ThE NEW PROGRAM IS CALLED PRO-'<br />
WIDE<br />
TOTAL, AND IT SAVED THE COMPANY 4 75 MILLION DOLLARS<br />
JECT<br />
ITS FIRST YEAR IN OPERATION THERE ARE LESSONS IN IT<br />
DURING<br />
A GOOD MANY OTHER COMPANIES SEEKING TG CUT COSFS<br />
FOR<br />
UNDERSTAND TCTAL AND APPRECIATE ITS EFFECTIVENESS<br />
TO<br />
FOUR CGNSTITLENT PROGRAMS ARE DISCUSSED-EMPLOYEE SUG-'<br />
THE<br />
ZERO DEFECTS, PERFORMANCE IMPROVEMENT PROGRAM,<br />
GESTIONS,<br />
VALUE ENGINEERING THE TANGIBLE RESULTS FOR EMPLOYEES<br />
ANC<br />
IMPLEMENTED SLGGESTIONS WERE FORMERLY MERCHANDISE<br />
FROM<br />
AND THIS YEAR WILL BE CASH AWARDS<br />
CERIIFICATES<br />
HAMBURG, MORRIS ATKINS, ROBERT<br />
0669<br />
MODEL FOR NEW PRCOLCT DEMAND<br />
COMPUTER<br />
BUSINESS REVIEW VDL 45, 2 MARCH-APRIL, 1967,<br />
hARVARD<br />
EVALLATICN<br />
FORECASTING,<br />
FORMAL FORECASTING MCDEL TO GUICE MARKETING DECISIONS<br />
A<br />
THE EARLY LIFE OF A NEW PRODUCT CAN MAKE A NUMBER CF<br />
CURING<br />
CONTRIBUTIONS, INCLUDING THE ESIIMAIION OF FUTURE<br />
WORTHWHILE<br />
LEVELS OF NEW PRODUCIS THIS ARTICLE PRESENTS A CASE<br />
SALES<br />
TO ILLUSTRATE THE DEVELCPMENT ANC USE OF SUCH A MODEL<br />
SIUDY<br />
ARTICLE INCLUDES DISCUSSION OF THE ICENTIFICATIEN<br />
ThE<br />
IMPORTANT VARIABLES PRELIMINARY FORECASTS BASED ON<br />
OF<br />
DATA, INITIAL MARKETING DECISIONS, REVISION OF<br />
HISIORICAL<br />
DECISIONS AND A CONTINUED EVALUATION CF THE MODEL.<br />
MARKETING<br />
QUINN, JAMES BRIAN<br />
C670<br />
FORECASTING<br />
IECHNOLOGICAL<br />
BUSINESS REVIEW VOL 45, 2, MARCH-APRIL,<br />
HARVARD<br />
ORGANIZE, FORECASTING, ANALYSIS<br />
TEST,<br />
ARTICLE DISCUSSES THE PURPOSES CF TECHNOLOGICAL<br />
THIS<br />
IN TERM OF WHAT CAN BE PREDICTED ANC THE VALUE<br />
FORECASTING<br />
MANAGEMENT THE METHODS AND APPROACHES, INCLUDING DEMAND<br />
FOR<br />
THEORETICAL LIMITS TEST, PARAMETER ANALYSIS AND<br />
ASSESSMENT,<br />
ANALYSIS, ARE PRESENTED THESE FORECASTS ARE LIMIIED<br />
SYSTEMS<br />
UNPREDICTABLE INTERACTIONS, UNPRECEDENTED DEMANDS AND<br />
BY<br />
DATA<br />
INADEQUATE<br />
AS TO HOW CORPORATIONS CAN ORGANIZE FOR<br />
SUCGESTIONS<br />
FORECASTING ARE ALSO INCLUDED. IT IS CONCLUGEC<br />
TECHNOLOGICAL<br />
TECHNOLOGICAL FORECASTS CAN IMPROVE DECISIONS ANC ARE<br />
THAT<br />
ASSET WHEN THEIR MARGIN OF CONTRIBUTION EXCEEDS THE COST<br />
A<br />
THEIR PREPARATION<br />
OF<br />
WALTER, WALLACE, L<br />
C671<br />
ANALYSIS OF COMPUTING CENTER ENVIRONMENT<br />
FURIHER<br />
OF ThE ACM, VOL I0, NO 5,MAY, I67 7P<br />
COMMUNICATIONS<br />
PROGRAM, JOBS, ANALYSIS<br />
SELECTbG,<br />
CISIRIBUTIONS CF PROGRAM LENGTHS, EXECUTION<br />
EMPIRICAL<br />
PROCESSING TIMES, AND LLADING TIMES OF OVER IO,O00<br />
TIMES,<br />
SERVICED IN A UNIVERSITY COMPUTING CENTER ENVIRONMENT<br />
JOBS<br />
PRESENTED<br />
ARE<br />
DATA ARE SUBDIVIDED ACCORDING TO CERTAIN<br />
THE<br />
OF USERS AND JOBS TO OBTAIN SELECTED<br />
CHARACTERISTICS<br />
CONDIIIONAL DISTRIBUTIONS OF THOSE TIME PROPERTIES<br />
EMPIRICAL<br />
WELL AS STATISTICAL MEASURES OF OTHER INTERESTING<br />
AS<br />
THE RESULTS ARE INTERPRETcO IN TERMS OF THE<br />
PROPERTIES<br />
OF IHE SYSTEM STUDIED<br />
PROPERIIES<br />
BROMAGE, MARY C<br />
C672<br />
THAT MAKE SENSE<br />
SENTENCES<br />
JOLRNAL OF ACCOUNTANCY, VCL 123, NO 5 MAY, 1967 5P<br />
THE<br />
REPDRIS WRITING<br />
DOCUMENTATION<br />
AN ERA WHEN FAST, DIRECT COMMUNICATION CF IDEALS IS<br />
IN<br />
IT IS ANOMALOUS TO DISCOVER THAT COMMUNICATIOWS<br />
VITAL,<br />
ARE OFTEN IMPEDED BY UNCLEAR WRITING THIS<br />
PROFESSIONALS<br />
WHAT THE AUTHORS TEN YEAR STUDY OF DOCUMENTS CIRCULATED<br />
IS<br />
CORPORATE MANAGEMENT BROLGHT TO LIGHT AND WHAT PROMPTEO<br />
BY<br />
TO EXPLAIN HEW THESE COMMUNICATIONS GO WRCNC<br />
HER<br />
TUCKER, MICHAEL CLINE, VICTOR SCHMITT, JAMES R<br />
C67<br />
OF CREATIVITY FROM BIOGRAPHICAL INFORMATION<br />
PREDICIION<br />
OF APPLIED PSYCHOLOGY, VOL 51, NO 2,<br />
JOURNAL<br />
1967, 8PAGES<br />
APRIL,<br />
INFORMATION, ADMINISTERED<br />
SUPERVISORS,<br />
160-IIEM BIOGRAPHICAL INVENTORY, B[, WAS ADMINIS-'<br />
A<br />
TC 157 PHARMACEUTICAL SCIENTISTS WHO WERE RANDOMLY<br />
TERED<br />
TO GROUPS OF 79 AD 78 SUBJECTS EACH EACH<br />
ASSIGNEO<br />
FROM EACH ITEM IN THE BI WAS CDRRELATEO WITH 19<br />
ALTERNATIVE<br />
MEASURES OBTAINED ON EACH OF THE SCIENTISTS<br />
CRITERION<br />
PRIMARILY INVOLVED RAIINGS OF CREATIVITY, QUANTITY OF<br />
THESE<br />
PRODUCED, SKILL WITH PEOPLE, ETC OBTAINED FROM<br />
WORK<br />
PEERS, AND SUBORDINATES THERE EXISTED<br />
SUPERVISORS,<br />
LIIFLE RELATIONSHIP BETWEEN SUPERVISORY RATINGS<br />
REMARKABLY<br />
PEER RATINGS OF THE SCIENTISTS ON MDSI VARIABLES<br />
AND<br />
A DOUBLE CROSS-VALIDAIICN DESIGN, BI PREDICTOR KEYS<br />
USING<br />
WERE DEVELOPED FOR EACH OF THE CRITERION RATINCS AND APPLIED
TO THE NEW INDEPENDENT SAMPLE SIGNIFICANT CROSS<br />
ACROSS<br />
WERE OBTAINED, NOTABLY IN CREATIVITY PREDICTION<br />
VALIDITIES<br />
PORTER, LYMAN W MITCHELL, VANCE F<br />
C6T<br />
OF NEED SATISFACTIONS IN MILITARY BUSINESS<br />
STLDY<br />
HIERARCHIES<br />
OF APPLIED PSYCHOLOGY, VDL St, NO. 2,<br />
JOURNAL<br />
1967, 6PAGES<br />
APRIL,<br />
PERSONNEL, QUESTIONNAIRE<br />
SATISFACTION<br />
COMMISSIONED OFFICERS AND 594 NONCOMMISSIONED<br />
?03<br />
SERVIkG IN AN OVERSEAS AIR FURCE COMMAND COMPLETED<br />
PERSONNEL<br />
CUESTIONNAIRE MEASURING NEED FULFILLMENT AND SATISFACTION<br />
A<br />
FOR 3 LEVELS OF THE COMMISSIONED OFFICERS aERE<br />
RESLLTS<br />
TO PREVIOUS RESULTS FOR ANALOGOUS LEVELS OF<br />
COMPARED<br />
MANAGERS THE FINDINGS SHOWED THAT THE MILITARY<br />
CIVILIAN<br />
WERE LESS FLLFILLEC AND LESS SATISFIED THAN THEIR<br />
OFFICERS<br />
COUNTERPARTS HOWEVER, FULFILLMENT AND SATISFAC-'<br />
CIVILIAN<br />
INCREASED IN RELATION TO MILITARY RANK IN THE SAME<br />
TIDN<br />
AS FOR CIVILIAN MANAGERS WHEN COMMISSIONED OFFICERS<br />
WAY<br />
COMPARED WIIH NCNCDMMISSIDNED OFFICERS, HICFER NCCS<br />
WERE<br />
MORE FLLFILLMENT BLT LESS SATISFACTION THAN<br />
REPORTED<br />
COMMISSIONED OFFICERS<br />
LOWER-RANKING<br />
KLEIN, STUART MAHER, JCHh R DbNNINGTCN<br />
CE75<br />
SUBJECTS RESPONDING TO AN INDUSTRIAL OPINION<br />
ANONYMOUS<br />
SLRVEY<br />
OF APPLIED PSYCHOLOGY, VDL 51, NO. 2,<br />
JOLRNAL<br />
1967, 9PAGES<br />
APRIL,<br />
ATTITUDE<br />
TESTING<br />
COMPARISON OF ATTITUDE SURVEY RESPONSES BETWEEN<br />
A<br />
AND NONIDENTIFIED MANUFACTURING EMPLOYEES WAS<br />
10ENTIFIED<br />
UNDER CONDITIONS OF IDENTIFICATION INVOLVED A<br />
MACE<br />
DESIGNATION BY THE RESPONDEES MANAGER AS TO<br />
FACE-IO-FACE<br />
GROUP HE WAS TO BE INf HIGH THREAT, AND THE OTHER<br />
WHICH<br />
A RANDOM ALLOCATION AS THE RESPONDEE ENTERED THE<br />
INVOLVED<br />
RDOM LOW IHREAT ALL SUBJECTS WERE ASSURED CON-'<br />
TESTING<br />
OF IHEIR RESPONSESf AND THE NDNIDENTIFIEC<br />
FIDENTIALITY<br />
WERE ASSLRED ANONYMITY POSITIVE DISTORTION IN<br />
RESPONDEES<br />
TOOK PLACE UNDER BOTH IDENTIFIFD CONDITIONS, BUT<br />
RESPONSES<br />
MERE UNDER HIGH THREAT MDRECVER THE ITEMS<br />
SIGNIFICANTLY<br />
PRODUCED VARIABLE DISTORTION ITEMS DEALING WITH<br />
THEMSELVES<br />
AND WITH RATINGS OF TOP MANAGEMENT PRODUCED CONSIS-'<br />
SALARY<br />
POSITIVE OISTORIIONS<br />
TENT<br />
RUSH, HAROLD M<br />
COT6<br />
SCIENIISI CANDID CDVERSATICN WITH DORIS ARGYRIS<br />
BEEAVIGRAL<br />
CONFERENCE BOARD RECORD VOl 4, MAY 1967<br />
THE<br />
PERSONNEL, EDUCATION<br />
TRAINING,<br />
REPORT PRESENTS CLOSE-bE OF ONE OF THE MORE<br />
THIS<br />
PROPONENTS DF BEHAVIORAL SCIENCE IN INDUSTRY,<br />
PROMINENT<br />
ARGYRIS, AND LIVES HIS CANDID APPRAISAL OF ITS PRESENT<br />
CHRIS<br />
STATUS<br />
THE BEHAVIORAL SCIENTIST DOES IS TAKE A GOOD LEEK<br />
WFAT<br />
WHAT ARGYRIS LIKES TO CALL TFE -LIVINC SYSIEM,* THE WAY<br />
AT<br />
ACTUALLY BEHAVE TOWARDS ONE ANGTHER TPE WAY THEY<br />
PEOPLE<br />
DEAL WITH ONE ANOTHER ARGYRIS DISCUSSES THE<br />
ACTUALLY<br />
ROLE CF MANAGEMENT PRACTICE AS A RESULT DF BEHAV-'<br />
CHANGING<br />
RESEARCH HE ALSO DISCUSSES THOUGH-MINDED MANAGEMENT<br />
IORAL<br />
WHY THE BEHAVIORAL SCIENCES HAVE BEEN RESISTED IN<br />
ANd<br />
ARGYRIS FEELS THAT THE PERSONNEL MAN WILL NEED SOME<br />
CLOSING,<br />
OF NEW TRAINING FUR THE FUTURE PERHAPS WHOLE NEW<br />
KIND<br />
IS REQUIRED FOR MANY PERSONNEL MEN WHAT IS NEEDED<br />
EDLCATICN<br />
THAN ACADEMIC STUDY IS A RE-ORIENTATION ON THEIR PART<br />
MORE<br />
PALLETT, JAMES HOYT, DONALD<br />
OE?7<br />
APPRDAC TO GENERAL-BUSINESS CRITERION<br />
EMPIRICAL<br />
SPECIFICATION<br />
OF APPLIED PSYCHOLOGY, VDL 51, NO 2,<br />
JOURNAL<br />
1967, 6PAGES<br />
APRIL,<br />
SELECTION, RECRUITMENT, MULTIPLE-REGRESSIUN,<br />
SUPERVISORY,<br />
ANALYSES TRAINING<br />
JOB,<br />
INVESTIGATION SOUGHT TO DISCOVER SPECIFIC BE-'<br />
THE<br />
CHARACTERISIICS RELATED TO JUDGEMENTS CE SUCCESS<br />
HAVIORAL<br />
GENERAL BUSINESS ACTIVITIES SUPERVISORY RATINGS OF 23<br />
IN<br />
CHARACIERISTICS AND OF 2 OVERALL MEASURES OF<br />
SPECIFIC<br />
WERE OBTAINED FOR 230 bNIV OF IOWA GRADUATES<br />
SUCCESS<br />
IN NONSPECIALIZED ASPECTS OF BUSINESS ALL<br />
EMPLOYED<br />
HAD BEEN OLT OF COLLEGE FOR 5-10 YR MLLTIPLE--'<br />
SUBJECTS<br />
ANALYSES SHOWED THAT 13 OF THESE RATINGS WERE<br />
REGRESSION<br />
TD ACCOUNT FOR THE ENTIRE SET OF VARIANCES AND<br />
SUFFICIENT<br />
CF THESE 13 RATINGS MADE INDEPENDENT CON-'<br />
COVARIANCES,<br />
TD THE PREDICTION GF OVERALL RATINGS AND WERE<br />
TRIBbTIONS<br />
CONSIDERED TO BE ELEMENTS OF SUCCESS IN GENERAL<br />
THLS<br />
IMPLICATIONS WERE DRAWN FOR JOB RECRUIIMENI,<br />
BUSINESS<br />
GUIDANCE, AND TRAINING<br />
SELECTICN,<br />
ORCEGE, ROBERT C<br />
CE78<br />
OF APTITLDE-SCORE ADJUSTMENTS BY AGE CURVES<br />
EFFECTS<br />
OF APPLIED PSYCHOLOGY, VCL 51, NO 2,<br />
JOURNAL<br />
ig67 6PAGES<br />
APRILf<br />
JOB, ANALYSIS<br />
SELECTED<br />
STUDY WAS CONDUCTEO BY THE U EMPLOYMENT<br />
THIS<br />
TO DETERMINE THE RELATIVE VALIDIIY OF UNADJUSTED ANE<br />
SERVICE<br />
GATB APTITUDE SCORES FCR PREDUCTINC OCCU-'<br />
AGE-ADJLSTED<br />
SUCCESS 11 LONGITUDINAL OCCUPATIONAL VALIDATION<br />
PAIIONAL<br />
CONDUCTED CN SAMPLES VARYING IN SIZE FROM 56 TO<br />
STLDIES,<br />
WERE SELECTED FOR THE ANALYSIS FOR EAC SAMPLE THE<br />
CASES,<br />
OF UNACJUSTED AND AGE-ADJUSTED APTITUDE SCORES<br />
VALIDITIES<br />
PREDICTING DCCCPATICNAL SUCCESS WERE COMPARED FOR THE<br />
FOR<br />
GATB APTITUDE MEASURES DIFFERENCES BETWEEN VALIOITIES<br />
9<br />
TO BE SMALL<br />
TENDED<br />
TORGERSEN, HAYES, H ABRLZZI ADAM<br />
OE7g<br />
qUEUING<br />
INTRODUCING<br />
OF INDLSTRIAL ENGINEERING VCL I8 NO MAY 1967<br />
JOURNAL<br />
ADMINISTERED<br />
DECISICN,<br />
ARTICLE DESCRIBES A SIMULATION EXERCISE -GAME- FUR<br />
THIS<br />
AS TEACHING AID TO INTRODUCE THE CONCEPT OF A QUEUEINC<br />
USE<br />
THE EXERCISE UTILIZES BOTH THE PARTICIPATION AND<br />
SYSTEM<br />
FEATURES OF A MANAGEMENT GAME BUT CES NOT PER-'<br />
COMPETITION<br />
SEQLENTIAL DECISION-MAKING, SINCE EACH PARTICIPANT CAN<br />
HIT<br />
AND OBSERVE IHE EFFECTS OF ONLY ONE OECISICN NEVER-'<br />
MAKE<br />
147<br />
THE GAME CAN BE EASILY LEARNED, CAN BE EASILY AD-'<br />
THELESS<br />
WITHCUT EXPENSIVE EQUIPMENT DR EXTENSIVE ERE-'<br />
MINISTERED<br />
AND II CAN BE PLAYED IN IHE CLASSROOM OR IN-'<br />
PARAIIGN,<br />
THE QLEbEING GAME DESCRIBED IS SIMPLE BUT IN-'<br />
DIVIDUALLY<br />
STRUCTIVE<br />
H[NRICHS, JOHN R MISCHKIND, LOUIS A<br />
0680<br />
OF IHE IWO-FACTCR HYPOTHESIS OF JOB SATISFACTION<br />
LIMIIATIONS<br />
OF APPLIED PSYCHCLOGYf VOL 51, NO 2<br />
JOLRNAL<br />
1967, IOPAGES<br />
APRIL<br />
JOB EMPIRICAL THEORETICAL<br />
SATISFACTION<br />
SALIENT REASONS FCR CURRENT JOB SATISFACTION WERE<br />
THE<br />
FOR HIGH- AND LOW-SATISFACTION RESPONDENTS 613<br />
COMPARED<br />
IN TEE FRAMEWORK CF HERZBERGS 2-FACTOR<br />
TECHNICIANS,<br />
AN ALTERNATE NCTIGN STATED THAT -MOTIVATORS-<br />
HYPOTHESIS<br />
THE PRIME INFLLECERS DF SATISFACTION WHILE -HYGIENE-<br />
ARE<br />
ACT TO LIMIT COMPLETE SATISFACTION FOR HIGHS ANO<br />
FACTORS<br />
DISSATISFACTION FOR LOWS THE DATA WHILE<br />
COMPLETE<br />
SDPPORTIkG NEITHER FORMULATION, WERE MERE ABE-'<br />
STRICTLY<br />
COORDINATED WITH THE ALTERNATE CONCEPTION THE<br />
UATELY<br />
BODY OF CONTRADICTORY RESULTS AND THE INABILITY OF<br />
MOUNTING<br />
2-FACTOR THEORY 10 HANDLE DEVIANT CASES CALLS FOR A<br />
THE<br />
LCOK AT THE SATISFIERSIDISSATISFIERS CONCEPT A NEW<br />
FRESH<br />
IS OFFERED IN TERMS CF ROTTERS SOCIAL LEARNING<br />
CGNSTRLCT<br />
THEORY<br />
BUTTIGLIERI, MATTHEW W GUENETTE, MARIE<br />
0681<br />
RECORD CF NELROPSYCFIATRIC PATIENTS<br />
DRIVING<br />
OF APPLIED PSYCHOLCCY, VOL 51, NC 2f<br />
JOLRNAL<br />
1967, 5PAGES<br />
APRIL,<br />
ADMINISTRAIION<br />
HOSPITAL,<br />
ORIVING RECORDS WERE CBTA/NEO FROM THE CALIF<br />
THE<br />
F MOTOR VEHICLES FOR ALL PATIENTS AMITTED TO THE<br />
DEPI<br />
WARDS DF THE SEPULVEDA, CALIF VETERANS<br />
NELROPSYCHIATRIC<br />
HOSPITAL WIIH ACTIVE DRIVERS LICENSES IN<br />
ADMINISTRATION<br />
POSSESSION THE 165-PATIENT SAMPLE HAD ACCIDENT AND<br />
THEIR<br />
RECUROS WHICH DID NOT DIFFER SIGNIFICANTLY FROM<br />
VIOLATION<br />
CALIF MALE DRIVING POPULATION 80| DF THE SAMPLE<br />
THE<br />
NO ACCIDENTS AND MORE THAN TWO-THIRDS OF THE SAMPLE<br />
HAL<br />
NO MORE THAN DRIVING VIOLATION DURING THE 3YR<br />
HAD<br />
HOSPITALIZATION THERE WAS NO CLEAR-CLT DIFFER-'<br />
PRECEDINC<br />
IN NEGLIGENT-OPERATOR POINT COUNT BETWEEN THE PATIENT<br />
ENCE<br />
AND THE CALIF MALE DRIVING POPULATION EXCEPF AT THE<br />
GRCUP<br />
END OF THE PCINI-COUNT DISTRIBUTION FOR A VERY SMALL<br />
HIGH<br />
OF PATIENTS<br />
PROPORTION<br />
GREENWCCD JOHN M MC NAMARA, WALTER J<br />
0682<br />
RELIABILITY IN SITUATIONAL TESTS<br />
INTERRATER<br />
OF APPLIED PSYCHOLOGY, VGL 51, NO 2,<br />
JOURNAL<br />
196 6PAGES<br />
APRILe<br />
EVALUAIORS<br />
TESTS,<br />
STLDY WAS CONDUCTED TC DETERMINE THE EEGREE OF<br />
THIS<br />
RELIABILITY IN SITUATIONAL TESTS AND TQ DETER-'<br />
INTERRATER<br />
THE RELATIVE EFFECTIVENESS OF PROFESSIONAL AND NON-'<br />
MINE<br />
EVALUATORS IN THIS TYPE OF SITUATION. THE<br />
PROFESSIONAL<br />
INDICATE THAT THE RELIABILITY OF OBSERVER RATINGS<br />
RESULTS<br />
RANKINGS ARE REASONABLY HIGH IN SEVERAL DIFFERENT<br />
AND<br />
TESTS CF PARTICULAR SIGNIFICANCE IS THE<br />
SITUATIONAL<br />
THAT ADEQUATE RELIABILITY CAN BE OBTAINED FROM THE<br />
FINDING<br />
OF NONPROFESSIONAL EVALLATCRS IN BUSINESS-ORIEnTED<br />
USE<br />
TESTS<br />
SITUATIONAL<br />
FARLEY, JOHN U SWINTH, ROBERT<br />
C6B]<br />
SALES MESSAGE EFFECT CN CUSTOMER-SALESMAN<br />
CHOICE<br />
INTERACTIO<br />
OF APPLIED PSYCHDLCCY, VOL 51, NO 2,<br />
JOLRNAL<br />
1967, 4PAGES<br />
APRIL,<br />
EVALUATION<br />
MAKING,<br />
CROUP OF 87 FEMALE SLBJECTS WERE PRESENTED ALTER-'<br />
A<br />
SALES MESSAGES FOR A ROLL-UP YARDSTICK PRO-'<br />
NATIVE<br />
STRESSED PRODUCT ATTRIBUTES AND THE OTHER<br />
SENTATICN<br />
A COMPLIMENTARY PERSONAL DISCUSSION OF HOW THE<br />
STRESSED<br />
IS CONSISTENT WITH SUBJECTS ROLE IN LIFE EACH<br />
PRCDUCT<br />
PROVIDED SCALED EVALUATIONS OF THE PRODUCT AND THE<br />
SUBJECT<br />
AFTER MAKING HER CHOICE BETWEEN THE PRODUCT AND A<br />
SALESMAN<br />
OF MONEY SIGNIFICANT AND POSITIVE DIFFERENTIAL<br />
SUM<br />
OF BETH PRODUCT AND SALESMAN WERE FOUND FOR<br />
EVALUATION<br />
WHO CHOSE THE PRGDUCT RATHER THAN MONEY AND THOSE<br />
SUBJECTS<br />
RECEIVED THE PRESENTATION STRESSING PRODUCT ATTRIBUTES<br />
WHO<br />
AND EVALUATICN-PRESENTATICN INTERACTIONS<br />
EVALUATION-RESPONSE<br />
ALSO SIGNIFICANT ALTHOUGH SALES RATES WERE APPROXI-'<br />
WERE<br />
EQUAL FOR IHE SALES MESSAGES<br />
MATELY<br />
CORDONf LEONARD V<br />
C68<br />
PSYCHOMETRIC WORK-SAMPLE APPROACHES TO PREDICTIC<br />
CLINICAL<br />
OF APPLIED PSYCHOLCCY, VOL 51 NO 2,<br />
JOURNAL<br />
1967, gPAGES<br />
APRII<br />
TEST PEACE-CORPS<br />
TRAINING<br />
STUDY TO DETERMINE WHETHER FAILURE TG BE SELECTED<br />
A<br />
OVERSEAS ASSIGNMENT COULD BE PREDICTED PRICR TO PEACE<br />
FOR<br />
TRAINING 178 PEACE CORPS VOLUNTEERS, ASSIGNED TC 3<br />
CORPS<br />
REPORIED PRIOR TO TRAINING FOR A FULL WEEK OF<br />
PROGRAMS,<br />
WHICH INCLUDED INDIVIDUAL SITUATIONAL TESTS,<br />
ASSESSMENT,<br />
PERSONALITY TESTS, PROJECTIVE TESTS, AND<br />
PAPER-AND-PENCIL<br />
LANGLAGE TRAINING PREDICTICNS GF NCNSELECTIDN<br />
WORK-SAMPLE<br />
MADE BY CLINICAl METHODS, FROM LANGUAGE SCORES ALONE<br />
WERE<br />
A COMBINATION CF PAPER-AND-PENCIL PERSONALITY TEST<br />
FROM<br />
ALONE, AND BY ASSESSMENT BASED Oh THESE LAST 2 SETS<br />
SCORES<br />
SCORES ALL SEIS OF PREDICTIONS HAD SIGNIFICANT<br />
OF<br />
HOWEVER, NO SIGNIFICANT DIFFERENCES GCCURRED<br />
VALIDITY<br />
METHODS, THE SIMPLESI AND CHEAPEST APPROACH BEING AS<br />
AMONG<br />
AS THE MOST COMPLEX AND COSTLY.<br />
EFFECTIVE<br />
LEE, HAK CHONG<br />
DE85<br />
ORGANIZATIONAL IMPACT OF COMPUTERS<br />
THE<br />
SERVICES, VOL 4, NC 3, MAY-JUNE g67 5P<br />
MANAGEMENT<br />
FORECASTS<br />
ORGANIZATIONAL,<br />
INTRODUCTION OF ELECTRONIC DATA PROCESSING HAS<br />
IHE<br />
ACCOMPANIED BY GLOOMy FORECASTS DF UNEMPLOYMENT AND THE<br />
BEEN<br />
OF MIDDLE MANAGEMENT HAVE THESE PREDICTIONS<br />
ELIMINATIN<br />
BORNE OUT NUT YET, THIS AUTHOR CONCLUDES AFTER<br />
BEEN<br />
THE RESEARCH TO ATE ON THE ORGANIZATIONAL IMPACT<br />
SURVEYING
COMPUTERS THAT GOES NOT MEAN THEY NEVER WILL, HE WARNS,<br />
OF<br />
FOR COhTIhUING STUDY OF EOPS IMPACT<br />
CALLING<br />
GARGILLO GRANVILLE R<br />
C6B6<br />
OF CPM IN SYSTEMS INSTALLATIONS<br />
USE<br />
SERVICES, VOL 4, NO 3, MAY-JUNE 196T 9P<br />
MANAGEMENT<br />
PLANNING CONTROLLING, ANALYSIS<br />
PROGRAMS,<br />
PROJECIS O0 NOT HAVE ALL THE CHARACTERISTICS<br />
SYSTEMS<br />
BY THE PROGRAMS TC WHICH THE CRITICAL PATH METHOD<br />
POSSESSED<br />
OTHER NETWORK ANALYSIS TECHNIQUES HAVE TRADITIONALLY<br />
AND<br />
APPLIED NEVERIHELESS, THIS AUTHOR ASSERTS, CPM CAN BE<br />
BEEN<br />
IN PLANNING, SCHEDULING, AND CONTROLLING SYSTEMS<br />
USEFUL<br />
HE DEMONSTRAIES HIS THEORY BY PRESENTING A<br />
INSTALLATIONS<br />
STUDY OF A COMPUTER INSTALLATION TO ILLUSTRATE THE<br />
CASE<br />
AND SUGGEST A BROADER SET OF CRITERIA FOR DETERMIhINC<br />
METHOD<br />
SUITABILITY OF ETWORK ANALYSIS<br />
THE<br />
KAIMAN RICHARD A.<br />
6687<br />
GENERAL GUIDING PRINCIPLES OF DATA PROCESSING<br />
SEVEN<br />
SERVICES, VOI , NC 3, MAY-JUNE 1967<br />
MANAGEMENT<br />
EVALLATION<br />
INFORMATION<br />
DESIGN OF AN IhPORMATION SYSTEM IS A COMPLEX TASK<br />
THE<br />
THIS OVERAGE OF COMPLEXITIES, HOWEVER IS BASED ON<br />
ALL<br />
OF A FEW GENERAL PRINCIPLES THIS AUTHOR HAS<br />
AMPLIFICATION<br />
DOWN THESE PRINCIPLES I CHECK LIST FORM FOR READY<br />
SET<br />
IN THE DESIGN DR EVALUATICN OF A DATA PROCESSING<br />
REFERENCE<br />
SYSTEM<br />
FEIN, MITCHELL<br />
0E88<br />
RATIONAL BASIS FOR NORMAL IN WORK MEASUREMENT<br />
A<br />
JOURNAL OF INDUSTRIAL ENGINEERING, VOL 18, NO 6, JUNE<br />
THE<br />
6P<br />
1967,<br />
DESCRIPTION APPRAISAL<br />
JOB<br />
DEFINIIION OF NORMAL IS CRITICAL TO THE PROCESS<br />
THE<br />
WORK MEASUREMENT AND THE ESTABLISHMENT OF TIME STAND-'<br />
OF<br />
THIS ARTICLE DISCUSSES PREVAILING COECEPTS OF NORMAL<br />
ARDS<br />
SUCCESTS AND APPROACH THAT MEETS MEASUREMENT CRITERIA<br />
AND<br />
IN THE DISCUSSION ARE THE ROLE THE ENGINEER<br />
INCLUDED<br />
PERFORM AND THE ROLE THAT MANAGEMENT, OR MANAGEMENT<br />
SHOULD<br />
LABOR, SHOULD PERFORM<br />
AND<br />
FOX, P O KRIEBEL, C H<br />
0689<br />
EMPIRICAL STUDY OF SCHEDULING DECISION BEHAVIOR<br />
AN<br />
JOLRNAL DF INDUSTRIAL EGINEERING VOL I8, NO. 6, JUNE<br />
THE<br />
7P<br />
1967<br />
PROGRAMMED, OPTIMAL, DECISION<br />
RULEr<br />
IS A DISCLSSION CF SCHEDULE SEGbENCING AND CEV-'<br />
THERE<br />
OF A MODEL WHICH DESCRIBES CERTAIN ASPECTS OF THE<br />
ELOPMENT<br />
BEHAVIOR OF A MANAGER IN A NEW ENGLAND<br />
DECISION-MAKING<br />
FIRM THE PRODUCTION SCHEDULING RECURS DAILY<br />
MANUFACIURING<br />
CAN BE PROGRAMMED IN THE FORM OF DECISION RULE THE<br />
AND<br />
PROVIDES A MECHANISM FOR INTERPRETING THE MANAGERS<br />
MODEL<br />
WITH REASONABLE ACCURACY SCHEDULING DECISION PER-'<br />
BEHAVIOR<br />
IS DISCUSSED IN TERMS CF OPTIMAL AhD CONSISTENT<br />
FORANCE<br />
UNDER ThE DECISION RULE<br />
BEHAVIOR<br />
WHITEHbRST, CLINTON H., JR<br />
CDgO<br />
AND IECHNICAL COMPETENCE<br />
ADMINISTRATION<br />
JOLRNAL OF INDUSTRIAL EhGINEERING, VOL 18, NO 6,<br />
THE<br />
1967, 5P<br />
JUNE<br />
ADMINISFRATIEN<br />
EDUCATION,<br />
ARTICLE DISCUSSES THE PAST ANO PRESENT FORMAL<br />
THIS<br />
EDUCATION OF INDUSTRIAL MANAGERS AND<br />
UNDERGRADUATE<br />
SOME POSSIBILITIES FOR THE FUTURE THE NEED FOR<br />
SUGGESTS<br />
ADMINISTRATIVE QUALITIES AND TECHNICAL COMPETENCE<br />
BOTH<br />
POITED OUT.<br />
IS<br />
BRICGS, JOHN<br />
C691<br />
PSYCHOLOGY OF SUCCESSFUL PERSUASION.<br />
THE<br />
JOURNAL OF THE MAERICAN SOCIETY OF CHARTEREO LIFE<br />
THE<br />
VOL 21Q NC 2, APRIL [967, I6P<br />
UNDERWRITERS<br />
COMMUNICATION<br />
INTERPERSONAL<br />
AND COMMUNICATION ARE POPULAR FOPICS TODAY.<br />
PERSUASION<br />
ARTICLE DISCUSSES THE INTERRELATIONSHIPS BETWEEN PER-'<br />
THIS<br />
AND COMMUNCATION AND THEIR CRLTICAL SIGNIFICANCE TO<br />
SUASION<br />
RELATIONSHIPS. MOST OF THE PRINCIPLES AND TECHNIQUES<br />
HUMAN<br />
IN THE ARTICLE ARE APPLICABLE TO ALL TYPES OF<br />
DISCUSSED<br />
RELATIONSHIPS THE ARTICLE FIRST DISCUSSES THE ES-'<br />
BUSINESS<br />
ASPECTS OF INTERPERSCNAL COMMUNICATION AND THEN<br />
SEhTIAL<br />
THIS DIRECTLY TO A DISCUSSION OF THE ASPECTS GF THE<br />
RELATES<br />
OF PERSUASION THE SECOND PART CF THE ARTICLE WILL<br />
PROCESS<br />
IN THE NEXT ISSUE OF THE JOURNAL<br />
APPEAR<br />
EIS, BEN M<br />
C692<br />
ANALYTICAL APPROACH TO THE CONCEPT OF IMAGE<br />
AN<br />
MANAGEMENT REVIEW VCL 9, NO 4, SUMME 1967, 7P<br />
CALIFORNIA<br />
SELF-CCkCEPT<br />
ARTICLE PRESENTS AN ANALYTICAL APPROACH TO THE<br />
ThIS<br />
OF IMAGES THE MODEL EMPLOYED IS ThREE-DIMENSIONAL<br />
STUDY<br />
OF ONE INDIVIDUALS IMAGE SET, WHICH REPRESENTS THE<br />
GRAPHIC<br />
POSSESSED BY THAT INDIVIDUAL THE DIMENSIONS OF<br />
KNOWLEDGE<br />
MODEL ARE THREE PAIRS DF GPPOSITE ENTITY CHARACTERISTICS<br />
THE<br />
BLEND TO GENERATE AN IMAGE IN THE INDIVIDLALS MIND<br />
WHICH<br />
PORITION OF THE IMAGE OF A GIVEN ENTITY CAN BE LOCATED<br />
THE<br />
THE SET BY MEASURING THE RELATIVE PROPORTIONS OF EACH<br />
IN<br />
OF THE PAIRS OF OPPOSING ENTITY CHARACTERISTICS<br />
MEMBER<br />
ENTITY CHARACIERISFICS ARE TAnGIBILITY-INTANGIBILITY,<br />
THESE<br />
AND CONSONANCE-DISSONANCE WITH<br />
SIGNIFICANCE-INSIGNIFICANCE,<br />
INDIVIDUALS SELF-IMAGE, SICE THESE ARE IMACE<br />
THE<br />
OF ANY ENTITY, THEY CAN BE APPLIED TO THE<br />
CHARACIERISTICS<br />
OF ALL IMAGES.<br />
STLDY<br />
ALBAUM, GERALD<br />
C693<br />
FLOW AND DECENTRALIZED DECISION MAKING IN<br />
INFORMATION<br />
MARKETIhG<br />
MANAGEMENT REVIEW VCL. 9, NO 4 SUMMER 1967<br />
CALIFORNIA<br />
ORGANIZATION, MAKING, INFORMATION, DECISION<br />
PLANNED<br />
MAJOR INFORMATIONAL PROBLEM FACES MANY BUSINESS FIRMS<br />
A<br />
PARTICULARLY THOSE FIRMS THAT HAVE DECENTRALIZED<br />
TODAY,<br />
OPERATIONS AND DECISION MAKING THIS ARTICLE CISCUSSF<br />
THEIR<br />
EFFECTIVE INTEGRATION OF MARKETING INFORMATION INTO<br />
THE<br />
SIRATEGY A MODEL IS PRESENTED WFICH IMPLIMENTS<br />
MARKETING<br />
INTEGRATIO<br />
THIS<br />
DIFFERENT TYPES OF MARKETING IFORMATIN PLANNED<br />
THE<br />
14B<br />
UNSOLICITED, ARE CONSIDERE THE MODEL PRESENTED IN THIS<br />
AND<br />
HAS VALUE AS A CONCEPTUAL FCUNOATIC UPEN WHICH A<br />
ARTICLE<br />
CAN STRUCTURE ITS OWN SYSTEM<br />
COMPANY<br />
CHARTS ILLUSTRATE THE INFORMATION FLOW<br />
ORGANIZATION<br />
IN THE ARTICLE<br />
DISCUSSED<br />
HERSHEY, ROBERT<br />
E94<br />
OF MANAGING INDUSTRIAL RESEARCH<br />
PROBLEMS<br />
MANAGEMENT REVIEW VOL 9, NO , SUMMER I967 6P<br />
CALIFORNIA<br />
OPTIMAL<br />
PLAnNInG,<br />
THIS ARTICLE MR HERSHEY, RECENTLY RETIRED VICE<br />
IN<br />
OF OLPONT DE NEMOURS AhD COMPANY IS ITER-'<br />
PRESIDENT<br />
BY PROFESSOR C WEST CHLRCHMAN AND DR CARLOS E<br />
VIEWED<br />
ABOUT PROBLEMS ASSOCIATED WIIH RESEARCH AND<br />
KRUYTBSCH<br />
ACTIVITIES THE INTERVIEW REVOLVES AROUND SUCH<br />
DEVELOPMENT<br />
AS WHAT KIND OF RESEARCH ENVIRONMENT IS OPTIMAL<br />
PROBLEMS<br />
INDLSTRY WHAT ARE THE TASKS OF THE RESEARCH MANAGER<br />
IN<br />
RESEARCH AND DEVELOPMENT PLANNING BE PRIMARILY<br />
SHOULD<br />
TO LDNGRAhGE WET PROFIT IF LNIVERSITY GRADUATES<br />
GEARED<br />
DF RESEARCH AND DEVELOPMENT IN PRIVATE INDUSTRY<br />
PERCEPTIONS<br />
NEGATIVE, WHAT ARE THE REASONS THESE QUESTIONS AND<br />
ARE<br />
ARE ANSWERED IN THIS INTERVIEW<br />
OTHERS<br />
RIOhMA BARRY<br />
0E95<br />
SOVIET EDUCATIONAL AND RESEARCH REVOLUTION<br />
THE<br />
MANAGEMENT REVIE VOL IX, 4, SUMMER, 1967<br />
CALIFORNIA<br />
EDUCATION ANALYSIS MANAGEMENT<br />
INFORMATION<br />
ARTICLE DISCUSSES THE EMERGING EDUCATIONAL AND<br />
THIS<br />
REVDLLIIDN IN THE SOVIEF UIC WHICH HAS OEFINATE<br />
RESEARCH<br />
FOR INDUSTRIAL MANAGEMENT IN THAT COUNTRY. TFE<br />
IMPLICATIONS<br />
TREND HAS BEEN TOWARD LIBERALIZATIO AC BROADENING<br />
RECENT<br />
SOVIET HIGHER EDUCATION AND RESEARCH ACTIVITY A NEED FOR<br />
OF<br />
TO DISCIPLINES OUTSIDE THE FIELO CF SPECIALIZATION<br />
EXPOSURE<br />
RECOGNIZED, ALONG WITH ThE NEED TO INCREASE TIES AND<br />
IS<br />
INFORMATION BEIWEE DISCIPLINES THERE HAS BEEN<br />
EXCHANGE<br />
RECENTLY Ih THE BEHAVICRAL SCIENCES<br />
GROWTH<br />
EDLCATION MUST EMPHASIZE EUAMTITATIVE METHODS<br />
ECONOMIC<br />
ECONOMIC ANALYSIS MANAGEMENT THEGRY REGUIRES SCHOOLS<br />
AND<br />
EXPAND<br />
THE SOVIET UIDk RECOGNIZES THE EED FOR AN<br />
CLRRENTLY<br />
APPROACH TO THE DEVELOPMENT CF MANAGEMENT<br />
INIEROISCIPLINARY<br />
THEY WILL ALSO LOOK TO THE WEST FOR METHODS TO<br />
IHEORY<br />
TO STAY IN THE ECONOMIC RACE<br />
FOLLOW<br />
KANTER, JEROME<br />
0696<br />
UBIQUITOUS DATA BASE CONCEPT<br />
THE<br />
PROCESSING VDL 9, 5 MAY, 1967<br />
DATA<br />
ANALYSIS<br />
INFORMATION,<br />
ANALYSIS OF THE DATA BASE CONCEPT, WHICH WHILE<br />
AN<br />
A LOGICAL APPROACH TO THE PAPER WORK EXPLOSIDk WHICF<br />
SEEMING<br />
HIT MANY BLSINESSES CARRIES WITHIN IT A PARAOOX THE<br />
HAS<br />
IS THAT THE APPARENT LOGIC OF SUCH CDkCEPT LULLS<br />
PARADOX<br />
IkTO OVERLOOKING SOME IMPORTANT CONSIDERATIONS<br />
MANAGEMENT<br />
THE DATA BASE SYSTEM<br />
ADOPTING<br />
CUSTOMER IFORMATIEN FILE IS DISCUSSED IN REGARD<br />
THE<br />
CONTENT, TIME AND FILE MEDIUM DIMENSIONS WHICH ARE OFTEN<br />
TO<br />
CONSIDERATIONS THESE PROBLEMS CO NOT PRESENT<br />
OVERLOCKED<br />
ROADBLOCKS BLT RATHER ARE BROUGHT OUT BY THE<br />
INSURMOLNTABLE<br />
OF THE DATA BASE CONCEPT<br />
USE<br />
CLAUTICE, GEORCE H<br />
069?<br />
hEW SOURCE OF PRUGRAMMERS THE VISUALLY HANDICAPPED<br />
A<br />
PROCESSINC VOL 9, 5, MAy, 1967, 6P<br />
DATA<br />
RECRUIT PROGRAMMER, PERSONNEL, HANDICAPPED<br />
TRAINING,<br />
OF THE BIG PROBLEMS Ik DATA PROCESSING IS THAT OF<br />
OE<br />
TRAINING AND KEEPING SKILLED PROCRAMMERS WITH<br />
RECRUITING,<br />
INCREASED USE OF COMPUTERS, AND THE LACK OF READILY<br />
ThE<br />
PERSONNEL, THE PROBLEM BECOMES HUGE ONE COMPANY<br />
AVAILABLE<br />
HAD A MARKED SUCCESS IN SOLVING THIS PROBLEM BY HIRING<br />
HAS<br />
VISLALLY HANDICAPPED AT A TIME WHE PERSONNEL RECRUITER<br />
THE<br />
TRYING ALMOST EVERYTHING I AN EFFORT TO RECRUIT MORE<br />
ARE<br />
AND SYSTEMS PEOPLE, IT MIGHT BE WELL TO<br />
PROGRAMMERS<br />
HOW CkE MAN IS SUCCEEDING<br />
INVESTICATE<br />
RETLRNS RESULTING FROM HIRING THE ANDICAPPEO<br />
ECONOMIC<br />
GOOD STAFF, LOW TURhOVER, HIGH [NTEREST TOP<br />
INCLUDE<br />
AND REDUCED TAXES<br />
MOIIVATION<br />
GRAT, C B S<br />
CE98<br />
PRIVATE DATA PROCESSING SCHCOLS NEED REGULATION<br />
DO<br />
PROCESSING VOL 9, NO 5 MAY 1967, 2P<br />
DATA<br />
SELECT, PERSOkNEL, IFORMATION, EDUCATION<br />
TRAINING,<br />
THE DEMAND FOR EDLCATION AND OATA PRCCESSING<br />
WIIH<br />
GROWING AT A GEOMETRIC RATE, WHAT IS TO BE CONE<br />
PERSONNEL<br />
THE PROSPECTIVE STUDENT WITH A MEANINGFUL AND HONEST<br />
PROVIDE<br />
THIS ARTICLE DISCUSSES THIS GUESIIN IN VIEW OF<br />
EOUCATION<br />
PROCESSING SCHOOLS AND THE NEED FOR THEYRE REGULATION<br />
DATA<br />
PRIVAIE SCHOOLS CHARGE -TOO MUCH- FOR COURSE,<br />
SOME<br />
UNQUALIFIED INSTRUCTORS, AND OBSOLETE EQUIPMENT<br />
PROVIDE<br />
THEIR VALUE CAN BE RIGHTFULLY CUESTIOEB YET IT MUST<br />
THUS<br />
REALIZED THAT EVEN THESE UNACCREDITED SCHOOLS ARE NOT<br />
BE<br />
WORTHLESS BECAUSE THEY MIGHT PRCVlCE THE MOTIVATION<br />
TOTALLY<br />
AN INDIVIDUAL TO OBTAIN FURTHER TRAINING<br />
FOR<br />
ARTICLE CONCLUDES THAT THE PROPER ROLE OF THE<br />
THE<br />
SOCIETIES SHOULD BE TO EXPOSE ABUSES AND<br />
PRCFESSIONAL<br />
INFORMATION BUT THE STUDENT THEN SHOULD BE LEFT<br />
PROVIDE<br />
TO SELECT THE COURSES THAT HE FEELS WILL FIT HIS<br />
ALONE<br />
NEEDS<br />
BECKHARD, RICHARD<br />
D99<br />
CONFRONTATION MEETING<br />
THE<br />
BUSINESS REVIEW VOL 45, NO 2, MARCH-APRIL [96? 7P<br />
HARVARD<br />
ORGANIZATION, INFORMATION<br />
PLANNING,<br />
THE PERIODS OF STRESS FOLLOWING MAJOR ORGANIZATIONAL<br />
IN<br />
A QUICK EFFICIENT MEANS OF SEhSING THE STATE OF<br />
CHANGES<br />
ORGANIZATIONS ATTITUDES AND FEELINGS IS REQUIRED THIS<br />
THE<br />
PRESENTS THE CONFROhTATION MEETING AS A SOLUTION TO<br />
ARTICLE<br />
PROBLEM THREE CASE STLDIES ARE DESCRIBED, ILLUSTRATINC<br />
THIS<br />
USE OF THE CONFRONTATIO MEETING THE BASIC COMPONENTS<br />
THE<br />
THIS TYPE OF MEETING ARE CLIMATE SETTING INFORMATION<br />
OF<br />
INFORMATION SHARING, PRIORITY SETTING,<br />
COLLECTING,<br />
ACTION PLA&NING IMMEDIATE FOLLOW-UP BY A TOP<br />
ORGANIZATION<br />
COMMIITEE AND A FRDGRESS REVIEW<br />
MANAGEMENT
CONFRONTATION MEETING PROVIDES MANAGEMENT WITH AN<br />
THE<br />
READING ON THE ORGANIZATIONS HEALTHt INCREASED<br />
ACCURATE<br />
IN THE GOALS, ThE OPPORTUNITY FOR WORK UNITS TO<br />
INVOLVEMENT<br />
PRICRITIES FOR IMPROVEMENT AND A MEANS TO MAKE ACTION<br />
SET<br />
BASED ON APPROPRIATE INFORMATION<br />
DECISILNS<br />
NELSCHEL, ROBERT<br />
C?O0<br />
DISTRIBUTICN FCRGOTTEN FRONTIER<br />
PHYSICAL<br />
BUSINESS REVIEW VOL 5, 2e MARCH-APRIL, 1967 IOp.<br />
hARVARD<br />
INFORMATICN CONIRDL<br />
PERSONNEL,<br />
ARTICLE OFFERS GUIDELINES TO PROFIT IMPORVEMENT<br />
THIS<br />
DIFFERING APPROACHES TO PHYSICAL DISTRIBUTION AS<br />
THROUGH<br />
OF THE 26 COMPANY SAMPLE THE SURVEY RATED THE<br />
OBSERVED<br />
ACCORDING TO THE LSE OF MEANINGFUL AND TIMELY<br />
COMPANIES<br />
INFORMATION, AGGRESSIVENESS AND COMPETENCE OF<br />
CONTROL<br />
PERSONNELt AND AWARENESS AND CONCERN WITh<br />
DISTRIBLTION<br />
ECONOMICS ON THE PART DF TOP MANAGEMENT AND THE<br />
DISTRIBLTIDN<br />
TO DEAL WITH THE OVERALL OISIRIBUTION PROBLEM IT<br />
CAPACIIY<br />
FOLND THAT THESE FOUR FACTORS ARE INTERDEPENDENT AND A<br />
WAS<br />
RANKING IN ONE LIMITED THE RANKINGS OF THE OTHER<br />
LOW<br />
FOUR PRINCIPAL GUIDELINES SUGGEST THE IMPORTANCE OF<br />
FACTORS<br />
YOUR COSTS, CF RRECCGNIZ[NG AND UNDERSTANDING YOUR<br />
KNeW[NO<br />
PROFIT ECONOMICS, OF APPLYING THE RIGHT<br />
DISTRIBLTION<br />
AND CF LPGRADING DISTRIBUTION SKILLS AND<br />
TECFNIQLES<br />
CAPACITY<br />
KELAHAN, VIRGINIA<br />
0701<br />
HOUSE ORGANS TC REACH SPECIALIZED MARKET<br />
USING<br />
AND SALES PROMOTION VOL 15, 6 JUNE 1967, 2P<br />
ADVERTISIN¢<br />
ADMINISTRATORS<br />
EDLCATCRS,<br />
ARTICLE DISCUSSES HOW THE SCOTT, FORESMAN<br />
ThIS<br />
TEXTBOOK PUBLISHERS DESIGNED A SERIES CF SERVICE<br />
COMPANY<br />
TO PRODLCE AN ACTIVE RESPDNSE FROM ITS CUSTUMERS<br />
BULLETINS<br />
MAIN PURPOSE OF THE BULLETINS IS TO INCREASE THE SALE OF<br />
THE<br />
PUBLICATIONS AND MATERIALS, NOT BY HARD SELL, BUT<br />
THEIR<br />
BY BUILDING GOODWILL THROUGH SERVICE AND INTEREST<br />
RAIFER<br />
ARTICLES THE BULLETINS SERVE THE BROADENING<br />
THROUGH<br />
OF TEACHERS AND ADMINISTRATORS EDUCATORS ARE THUS<br />
INTERESTS<br />
REMINDED THAT SCOTT, FORESMAN IS READY AND<br />
REPEATEDLY<br />
TO BE HELPFUL<br />
WILLING<br />
SWANSON, EDIIH<br />
C?C2<br />
DO YOUR OWN PRINTING<br />
WHY<br />
AND SALES PRODTION VDL 15, 6, JUNE, 1967 2P<br />
ADVERTISING<br />
CONTROL, CODING, QUESTIONNAIRES<br />
JOBS,<br />
FORESMAN AND CDMPANY TEXTBOOKS PUBLISHERS,<br />
SCOTT,<br />
IN PRACTICE THE USE OF IN-PLANT PRINTING RATHER<br />
ILLUSTRATE<br />
OUISIDE PRINTING SERVICE USE THE ADVANTAGES OF<br />
THAN<br />
A SMALL, YET ADEQUATE, PRINTING DEPARTMENT REST IN<br />
PAINTING<br />
CDNVIENCE OF IT MOST OF THESE SMALL JOBS REQUIRE<br />
THE<br />
SERVICE, USUALLY IMPOSSIBLE TC OBTAIN FROM OUTSIDE<br />
SAME-DAY<br />
ALSO THERE IS A BFTTER CONTROL OF THE CODING SYSIEM<br />
SOURCES<br />
ON RETURN CARD CUESTIGNAIRES<br />
USED<br />
KONIKOW, ROBERT B<br />
C?OB<br />
TO THE EDUCATIONAL MARKET<br />
PROMOT[CN<br />
AND SALES PROMOTION VOL I5 6Q JUNE 196T 4P<br />
ADVERTISING<br />
EDLCATIDNAL<br />
CRCANIZATION,<br />
ARTICLE IS THE INIRODUCTIDN TC A SPECIAL SERIES<br />
THIS<br />
SCOTT, FORESMAN STORY IT DISCUSSES THE UNIQUE PRDBLEMS<br />
THE<br />
PROMOTION FOR THE PUBLISHER CF EDUCATIONAL MATERIALS<br />
CF<br />
OUT THAT ThE CGNSUMER IS A NUN-PROFIT ORGANIZATION<br />
POINTING<br />
TAX DOLLARS WHILE THE PRODUCER IS IN BUSINESS TO MAKE<br />
USING<br />
PROFIT, AND THAT IT IS NOT DEFINITE WHO ACTUALLY DOES THE<br />
A<br />
LISTS CF APPROVAL ALSO ARE AN IMPORTANT CONS[OERA-'<br />
BUYING<br />
ON THE PART GF THE PUBLISHER<br />
TICN<br />
THESE DIFFICULTIES, THE TEXTBOOKS INDUSTRY IS<br />
DESPITE<br />
INDUSTRY AND A CLOSE LOOK AT SCOIT, FDRESMAN AND<br />
PRCFITABLE<br />
ILLUSTRATE THE EFFECTIVE USE GF PRCMOTIEN IN THIS<br />
COMPANY<br />
SITUATION EMPHASIS MUST BE AWAY FROM THE HARD SELL<br />
UNILE<br />
MUSI TEND TOWARD HELPING AND SERVING THE BUYER THE<br />
AND<br />
MEDIA USED IS ADVERTISING IN THE PROFESSIONAL JOURNALS<br />
BASIC<br />
DIRECT MAIL ALCNG ITH EXHIBITS AT PROFESSIONAL MEETINGS<br />
AND<br />
AbLENBACH, BETTY<br />
C?04<br />
THE -HERO LRGE- HELPED AGENTS SELL<br />
how<br />
AND SALES PROMOTION VOL 15 6 JUNE 1967 3P<br />
ADVERTISING<br />
PROGRAM PLAN<br />
PSYCHOLOGY<br />
ARTICLE REPORTS HOW STATE FARM USED PSYCHOLOGY IN<br />
THIS<br />
SALES CAMPAIGN THAT RECOGNIZED THE BIT OF JAMES BOND THAT<br />
A<br />
IN EVERY MAN INCLUDING INSURANCE AGENTS THE 14<br />
LURKS<br />
SALES INCENTIVE PROGRAR AS REVEALED IN A POCKET BUCK<br />
MONTH<br />
AT SECRET AGENTS MEETINGS THE PLAN IS WELL DEFINED<br />
THRILLER<br />
FAR FROM FRIVILCUS AND INVITES EACH INSURANCE ACENT TO<br />
AND<br />
WITH THE HERG THUS FAR THE PROGRAM IS A TRUE<br />
IDENTIFY<br />
SUCCESS<br />
RIGAY JOHN<br />
C705<br />
EMPLOYMENT<br />
SUMMER<br />
VOL LIX, NO 12, JUNE, 1967,<br />
BANKING,<br />
RECRUITING, PERSOANEL<br />
TRAININC,<br />
ARTICLE DISCUSSES A RECENT SURVEY OF 302 BANK<br />
THIS<br />
NHICH REVEALS BANKS SUMMER HIRING POLICIES. A<br />
PERSONNEL<br />
OF THE BANKS MAKE IT PRACTICE TC HIRE SUMMER<br />
MAJORITY<br />
OFTEN COLLEGE STUDENTS WHO CAN RETURN IN FOLLOW-'<br />
EMPLOYEES<br />
SUMMERS TO GET MDST BENEFIT FROM THE EXPENSE OF THE<br />
ING<br />
PERIOD DTHER BANKS FIND THEY HAVE LITTLE NEED FOR<br />
TRAINING<br />
EMPLOYEES. IN ANY CASE APPLICANTS ARE GENERALLY<br />
SUMMER<br />
AND THERE IS LITTLE NEED FOR RECRUITMENT<br />
PLENIIFLL<br />
USE OF MANUALS AND IRAINING AIDS IS DISCUSSED, AS<br />
THE<br />
AS COMMON PRE-TRAIN[NG TECHNIQUES. EVEN IF THE P&LICY<br />
WELL<br />
HIRE SUMMER HELP DOES NOT RESULT IN DIRECT PERMANENT<br />
TO<br />
THIS POLICY TENDS TC CREATE A FAVORABLE IMAGE<br />
EMPLOYEES<br />
AIDES IN CAMPLS RECRUITING FOR PERMANENT EMPLOYEES<br />
WHICH<br />
GOOOSTAT, PAUL B.<br />
706<br />
WHATS IT ALL ABOUT<br />
USASCII,<br />
PROCESSING VEL 9 6, JLNE, 19671<br />
DATA<br />
CODE<br />
INFORMAIION,<br />
ARTICLE PRESENTS SHORT HISTORY OF ThE<br />
THIS<br />
OF THE USA STANDARD CODE FOR INFORMATION<br />
DEVELOPMENT<br />
WHICH WAS CREATED TO MEET THE NEED FOR A CCMMON<br />
INTERCHANGE,<br />
LANGUAGE CODE THE APPENDICES CF THE CODE LIST 20<br />
MACHINE<br />
149<br />
CRITERIA FOR A BASIS OF DEVELOPMENT A NUMBER OF<br />
ORIGINAL<br />
MAJOR CRITERIA ARE EXAMINED HERE<br />
THE<br />
OF ITS FAR-REACHIG FUTURE IMPLICATIONS AND ITS<br />
BECAUSE<br />
CN TODAYS EQUIPMENT AND SOFTWAREe THE USA STANDARD<br />
EFFECT<br />
FOR INFORMATION INTERCHANGE HAS STIRRED CONSIDERABLE<br />
CODE<br />
AND INEVITABLE CONTROVERSY THIS IS AT IT SHOULD BE<br />
INTERESI<br />
THE WIDEST POSSIBLE DISCUSSION AND REFLECTION ON ITS<br />
SINCE<br />
WILL ONLY SERVE TO MAKE THE END PRODUCT MORE<br />
MERITS<br />
ACCEPTABLE<br />
HILLEGASS JOHN R PELICK,LGWELL<br />
C?O?<br />
SLRVEY OF DATA COLLECTION SYSTEMS<br />
A<br />
PROCESSING VOLoge 6e JUNE, 1967 &P<br />
DATA<br />
PLANNING ANALYSES<br />
SELECTE,<br />
DATA COLLECTION EQUIPMENTe SELECTED AND<br />
ALTOMATIC<br />
WITH CARE CAN LEAD TO LOWER COSTS FEWER ERRORS,<br />
APPLIED<br />
SOUNDER DECISIONS THIS SURVEY OF THE AVAILABLE<br />
AND<br />
AND GUIDELINES FOR APPLYING IT IS EXTRACTED FROM<br />
EQUIPMENT<br />
DEIAILED ANALYSES IN AUERBACH DATA HANDLINC REPORISt AN<br />
THE<br />
REFERENCE GUIDE TC COMPUTER SUPPORT EQUIPMENT<br />
ANALYTICAL<br />
BY AUERBACH INFO INC OF PHILADELPHIA THIS<br />
PUBLISHED<br />
SURVEYS THE CHARACTERISTICS AND CAPABILITIFS OF THE<br />
ARTICLE<br />
AUTOMATIC DATA COLLECTION EQUIPMENT THAT IS<br />
TRANSMIITING<br />
AVAILABLE IN THE b TODAY BACKGROUND<br />
COMMERCIALLY<br />
MATERIAL DISCUSSES WHY AUTGMATIO DATA<br />
INTRODUCTDRY<br />
AND THE DIFFERENCE IRANSMITTING AND<br />
COLLECTION<br />
SYSTFMS IN PLANNING FOR AUTOMATIC DATA<br />
NCNTRANSMITTING<br />
DESIGNING THE SYSTEMS THE NEED FOR RELIABILITY,<br />
COLLECTION,<br />
[NPLT OUTPUT FACTORS ARE PRESENTED A COMPARISON CHART<br />
AND<br />
TRANSMITTING DATA COLLECTION SYSTEMS IS INCLUDED<br />
SHOWINC<br />
REYNDLCS CARL H<br />
CT08<br />
ON ESTIMATING AND OTHER SCIENCE FICTION<br />
NOIES<br />
PROCESSING VOL 9, 6 JUNE I967 3P<br />
DATA<br />
PERSONNEL<br />
PROGRAM,<br />
DEVELOPMENT CORPORATION PUBLISHED TWO REPORTS<br />
SYSTEMS<br />
WHICH BEAR ON ONE CF THE MOST DIFFICULT ASPECTS CF<br />
RECENTLY<br />
NAMELY, ESTIMATING THE COST TO PRODUCE A NEW<br />
PROGRAMMING<br />
THE FIRST IS A HANDBOOK FOR MANAGEMENT FOR<br />
PROGRAM<br />
ESTIMATING, AND THE SECOND IS A LITTLE REPORT<br />
PROGRAMMING<br />
IS THE RESULT OF A SMALL STUDY TD ATTEMPT TO DETERMINE<br />
WHICH<br />
EFFECTIVENESS OF TIME SHARING COMPUTERS IN REDUCING<br />
THE<br />
TIME<br />
PROGRAMMING<br />
CONCLUSIONS DRAWN FROM THESE REPORTS REFLECT THAT<br />
THE<br />
ESTIMAIES CN BRAND NEW MACHINES EVEN WITH<br />
ACCURAIE<br />
PEOPLE CANNOT BE EXPECTED, THAT ACCURATE<br />
EXPERIENCED<br />
ON ESTABLISHED METHODS RECUIRE EXPERIENCED PEOPLE<br />
ESTIMATES<br />
THA1 ThE SINGLE BIGGEST VARIABLE IN ESTIMATING IS THE<br />
AND<br />
OF THE PERSONNEL APFLIED TO IT<br />
QUALITY<br />
GRANT, C B S.<br />
C?09<br />
COMMITTEE RECOMMENDS COMPUTING FOR UNDERGRADUATES<br />
PRESIDENTS<br />
PROCESSING VCL 96 JUNE, 1967, 2P<br />
DATA<br />
PROGRAM, EDUCATIONAL<br />
TRAINING<br />
FULL PRODUCTIVE USE OF COMPUTERS IN OUR ECONOMY<br />
THE<br />
VERY MUCH DEPEND UPON STUDENT EXPOSURE TO EDUCATIONAL<br />
WILL<br />
THIS ARTICLE DISCUSSES SOME RECOMMENDATIONS THE<br />
COMPUTING<br />
SCIENCE ADVISORY COMMITTEE MADE CONCERNING THIS<br />
PRESIDENTS<br />
IT IS GENERALLY AGREED THAT ALL COLLEGE STUDENTS<br />
SUBJECT<br />
EDLCATIDNAL COMPUTING SERVICES A COST SHARING PROGRAM<br />
NEED<br />
SUGGESTED WITH GRANTS FRCMTHE FEDERAL GOVERNMENT<br />
IS<br />
TRAIN THE NEEDED FACULTY, THE COMMITTEE SUGGESTS<br />
TD<br />
ThE NATIONAL SCIENCE FOUNDATIGNS SUMMER INSTITUTES AS<br />
USING<br />
GF INTENSIVE TRAINING PERIODS TEE NEED FOR<br />
MODELS<br />
TO REOLCE DUPLICATION GF FACILITIES AND<br />
UNIVERSITIES<br />
COOPERATIVE PROGRAMS IS EMPHASLZED TO CUT COSTS.<br />
INCREASE<br />
SUMMARY IT IS FOUND THAT THE COMMITTEES SUGGESTIONS<br />
IN<br />
LALDABLE, BUT MORE STUDY MUST BE MACE FIRST TO ASSURE<br />
ARE<br />
MOST EFFICIENT EXECUTION OF A PROGRAM SUCH AS THIS<br />
THE<br />
PETERSDN RUSSELL<br />
CTIO<br />
VENTURE MANAGEMENT IN LARGE COMPANY<br />
NEW<br />
BUSINESS REVIEW VCL 45 B, MAY-JUNE 167, 9P<br />
HARVARD<br />
JOB<br />
ORGANIZATIONAL,<br />
DU PONT COMPANY HAS DEVISED AN APPROACh TO NEW<br />
THE<br />
DEVELOPMENT THAT PROMISES TD COMBINE THE ADVANTAGES<br />
PRODUCT<br />
SIZE WITH THE ENTREPRENELRIAL SPIRIT DFTEN FOUND IN SMALL<br />
OF<br />
THIS ARTICLE PRESENTS THE MERITS OF THIS METHOD<br />
COMPANIES<br />
IS ESPECIALLY DESIGNED FOR LAUNCHING NEW PRODUCTS THAT<br />
WHICH<br />
OUTSIDE THE [NIERESTS OR CAPABILITIES OF THE REGULAR<br />
FALL<br />
DEPARTMENIS AND DEVISIGNS OF COMPANY<br />
OPERATING<br />
MOST BASIC FEATURE OF THIS ORGANIZATIONAL CONCEPT<br />
THE<br />
THAT THE GRCLP HICH HANDLES A NEW VENTURE IS SET UP IN<br />
IS<br />
ENTREPRENUERIAL MANNER THE TOP PERSON HAS FULL<br />
TRULY<br />
AND RESPONSIBILITY TC DO THE JOB AND HAS FULLTIME<br />
AUTHORITY<br />
ON HIS TEAM WHO POSSESS THE EXPERIENCE AND<br />
PEOPLE<br />
NEEDED TO MCVE THE VENTURE FROM THE LAB TO THE<br />
DISCIPLINES<br />
MARKET<br />
APPROACH IS SIILL UNDER EVAALUATIC, BUT IT HAS<br />
THIS<br />
SHOWN IMPCRIANT ADVANTAGES<br />
ALREADY<br />
CHAMPION, GEORGE<br />
C?II<br />
COMPETION<br />
CREATIVE<br />
BUSINESS REVIEW VOL 45, ], MAY-JUNE 1967, ?P<br />
HARVARD<br />
CCNTRDL<br />
EDCATICN<br />
EXCURSIONS INTO URBAN RENEWAL EOUCATION,<br />
CORPORATE<br />
POLLUTION CONTROL AND OTHER SOCIAL PROBLEM AREAS<br />
RETAINING,<br />
AN EXCITING NEW CONCEPT OF THE RELATION BETWEEN<br />
REPRESENT<br />
PUBLIC AND PRIVATE SECTORS OF OUR ECONOMY IHIS ARTICLE<br />
THE<br />
PRIVAIE CCMPAMES PRESENT ACTIVITIES IN THESE<br />
DESCRIBES<br />
CF SOCIAL NEED AN PRESENTS THE CASE FOR EVEN MORE<br />
AREAS<br />
ENTERPRISE-<br />
-SCCIOCOMMERCIAL<br />
AMBITIOUS NEW ROLE CF PRIVATE BUSINESS IS BASED ON<br />
THIS<br />
BELIEF IN PRIVATE BUSINESS AND A NEED FOR CORPORATE HELP<br />
A<br />
SUGGESTED LIST OF A LOGICAL SEQUENCE FOR ACTION IN IbIS<br />
A<br />
IS PRESENTED FOR BUSINESS<br />
AREA<br />
CONCLUSION INDICATES THAT BUSINESS MUST MOVE FROM<br />
THE<br />
DEFENSIVE TO THE OFFENSIVE AND BEGIN PUSHING THE<br />
THE<br />
LINE BETWEEN THE PLBLIC AND PRIVATE SECTORS THE<br />
BOLNDARY<br />
WAY BOTH BUSINESS AND SOCIETY STAND TD GAIN<br />
OTHER<br />
FREITAG, WILLIAM<br />
C712
STATUS REPORT ON MEDICARE<br />
A<br />
JOURNAL OF ACCOUNTANCY, VOL 124, NO [, JULY [967,<br />
THE<br />
MEDICARE, EDUCATION, ADMINISTRATION<br />
RULES,<br />
ARE THE CPAS RESPCNSIBILITIES IN AUDITING<br />
WHAT<br />
COSTS FOR REIMBURSEMENT UNDER THE MEDICARE ACT<br />
PROVIDERS<br />
REGULATIONS AS SET UP BY TEE DEPARTMENT OF HEALTH,<br />
THE<br />
AND WELFARE AND TEE SOCIAL SECURITY ADMINISTRATION<br />
EDUCATION<br />
POSE SOME STICKY PROBLEMS FOR THE ACCOUNTANT WHO HAS<br />
WILL<br />
HAD ACCESS TO ALL THE OFFICIAL RELEASES. THE CHAIRMAN OF<br />
NOT<br />
AICPA COMMITTEE CN MEDICARE CAUTIONS CPAS TO KEEP<br />
THE<br />
OF THESE RULES<br />
ABREAST<br />
WARREN, JOHN L<br />
C?I3<br />
CAN YOU LEARN FROM THE MAIL ORDER WRITER<br />
WHAT<br />
AND SALES PROMOTION VDL 15 7JULY, [967, 2P<br />
ADVERTISING<br />
RULES<br />
TESTED<br />
MAIL ORDER WRITER, WHOSE ADS MUST SHOW RESULTSt HAS<br />
THE<br />
SOME PRACTICAL RULES WHICH HAVE FAR WIDER<br />
DEVELOPED<br />
IN PROMOTION THIS ARTICLE PRESENTS SOME OF<br />
APPLICATIONS<br />
RLLES WHICH PRODUCE REPLIES THE COPY OF AN AD IS OF<br />
THESE<br />
IMPORTANCE THE HEADLINE IS MOST SUCCESSFUL WHEN IT<br />
MOST<br />
RIGHT T THE POINT AND RELATES THE CONSUMER BENEFITS<br />
GEIS<br />
PRODUCT HAS TC OFFER PRODUCT FACTS MUSI ALSO BE<br />
THE<br />
AND LASTLY IHE CONSUMER ACTION SHOULD BE CAREFULLY<br />
INCLUDEDt<br />
PRECISELY PRESENTED FOR EASE IN RESPONSE.<br />
AND<br />
DEFINITELY HAS A PLACE IN ADSt BUT MUST NOT<br />
ARTWORK<br />
SUCCESSFULLY GET ATTENTION BUT ALSO RELATE TO THE<br />
ONLY<br />
THE TESIEC TECHNIQUES OF THE MAIL ORDER MAN WOULD<br />
PRODUCT<br />
EFFECTIVE IF APPLIED TO OTHER ADVERTISING<br />
PROVE<br />
HOWARD, BERNARD<br />
0?[4<br />
STEPS TO BETTER FILMS<br />
17<br />
ANO SALES PROMOTION VOL [5 7 JULY, [967<br />
ADVERTISING<br />
JOB<br />
PLANNED,<br />
THIS ARTICLE A VETERAN PRODUCER OF BUSINESS<br />
IN<br />
FILMS OUTLINES SOME IMPORTANT GUIOELINES TOWARDS<br />
SPCNSORED<br />
SEVENIEEN SPECIFIC SUGGESTIONS ARE PRESENTEO<br />
IMPROVEMENT<br />
MANAGERS START THEIR AUDIO-VISUAL PROJECT CN ITS WAY TC<br />
HELP<br />
IN-PLANT PHOTOGRAPHY DEPARTMENTS CAN CE THE JOB IF<br />
SUCCESS<br />
ARE EXPERT AT TAKING MOVIES, NOT JUST STILL PICTURES<br />
THEY<br />
PRODUCERS ARE USUALLY WORTHWHILE WHEN CALLED<br />
PROFESSIONAL<br />
THE BEGINNING OF THE PROJECT TO HELP WITH THE PLANNING<br />
AT<br />
HUMOR AND THE RIGHT AMOUNT OF NARRATION CONTRIBUTE<br />
STAGES<br />
TO FILMS. A FILM SHOULD BE LOOKED UPON AS AN INVESTMENT<br />
MUCH<br />
NOI AN EXPENSE WHEN WELL PLANNED OBJECTIVES CARRIEC OUI<br />
AND<br />
FILM ARE A GREAT PROMOTION DEVICE.<br />
ON<br />
EDITORS<br />
0715<br />
SLIDES EFFECTIVELY<br />
USING<br />
AND SALES PROMOTION VOL 15, 7 JULY, 1967, 3P<br />
ADVERTISING<br />
AUDIO-VISUAL<br />
SLIDE IS THE SIMPLEST OF THE AUDIO-VISUAL AIDS BUT<br />
THE<br />
NOT TO BE OVERLOOKED WHEN YOU ARE LOOKING FOR WAYS TC PUT<br />
IS<br />
MESSAGES ACROSS. THIS ART[CLE REPORTS HOW THREE DIVERSE<br />
YOUR<br />
INDUSTRIAL NUCLEONICS CORPORATION, CENTRAL SDYA<br />
COMPANIES<br />
DIVISION, AND HUMBLE OIL AND REFINING COMPANY, HAVE<br />
FEED<br />
SUCCESSFUL USE OF SLIDES IN SALES MEETINGS AND CUSTOMER<br />
MADE<br />
PRESENTATIONS<br />
PRESENTATIONS ARE AN EFFECTIVE WAY TC EDUCATE ANO<br />
SLIDE<br />
GROUPS ABOVE THREE WHEN THE USUAL VISUAL AIDS BECOME<br />
INFORM<br />
FLEXIBILITY IS A MAJOR ADVANTAGE IN BOTH VISUAL<br />
INEFFECTIVE<br />
CONTEXT MATERIAL WHICH ALLOWS FOR CLOSER CUSTOMER<br />
AND<br />
SIMPLE OR MORE COMPLEX PRESENTATIONS WHICH CA<br />
COORDINATION<br />
THREE SCREENS PROVE HIGHLY SUCCESSFUL AS INFORMATIVE<br />
INVCLVE<br />
PRDMOTICNS<br />
CAHPFIELD WILLIAM L.<br />
C71B<br />
IN AUDITING MANAGEMENT PLANS AND OPERATIONS<br />
TRENDS<br />
JOURNAL OF ACCOUNTANCY, VOL [24, NO [, JULY, [96?, 6P<br />
THE<br />
EVALUATION AALYSIS<br />
PLANS,<br />
AUDITING IS AN INFORMED ANO CONSIRUCTIVE<br />
-MANAGEMENI<br />
EVALUATION, AND SERIES OF RECOMMENDATIONS<br />
ANALYSIS,<br />
THE BRAOD SPECTRUM CF PLANS, PROCESSES, PEOPLE AND<br />
REGARDING<br />
OF AN ECONOMIC ENTITY MR CAMPFIELD EXAMINES THE<br />
PROBLEMS<br />
OF MANAGEMENT AUDITING. HE EXPLORES ITS<br />
RATIONALE<br />
AND PRECICIS [IS FUTURE DIRECTIONS<br />
APPLICATIONS<br />
GREINER, LARRY<br />
C?I7<br />
OF ORGANIZATION CHANGE<br />
PAITERNS<br />
BUSINESS REVIEW VOL 4B, 3, MAY-JUNE, 1967,<br />
HARVARD<br />
ORGANIZATION MAKING, EVALUATED, DECISION,<br />
SUPERVISORS,<br />
T-GROUP<br />
MANY TOP MANAGERS ARE ATTEMPTING TO INTRODUCE<br />
TODAY<br />
AND BASIC CHANGES IN THE BEHAVIOR AND PRACTICES OF<br />
SWEEPING<br />
SUPERVISORS AN THE SUBORDINATES THROUGHOUT THEIR<br />
THE<br />
THIS ARTICLE CISCUSSES HOW A -SUCCESSFUL-<br />
ORGANIZATION<br />
DIFFERS FROM AN -UNSUCCESSFUL- ONE RECENTLY<br />
CHANGE<br />
HAS HAD AN AWAKENING AND SEES CHANGES AS A<br />
MANAGEMENT<br />
PROCESS RATHER THAN AN EVOLUTIONARY ONE<br />
REVOLUTIONARY<br />
SHOW THAT THERE ARE SOME BASIC COMMON AFPROACHES TO<br />
STLCIES<br />
THE UNILAIERAL ACTION APPROACH IS BY DECREE BY<br />
CHANGE<br />
OR BY SIROCTURE THE SHARING THE POWER APPROACH<br />
REPLACEMENT<br />
BY GROUP DECISION MAKING OR BY GROUP PROBLEM SOLVING THE<br />
IS<br />
AUTHORITY APPROACH IS BY CASE DICUSSICN, OR BY<br />
DELEGATEO<br />
SESSIONS EACH OF THESE APPROACHES IS EVALUATED IN<br />
T-GROUP<br />
OF THEIR RELATIVE CONTRIBUTION TG CHANGES<br />
VIEW<br />
RICHARDS, JAMES M JR<br />
0718<br />
COMPUTERS WRITE COLLEGE ADMISSIONS TESTS<br />
CAN<br />
DF APPLIED PSYCHOLOGY, VOL 51 NO 3 JUNE, 1967, BP<br />
JOURNAL<br />
PSYCHOLOGICAL, ADMINISTERED<br />
TESTt<br />
MANY YEARS PSYCHOLOGICAL TESTS HAVE BEEN SCORED BY<br />
FOR<br />
AND RECENTLY COMPUTERS HAVE ASSEMBLED EXISTING<br />
MACHINES,<br />
INTO TESTS AND HAVE SCORED ESSAY EXAMINATIONS THIS<br />
ITEMS<br />
GOES BEYOND THESE EARLIER TECHNIQUES AND EXPLORES THE<br />
STUDY<br />
OF COMPUTER ITEM WRITING A COMPUTER PROCEDURE<br />
POSSIBILITY<br />
WRITING VERBAL COMPREHENSION ITEMS WAS DEVELOPED AND<br />
FOR<br />
TO WRITE A 72-ITEM TEST. THIS TEST TOGETHER WITH THE<br />
USED<br />
RANGE VOCABULARY TEST WAS ADMINISTERED TO UNIVERSITY<br />
WIDE<br />
IOWA FRESHMAN. THE TEST INTERCORRELATIONS, RELIABILIIIES,<br />
OF<br />
CORRELATIONS WITH GRADES SUGGEST THAT, IN PRINCIPLE,<br />
AND<br />
CAN WRITE COLLEGE ADMISSIONS TESTS POSSIBLE<br />
COMPUTERS<br />
150<br />
TO COMPUTER-WRITTEN TESTS ARE CONSIDERED<br />
OBJECTION<br />
KUNCE, JOSEPH J.<br />
0719<br />
ITERESIS AND ACCIC[NT PRONENESS<br />
VOCATIONAL<br />
OF APPLIED PSYCHOLOGY, VOL 5[, NO 3, JLNE, [96?,<br />
JOLRNAL<br />
3P<br />
INDEX<br />
JOB,<br />
INTERRELATIONSHIPS OF AN INDEX OF ACCIDENT RATE,<br />
THE<br />
JOB TENURE, AND JOB HAZARD WERE INVESTIGATED A SAMPLE<br />
AGE,<br />
62 INDUSTRIAL EMPLOYEES INCLUDING UNSKILLED AND<br />
OF<br />
WORKERS WAS STUDIED THE FOLLOWING RESULTS WERE<br />
PROFESSIONAL<br />
A HIGHER THAN AVERAGE ACCIDENT RATE WAS<br />
OBTAINED,<br />
RELATED TC HIGH JO HAZARD, PHI EGUALS PLUS<br />
SIGNIFICANTLY<br />
AND AP SCORES, PHI EQUALS PLUS 28 A LONGER THAN<br />
31,<br />
JOB TENURE WAS SIGNIFICANTLY RELATED TC A LOW<br />
AVERAGE<br />
RATE, PHI EQUALS MINUS o8, AND CURRENT PLACEMENT<br />
ACCIOENI<br />
LESS HAZARDOUS JOBS, PHI EQUALS MINUS 27 SUBJECTS<br />
IN<br />
LONG TENURE ALSO HAD SIGNIFICANTLY LOWER AP SCORES,<br />
HAVING<br />
EQLALS MINUS 29, AND OLDER SUBJECTS ALSO TENDED TO HAVE<br />
PHI<br />
AP SCORES<br />
LOWER<br />
GRANT, DONALD L KATKOVSKY, WALTER BRAY, DOUGLAS W<br />
C720<br />
OF PRCJECTIVE TECHNIQUES TO THE ASSESSMENT CF<br />
CONTRIBUTIONS<br />
MANAGEMENT-POTENTIAL<br />
OF APPLIED PSYCHOLOGY, VOL 51, 0 3, JUNE, 1967, 7P<br />
JOLRNAL<br />
INFORMATION, EVALUATIONS, CODING, ANALYSES<br />
PSYCHOLOGISTS,<br />
CONTRIBUTIONS CF PROJECTIVE TECHNIQUES TO<br />
THE<br />
SIAFF EVALUATIONS AND THE RELATIONSHIPS CF<br />
ASSESSMENT-CENTER<br />
VARIABLES TO PROGRESS IN MANAGEMENT ARE<br />
PROJECTIVE<br />
THE PROJECTIVE DATA WERE OBTAINED BY CODING<br />
PRESENIED<br />
WRIITEN BY A CLINICAL PSYCHOLOGISTS FROM<br />
REPORTS<br />
INSTRUMENTS ANALYSES OF THE DATA SHOW THAT THE<br />
PRCJECTIVE<br />
REPORTS PARTICULARLY INFLUENCED THE ASSESSMENT<br />
PROJECTIVE<br />
IN RATING SLCH CHARACTERISTICS AS WORK MOTIVATION,<br />
STAFF<br />
AND DEPENDENCY IN ADDITION, SEVERAL OF THE<br />
PASSIVITY,<br />
VARIABLES ARE RELIABLY RELATED TC PROGRESS IN<br />
PROJECTIVE<br />
ESPECIALLY THOSE PERTAINING TC LEADERSHIP AND<br />
MANAGEMENT,<br />
MOTIVATION IN BRIEF, THE FINDINGS CLEARLY<br />
ACHIEVEMENT<br />
THAT RELEVANT INFORMATION CN MANAGERIAL MOTIVATID<br />
INDICATE<br />
OBTAINED FROM THE PROJECTIVE REPORTS<br />
WAS<br />
BARRETT, GERALD V SEVETLIK, BYRON PRIEN, ERICH P<br />
C721<br />
OF THE JOB-CONCEPT INTERVIEW IN AN INDUSTRIAL<br />
VALIDITY<br />
SEITING<br />
OF APPLIEO PSYCHOLOGY, VOL 5[, NO 3, JUNE, 1967, 3P<br />
JOURNAL<br />
PSYCHOLOGISTS, JCB<br />
SUPERVISION<br />
BY PSYCHOLOGISTS WERE USED TO PREDICT<br />
INTERVIEWS<br />
ATTITUDES AND JOB PERFORMANCE CORRELAIIONS WERE<br />
EMPLOYEE<br />
BETWEEN THE PSYCHOLOGISTS PREDICTIONS AND EMPLOYEE<br />
COMPUTED<br />
OF THEIR JLB ATTITUDES AND SUPERVISOR RTINGS CF<br />
RATINGS<br />
JOB PERFORMANCE THE PSYCHOLOGISTS WERE MOST<br />
EMPLOYEE<br />
IN PREDICTING EMPLOYEE ATTITUDES TOWARD ADVANCEMENT<br />
ACCURATE<br />
GENERAL MORALE THEY WERE LEAST ACCURATE IN PREDICTING<br />
AND<br />
ATIITbOES IOWARD SUPERVISION AD REWARDS THE<br />
EMPLOYEE<br />
WERE UNABLE TC PREDICT EMPLOYEE PERFORMANCE AS<br />
PSYCHOLOGISTS<br />
BY THE SUPERVISORS<br />
RATED<br />
CHEN, MARTIN K PODSHADLEY, bALE W SHROCK, JOHN G<br />
C722<br />
SIUOY OF SOME PSYCHOLOGICAL, VOCATIONAL INTEREST AND<br />
A<br />
AS PREDICTORS OF SUCCESS<br />
MENTAL-ABILITY-VARIABLES<br />
OF APPLIED PSYCHDLDGY,VCL 51, NC , JUNE, 1967, 6P<br />
JOURNAL<br />
PSYCHOLOGICAL MULTIPLE-REGRESSION ANALYZED DENTAL<br />
SELECTION<br />
TOTAL OF 2 MENTAL ABILITY, PAST-ACHIEVEMENT, MANUAL<br />
A<br />
PERSONALITY, AND VOCATIONAL INTEREST VARIABLES<br />
SKILL<br />
TO BE PCTENTIALLY USEFUL IN THE SELECTION OF DENTAL<br />
BELIEVED<br />
WERE FACTOR ANALYZED TO DETERMINE THEIR FACTOR<br />
STLDENTS<br />
IN RELATION TO THE CRITERION VARIABLE, THE DENTAL<br />
PAITERN<br />
THEN THOSE VARIABLES WHICH SHARED COMMON FACTORS WITH<br />
GPA<br />
CRIIERION VARIABLE WERE USED AS INDEPENDENT VARIABLES Ik<br />
THE<br />
MULTIPLE-REGRESSION EQUATION FOR PREDICTIVE PLRPOSES FOR<br />
A<br />
72 DENTAL JLNIORS STUDIED IT WAS FOUND THAT THERE WERE<br />
THE<br />
COMMON FACTORS BETWEEN THE -PREDICTOR- VARIABLES AND THE<br />
2<br />
CPA, ACADEMIC APTITUEE AND A FACTOR RELATED TO MANUAL<br />
DENTAL<br />
OF ALL IHE VARIABLES, THE PREDETAL GPA WAS FDbNC TO<br />
SKILL<br />
MOST IMPORTANT PREDICTOR OF SUCCESS IN DENTAL SCHOOL.<br />
BE<br />
DOLE, ARTHUR A DIGMAN, JOH M<br />
072<br />
IN COLLEGE ATTENDANCE<br />
FACTORS<br />
OF APPLIED PSYCHOLOGY, VOL Bl, 0 3, JUNE, [967, 6P<br />
JOURNAL<br />
EDUCAllONAL, DECISION, ANALYSES<br />
MAKING,<br />
OF THIS RESEARCH WAS TO IDENTIFY FACTORS,<br />
PURPOSE<br />
FROM A SELF-REPORT INVENTORY, DETERMINING THE<br />
OBTAINED<br />
TO ATTEND COLLEGE 2[ MALE AkC O& FEMALE STUDENTS<br />
DECISION<br />
THE STATE LNIV COMPLETED A 78-1TEM INVENTORY REASONS<br />
FROM<br />
GOING TO CDLLEGEt AS FRESHMAN AND AS SENIORS ANALYSES<br />
FOR<br />
MATCHING PROCEDURES YIELDED I] MAJOR FACTORS, SOCIAL<br />
AND<br />
CONFORMITY, CURIOSITY, VOCATIONAL REASDN ACADEMIC<br />
REASON,<br />
MATERIAL VALUE, ALTRUISTIC VALUE, SCHOOL INFLUENCE<br />
VALUE,<br />
AVOCATIONAL INFLUENCE, SCIENCE INTEREST,<br />
EXPERIENCE,<br />
INTERESI, AND VERBAL INTEREST ADDITIONAL FACTOR<br />
HUMAN[lIES<br />
OF A DISMISSED COLLEGE GROUP AND DIVERSE<br />
ANALYSES<br />
SAMPLES SUGGESTED THAT THESE MAJOR FACTORS HAD<br />
PUBLIC-SCHOOL<br />
GENERALITY IMPLICATIONS FOR EDUCATIONAL<br />
CONSIDERABLE<br />
MAKING AND FOR FURTHER RESEARCH WERE CONSIDERED<br />
DECISION<br />
LAHIRI, DILIP K STRIVASTA, SURESH<br />
C724<br />
OF SATISFACTION IN MIDDLE-MANAGEMENT PERSONNEL<br />
DETERMINANTS<br />
OF APPLIED PSYCHOLOGY, VOL 51, NO ] JUkE [967,<br />
JOURNAL<br />
PERSONNEL, JOB, CUESTIOkNAIRE<br />
SAIISFACTION,<br />
TO A QUESTIONNAIRE WERE OBTAINED FROM 9<br />
RESPONSES<br />
MANAGERS WHERE SUBJECTS INDICATED THE EXTENT TO WHICH<br />
MIDDLE<br />
JOB-CONTENT FACTORS AND I JOB-CONTEXT FACTORS CONTRIBUTE<br />
I<br />
THE FEELING OF SATISFACTION AND DISSATISFACTION IN THE<br />
TO<br />
AND THE IMAGINARY JOB SITUATIONS RESULTS INDICATE<br />
PRESENT<br />
CONTRARY TO THE CONVENTICNAL ASSUMPTION CF BIPOLARITY,<br />
THAT,<br />
AND DISSATISFACTION REPRESENT DISTINCT AND<br />
SATISFACTION<br />
FEELINGS, AND BOTH GROUPS GF FACTORS MAY ACT AS<br />
SEPARATE<br />
AND AS DISSATISFIERS THE PRESENT RESULTS WERE<br />
SATISFIERS<br />
COMPARED WITH A THE RESULTS OBTAINED IN A STUDY OF<br />
ALSO<br />
WORKERS, ANO THE AM STUDIES THE FINDINGS CAST<br />
SKILLED<br />
SERIOUS DOUBTS ON THE GENERALIIY OF THE
MOTIVATOR-HYGIENE THEORY<br />
HERZBERG-MAUSNER-SNYOERMAN<br />
R HULIN, CHARLES<br />
BLOOD,PILTON<br />
ENVIRONMENTAL CHARACTERISTICS AND WORKER RESPONSE<br />
ALIENATION<br />
OF APPLIED PSYCHOLOGY, VOL 51, NO 3t JUNE, [96?, 7P<br />
JOLRNAL<br />
PLAN, JOBS, INDEX, ANALYZED<br />
SATISFACTION,<br />
GATHERED FROM [,9C0 MALE WORKERS LOCATED IN 21<br />
DATA<br />
IN THE EASTERN U ARE PRESENIEC THESE DATA ARE<br />
PLANTS<br />
TO DETERMINE THE INFLUENCE OF ENVIRONMENTAL<br />
ANALYZED<br />
PRESUMED TO INDEX FEELINGS OF ALIENATION<br />
CHARACTERISTICS<br />
MIDDLE-CLASS NORMS PREDICTIONS WFRE MADE THAT WORKERS<br />
FRCM<br />
COMMLNITIES WHICH SHOULD FOSTER INTEGRATION WITH<br />
IN<br />
NORMS WOULD STRUCTURE THEIR JOBS OIFFERENTLY<br />
MIDDLE-CLASS<br />
WOULD RESPONSE DIFFERENTLY THAN ALIENATED HORRORS<br />
AND<br />
IN COMMUNITIES FOSTERING INTEGRATION WIIH<br />
WORKERS<br />
NORMS SHOULD REPORT HIGHER SATISFACTION ON<br />
MIDDLE-CLASS<br />
SKILLED JOBS THEY SHOULD VALUE RETIREMENT AND SHOULD<br />
HIGHLY<br />
FOR IT WHILE WCRKING ALIENATED WORKERS SHOULD REPORT<br />
PLAN<br />
SATISFACTION ON HIGHLY SKILLED JOBS PAY SHOULD HAVE A<br />
LOWER<br />
EFFECT ON IHE SATISFACTION OF ALIENATED WORKERS,<br />
STRONGER<br />
WOLLD MORE LIKELY LOOK FOR OTHER WORK AFTER RETIREMENT<br />
WHO<br />
REGARDED AS CONFIRMED FOR BLUE-COLLAR WORKERS<br />
PREDICTIONS<br />
ROBERT bARRY, JOHN<br />
BLOOM,<br />
OF WURK ATTITUEES AMGNG NEGROES<br />
DETERMINANTS<br />
OF APPLIEO PSYCHOLOGY, VOL 51t NO 3, JUNE, 1967, 3P<br />
JUURNAL<br />
SATISFACTION, JOB, ANALYZED, QUESTIONNAIRE<br />
TESTED,<br />
MOTIVATOR-HYGIENE THEORY OF WORK ATTITLDES ASSUMES<br />
THE<br />
INDEPENDENT SETS OF VARIABLES DETERMINE JOB<br />
THAT<br />
AND JOB DISSATISFACTION THE GENERALITY OF THIS<br />
SATISFACTION<br />
WAS TESTED WITH RESPONSES FROM 85 NEGROE BLUE-COLLAR<br />
THEORY<br />
TO A 40-1TEM QUESTIONNAIRE THESE DATA WERE FACTOR<br />
WORKERS<br />
AND COMPARED WITH COMPARABLE DATA FROM IT7 WHITE<br />
ANALYZED<br />
WORKERS THE 2 SETS OF DATA APPEAREO TO DIFFER<br />
BLUE-COLLAR<br />
SOME SIMILARITIES WERE FOUND IT APPEARED THAT<br />
ALTHOUGH<br />
FACTORS WERE MORE IMPORTANT TO THE NEGROES THAN TC<br />
HYGIENE<br />
WHITES THE 2-FACTOR THEORY MAY BE TOE SIMPLE TO<br />
THE<br />
THE CONCEPTS OF JOB SATISFACTION AND<br />
ENCOMPASS<br />
AT LEAST IN THE BLUE-COLLAR NEGRO IT MAY<br />
DISSATISFACTION,<br />
THAT THE 2-FACTOR THEORY IS LESS USEFUL WHEN ONE<br />
BE<br />
LOW-SIATUS WORK<br />
CONSIDERS<br />
MICHAEL<br />
LEVY,<br />
PLANNING-PROGRAMPING-BUDGETING<br />
CONFERENCE BOARD RECORD VCL 4, 5t MAY, I967, 3P<br />
THE<br />
PLANNING-PROGRAMMIAG-BUDGETING, EVALUATING,<br />
PROGRAM,<br />
ANALYSIS<br />
NEW FEDERAL PROGRAM FOR IMPROVING EFFICIENCY IS<br />
THE<br />
TWO YEARS CLD, BLT IIS IMPACT ON GOVERNMENT SPENDING<br />
HARDLY<br />
THIS DESCRIPTION OF THE NEW TOOL RECUIREC FOR MOST<br />
MAKES<br />
EXECLTIVES<br />
INVOLVES DEVELOPING A PROGRAM SIRUCTURE, THE<br />
IT<br />
CCST ESIIMATE, THE MEASUREMENT EF PHYSICAL OUTPUT<br />
INCIVIDLAL<br />
THE COMPUTATION OF -UNIT COST- FOR EACH PROCRAM ELEMENT,<br />
AND<br />
FORM THE BASIS FOR -COST EFFECTIVENESS ANALYSIS- SUCH AN<br />
TO<br />
IS OESIGNEC TO COMPARE GUALITY ANC QUANTITY OF<br />
ANALYSIS<br />
PER DOLLAR CF EXPENDITURE FUR ALTERNATIVE GOVERNMENT<br />
OUTPUT<br />
PROGRAMS<br />
EVALUATING THE ECONOMIC EFFICIENCY IN TERMS OF<br />
BY<br />
PER DOLLAR DF COST- OF NEW AND ALTERNATIVE PROGRAMS<br />
BENEFIIS<br />
METHODS NOT CLRRENTLY AFPLIEO, THE GOVERNMENT IS IN A<br />
AND<br />
TO INITIATE AND SUBSTITUTE BETTER PROGRAMS<br />
POSITIUN<br />
SUITABLE<br />
WHEREEVER<br />
BRIAN<br />
ROTEERY,<br />
THE PROGRAMMING LOAC<br />
ESTIMAIING<br />
PRCCESSING BOL 9,7, JULYI [D&T, 2P<br />
DATA<br />
PROCRAMMING, PLANNING, PERSONNEL, JOB<br />
SELECTION,<br />
PLANNING CF A PROGRAMMING JOB WOULD SEEM TO<br />
THE<br />
THE USE OF SGPHISTICARED AND SCIENTIFIC TECHNIQUES<br />
INDICATE<br />
MANY TIMES IT IS THE FINAL GUSSS IN A SERIES OF<br />
YEll<br />
EACH INACCURATE AND UNSCIENTIFIC<br />
GUESSES<br />
ARTICLE CISCLSSES SOPE OF THESE GUESSES THAT ARE<br />
THIS<br />
IN PLANNING A PROGRAMVING JOB THE GUESSES BEGIN<br />
REQUIRED<br />
THE SELECTION GF A COMPUIER PERSGNNEL A NO CERTAIN<br />
WITH<br />
THE DIFFICULT TASK OF DECIDING PROGRAMMING LOAOS IS<br />
JOBS<br />
INCLUDING OISCUSSICN OF RUNS, SEGMENTS AND<br />
OUTLINED,<br />
ESTIMATING PROGRAMMING TIME AND BREAKING DOWN<br />
ROLTINES<br />
INTO SPECIFIED SEGMENTS IS ALSO DISCUSSED<br />
SPECIFICATIONS<br />
SIEBURG,J<br />
SOLVING BY CDMPLTER LOGIC<br />
PROBLEM<br />
PROCESSING VOL 9, 7, JLLY, I967, 4P<br />
DATA<br />
PROGRAMMERS, ANALYSTS<br />
TESI,<br />
ARTICLE PRESENTS A PARTICULARLY APT EXERCISE TO<br />
THIS<br />
THE REASONING AND ANALYTICAL ABILITIES OF COMPUTER<br />
TEST<br />
AND SYSIEMS ANALYSTS A PROBLEM CONCERNING THE<br />
PROGRAMMERS<br />
OF ON[ COUNTERFEIT COIN OUT OF I2 GIVEN COINS<br />
IDENTIFICATION<br />
TO THREE WEIGHINGS IS EXPLAINED THEN THE SOLUTION<br />
LIM[TEG<br />
COMPUTER LOGIC AND ILLUSTRATED BY A FLOWCHART AND<br />
USING<br />
STEP TABLES IS DESCRIBED<br />
LOGIC<br />
PROBLEM HAS BEEN PRIMARILY USED FOR APTITUDE<br />
THIS<br />
AND COMPUTER -GAME- TECHNIQUES, BUT IS SIMILAR IN<br />
TESTING<br />
TO THE REAL LIFE PROBLEMS OF COMPUTER<br />
COMPLEXITY<br />
APPLICATIONS<br />
ROBEJ. BELL, ROBERT<br />
PALL<br />
OEIERMINATION GF MANPOWER REQUIREPENTS<br />
QUANTITATIVE<br />
OF RETAILING VOL B, 2, SUMMER, 1967 8P<br />
JOURNAL<br />
SELECTING, PROGRAM, PERSONNEL, MANPOWER<br />
TRAINING<br />
CONTRCL<br />
EVALUATION,<br />
ARTICLE SUGGESTS SOLUTION TO THE BASIC PROBLEM<br />
THIS<br />
LACK OF SUITABLE PERFORMANCE EVALUATION STANDARDS WHICH<br />
OF<br />
TO CONSIDERABLE INSTANCES OF OVERSTAFFINC OF SALES<br />
LEADS<br />
PERSONNEL IN RETAIL DEPARTMENT STORES THE PERFORMANCE<br />
FLOOR<br />
STANDARD WHICH IS THE BASIS FOR THE STAFFINGPLAN<br />
EVALUATION<br />
BASED ON WORK SAMPLING TECHkICUE WHICH PROVIDES A QUICK,<br />
IS<br />
AND RELIABLE METHOD FOR GATHERING CAIA<br />
ECONOMICAL<br />
WORK OF THE RETAIL SALESPERSON FALLS [TO THE TWO<br />
IHE<br />
OF SELLING ACTIVITIES AND SALES SUPPORT<br />
CATEGORIES<br />
THE RECOMMENDED PROGRAM AS OUTLINED INCLUDES THE<br />
ACI[V[IIES<br />
OF COST CONTROL CENTERS, CEVELDPINC PERFORMANCE<br />
ESTABLISHING<br />
151<br />
STANDARDS, STUDYING SALES PATTERNS, CONSTRUCTING<br />
EVALUATION<br />
PERSGNEL ASSIGPENT CHART SELECTING AND TRAINING<br />
A<br />
DEVELOPING A SCHEDULING PROCEDURE AND<br />
SUPERVISORS,<br />
CONTROL TECHNICUES<br />
ESTABLISHING<br />
WERNICK, SAUL<br />
C?]I<br />
YOL THE COURAGE TO EVALUATE YOUR OWN JOB<br />
HAVE<br />
AND SALES PROMOTION VOL 15 8 AUGUST, TO&7, 2P<br />
ADVERTISING<br />
PLAN, JOB, EVALUATE<br />
PROGRAM,<br />
THIS ARTICLE AN ADVERTISING AGENCY SALES PROMOTION<br />
IN<br />
TELLS WHAT HE WOULD DO ABOUT EVALUATING HIS JOB IF HE<br />
MAN<br />
FOR AN INDIVIDUAL COMPANY THE IMPORTANCE TO<br />
WORKED<br />
OF MEASURING THE EFFICIENCY CF SALES PROMOTION IS<br />
MANAGEMENT<br />
AND THE DIFFICULTY IN DETERMINING HOW MUC<br />
ESTABLISHED,<br />
OF A SALES PROMOTION DOLLAR INCREASES PROFIT IS<br />
EXPENDITURE<br />
THEREFORE WHAT IS ADVOCATED HERE IS A SALES<br />
RECOGNIZED<br />
OF THE ANNUAL MARKETING PLAN IN WHICH THE SALES<br />
PROMOTION<br />
ACTIVITIES FOR THE YEAR ARE SPELLED OUT, AND<br />
PROMOTIONAL<br />
HOW THEY WILL CONTRIBUTE TO ACHIEVING THE OVER-ALL<br />
DETAIL<br />
GOALS<br />
MARKETING<br />
FORMAL EVALUATION PRCGRAM FOR SALES PROMOTION WILL<br />
A<br />
MANAGEMENT EXACTLY WHAT THE CONTRIBUTIONS TO THE TOTAL<br />
SHOW<br />
EFFORT ARE, AND WILL HELP TO ESIABLISF THE SALES<br />
MARKETING<br />
MANAGER AS A FULL FLOODED MEMBER OF THE MARKETING<br />
PROMOTION<br />
TEAM<br />
NAGLE, ROBERT<br />
OT32<br />
TO BETTER EXHIBITS<br />
WAYS<br />
ANO SALES PROMDTION VOL 15, 8 AUGUST, 1967,2P<br />
ADVERTISING<br />
RLES, PLANNING<br />
SELECTING<br />
SHOW EXHIBITS ARE A LARGE INVESTMENT THIS<br />
TRADE<br />
GIVES EIGHT RULES TD FELLOW TO GET THE POST FOR YOUR<br />
ARTICLE<br />
THE EXHIBII BUILDER SUGGESTS PLANNING IN ADVANCE AS<br />
MNEY<br />
AS POSSIBLE, SELECTING ONE EXHIBIT DESIGN ANO<br />
FAR<br />
FIRM, IFORMING THIS FIRM OF IHE TOTAL COMPANY<br />
CONSTRUCTION<br />
LISIENING TO THE ADVICE OF THE EXHIBIT FIRM<br />
OBJECTIVES,<br />
ABOUT COSTS AT THE BEGINNING BUILDING THE EXHIBIT<br />
ASKING<br />
A LCNGTIME AND KEEPING IRACK OF THEM AND VISITING THE<br />
FOR<br />
AS YOU WCULD AN AD AGENCY<br />
SUPPLIER<br />
THESE GGICELINES ARE PROPERLY USED THEY CAN SAVE<br />
WHEN<br />
AND TIME, AND RESELT IN BEITER EXHIBITS AND DISPLAYS<br />
MUNEY<br />
CARRY FORWARD A CDMPANYS MARKETING CBJECTIVES<br />
TO<br />
MC GINTYJOHN<br />
0?33<br />
TO MAKE DEALERS AND SALES MEN FEEL IMPORTANT<br />
HOW<br />
AND SALES PROMOTION VOL 15 8 AUGUST 1967,<br />
ADVERTISING<br />
MAKING<br />
PROGRAM,<br />
KEY TO SUCCESSFUL INCENTIVESI SAYS RALSTON PURINA<br />
THE<br />
IS TO TREAT PEOPLE AS INDIVIDUALS THIS ARTICLE<br />
CHEW,<br />
HOW THE RALSTON COMPANY MOTIVATED THEIR 400<br />
EXPLAINS<br />
SALESMEN AND 6000 RETAIL DEALERS BY FORMING TWO<br />
DISTRICT<br />
BOARDS AND FAKING MEMBERSHIP AN HCNOR IHAT TEEIR<br />
ADVISORY<br />
WOULD GO TO ALL LENGTHS TO ATTAIN<br />
MEN<br />
GENERAL SALES MANACERS ADVISORY BOARD AND THE HONOR<br />
THE<br />
MEET ONCE A YEAR AT WHICH TIME THE -RED CARPET-<br />
COLNCIL<br />
IS GIVEN TC EACH MAN AND HIS WIFE WHC HAS ACFIEVEE<br />
TREATMENT<br />
NOT OLY IS EACE PAN INDIVIDUALLY HCNORED BUT<br />
MEMBERSHIP<br />
IDEAS FOR NEXT YEARS SALES PROGRAMS ARE OBTAINEO FROM<br />
NEW<br />
RECORDS OF OTHERS<br />
THE<br />
SPECIAL AIIENTION AND INTEREST ON THE PART OF TCP<br />
THE<br />
ACD VALUE TO THE HONOR OF THIS INCENTIVE PROGRAM<br />
EXECUTIVES<br />
HENRY, BRUCE B JDNES, CLRTIS H<br />
CT]<br />
PROGRAMMING FCR PRODUCIION ALLOCATION<br />
LINEAR<br />
JOURNAl OF INDUSTRIAL EGINEERING, VOL 18, 0<br />
THE<br />
lOP<br />
JULY,1957,<br />
RULE PROGRAMMING<br />
TESTED,<br />
ARTICLE SHOWS HOW LINEAR PRDGRAHNING CAN BE USED<br />
THIS<br />
THE ALLOCATION EF PRODUCTION OF VARYING QUALITY TO ORDERS<br />
IN<br />
CERTAIN NINIMUM PERFORMANCE LEVELS THE AUTHORS<br />
DEPANDING<br />
TO HANDLE THE SHORT-TERM PROBLEM OF MIN[NIZ[NG THE<br />
PROPOSE<br />
QUANTITY REQUIRED TO SATISFY THE ORDERS BY A<br />
PRODUCTION<br />
PROCESS OF FIRST ALLOCATING THE EXPECTED YIELD BY A<br />
TWO-STEP<br />
PROGRAMMING TECHNIQUE AND THEN CGRRECTINC FOR THE<br />
LINEAR<br />
BETWEEN ACTUAL AND EXPECTED YIELDS BY A<br />
DIFFERENCES<br />
SUBSIITUIION RULE COSTS AND OTHER PRODUCTION AND<br />
SEQUENTIAL<br />
DATA TAKEN FRCP AN EXAMPLE OF THIS TYPE CF PROBLEM<br />
SALES<br />
IN THE MANLFACTURE OF AN ELECTRIC DEVICE ARE USED<br />
OCCURRING<br />
ILLUSTRATE THE PROBLEM AND TO PROVIDE INPUTS FOR A<br />
TO<br />
MODEL IN WHICH THE APPROACH IS TESTED BECAUSE<br />
SIMULATION<br />
PROCESS OF ALLOCATING ORDERS UNDER CONDITIONS OF<br />
THE<br />
CAN LEAD TO VARIETY OF PRCBLEMS THAT ARE<br />
UNCERTAINTY<br />
OBVIOUS<br />
NCEITL, JOHN N BRUMBAUG, PHILIP<br />
C735<br />
CONCEPTS IN NETWORK PLANNING<br />
INFORMATION<br />
JOLRNAL OF INDLSTRIAL ENGINEERING, VOL 18, NO 7, JULY<br />
THE<br />
8P<br />
1967,<br />
PERT, INFORMATION<br />
PLAANING,<br />
PLANNING TECHNIQUES, COMMUNICATION THEORY AND<br />
NETWORK<br />
THEORY ARE BRIEFLY REVIEWED INFORMATION THEORY<br />
INFORMATION<br />
NETWORK PLANNING TECHNIGUES, SPECIFICALLY PERT AND CPM<br />
AND<br />
THEN INTEGRATED AND APPLIED TO COMMUNICATION<br />
ARE<br />
VALUES ARE CALCULATED AND RELATED TC THE<br />
UNCERTAINTY<br />
OF PATHS IN THE PLANNING NETWCRKo METHOD IS<br />
CR[TICALITY<br />
FOR COMPARING SLACK AND UNCERTAINTY CRITICAL PATH ARE<br />
GIVEN<br />
USING UNCERTAINTY VALUES, FOR PLANNING NETWORKS<br />
CALCULATED,<br />
THE GEMINI SPACE CAPSULE SYSTEM<br />
FOR<br />
HAGE, FERALD AIKEN MICHAEL<br />
C736<br />
OF CENTRALIZATION TO OTHER STRUCTUAL PROPERTIES<br />
RELATIONSHIP<br />
SCIENCE QUARTERLY, VOL 12, NO I, JUNEt<br />
ADPINISIRATIVE<br />
RULE, ORGANIZATIONAL, MAKING, JOB, CECISION,<br />
TRAINING,<br />
CODIFICATION<br />
PAPER EXAMINES TWO OIFFERENT WAYS OF MEASURING THE<br />
THIS<br />
OF POWER IN SIXTEEN HEALTH AND WELFARE<br />
DISTRIBLTION<br />
PARTICIPATION IN DECISION MAKING ABOUT THE<br />
ORCINAZATIONS<br />
OF ORGANIZATIONAL RESOURCES AND THE DETERMINATION<br />
ALLOCATION<br />
ORGANIZATIONAL POLICY WAS STRONGLY RELATED TC THE DEGREE<br />
OF<br />
COMPLEXITY AS MEASURED BY -I- THE NUMBER OF OCCUPATIONAL<br />
OF<br />
SPECIALITIES, -2- THE AMOUNT CF PROFESSIONAL TRAINING AND
THE AMOUNT OF PROFESSIONAL ACTIVITY AND WAS WEAKLY<br />
-3-<br />
TO THE DEGREE OF FORMALIZATION AS MEASURED BY THE<br />
RELATED<br />
OF JOB CODIFICATION AND THE AMOUNT CF RULE<br />
DEGREE<br />
EXCEPT FOR RULE OBSERVATION, HIERARCHY OF<br />
OBSERVATION<br />
OR THE RELIANCE ON THE CHAIN OF COMMAND FOR WORK<br />
AUTHORITY<br />
WAS NOT AS STRONGLY RELATED TO EACH OF THEASE<br />
DECISIONS<br />
OF ORGANIZATIONAL STRUCTURE<br />
MEASURES<br />
SCOTT, W R DORNBUSCH, M BUSCHING, B C<br />
C737<br />
EVALUATION AND AUTHORITY<br />
ORGANIZATIONAL<br />
SCIENCE CUARTERLY, VOL 12, NO I, JUNE, 1967,<br />
AOMINISTRATIVE<br />
25P<br />
EVALUATED, CONTROL, ANALYZED<br />
DRGANIZATIONAL,<br />
SYSTEMS IN FORMAL ORGANIZATIONS ARE ANALYZED<br />
AUTHORITY<br />
TERMS OF THE PROCESS BY WHICH THE PERFORMANCE OF<br />
IN<br />
PARTICIPANTS IS EVALUATED AUTHORITY IS<br />
ORGANIZATIONAL<br />
AS AUTHORIZATION TO ATTEMPT TO CONTROL THE BEHAVIOR<br />
VIEWED<br />
OTHERS, AND RESTS IN FOUR DIFFERENT KINDS OF AUTHORITY<br />
OF<br />
EACH OF WHICH IS A COMPONENT OF THE EVALUATION<br />
RIGHTS,<br />
AUTHORITY SYSTEMS ARE DEFINEO IN TERMS OF THE<br />
PROCESS<br />
OF THESE RIGHTS AMONG PARTICIPANTS<br />
DISTRIBUTION<br />
THEORY SPECIFIES CERTAIN PROBLEMS IN THE EVALUATION<br />
THE<br />
WHICH MORE THE AUTHORITY SYSTEM INCOMPATIBLE WITH<br />
PROCESS,<br />
ACHIEVEMENT OF EVALUATIONS ACCEPTAELE TO THEM<br />
PARTICIPANTS<br />
AUTHORITY SYSTEMS ARE POSTULATED TO BE UNSTABLE<br />
INCOMPATIBLE<br />
TO REMAIN SO UNTIL THE INCOMPATIBILITY IS RESOLVED A<br />
AND<br />
OF INDICES IS DEVELOPED FOR THE IDENTIFICATION OF<br />
SET<br />
SYSTEMS THIS THEORY IS THE BASIS OF A CURRENT<br />
UNSTABLE<br />
OF AUTHORITY SYSTEMS IN FIVE CRGANIZATIONS.<br />
SIUDY<br />
ROSENGREN, WILLIAM A<br />
0738<br />
POLICY SIYLE STRATEGIES OF ORGANIZATIONAL<br />
STRUCTURE<br />
CONTROL<br />
SCIENCE QUARTERLY, VCL 12, NO l, JUNE,<br />
ADMINISTRATIVE<br />
25P-<br />
196,<br />
ORGANIZATIONAL, CONTROL<br />
SUPERVISORY,<br />
PAPER INVESTIGATES AND ATTEMPTS TO EXPLAIN SOME<br />
THIS<br />
BETWEEN CONTROL ACHIEVED THROUGH SUPERVISORY,<br />
RELATIONSHIPS<br />
EIGHTY LARGE GOVERNMENT PSYCHIATRIC HOSPITALS ANO 52<br />
STYLE<br />
PRIVATE HOSPITALS WERE STUDIED WITH SOME EXCEPTIONS-<br />
SMALL<br />
THESE APPARENILY TRACEABLE EITHER TC THE DIFFERENTIAL<br />
AND<br />
OF SIZE OR SPONSORSHIP-MAXIMUM STRUCTURAL CONTROL<br />
EFFECTS<br />
FOUND IN ASSOCIATION WITH A LIMITED EMPLOYEE CONTROL,<br />
WAS<br />
MINIMAL STRUCTLRAL CONIRDL WAS FOUND IN ASSOCIATION<br />
AND,<br />
MORE PERVASIVE EMPLOYEE CONTROL IN GENERAL THE SCOPE<br />
WITH<br />
EMPLOYEE CONTROL VARIED INVERSELY WITH THE SCOPE OF<br />
OF<br />
CONTROL -SDMETIMES BECAUSE OF STRUCTURAL<br />
PATIENT<br />
AND SOMETIMES BECAUSE OF SUPERVISORY STYLE<br />
ARRANGEMENTS<br />
BASIC PATTERNS ARE DISCUSSED IN THEIR RELATION TO<br />
THESE<br />
WEBERIAN CDNCEPTICNS OF FORMAL ORGANIZATIONS, AS<br />
CLASSICAL<br />
AS TO MORE RECENT THEORETICAL FORMULATIONS<br />
WELL<br />
LIPTON, PAUL Ro<br />
D739<br />
APPLICATION OF FACTORIAL EXPERIMENTATION TO THE<br />
AN<br />
WORK-MEASUREMENT-PROCESS<br />
OF INDUSTRIAL ENGINEERING VOL 18 ND 8, AUGUSl,<br />
JOURNAL<br />
7P<br />
1967,<br />
ANALYSIS<br />
TEST,<br />
ARTICLE DESCRIBES AN APPLICATION OF FACTORIAL<br />
THIS<br />
TO IHE WORK MEASUREMENT PRECESS THE PURPOSE<br />
EXPERIMENTATION<br />
IHE RESEARCH WAS TO DETERMINE THE FEASIBILITY OF<br />
OF<br />
BOTH THE ABILITY OF THE OPERATOR TO PERFORM A<br />
MEASURING<br />
TASK ANO THE ABILITY OF THE INDUSTRIAL ENGINEER<br />
PRESCRIBED<br />
JUDGE THE OPERATORS CAPABILITIES THE PROBLEM WAS TO<br />
TO<br />
THE RESULTS OF AN ASSEMBLY LINE BALANCING PROJECT,<br />
ANALYZE<br />
WERE OBTAINED SO THAT ONE COULD IDENTIFY LOTS,<br />
DATA<br />
DAYS, TIME OF DAY, AND OPERATOR IT WAS FOUND THAI<br />
STATIONS,<br />
AND TASKS ARE NOT FREELY TRANSFERABLE THUS, IT IS<br />
PEOPLE<br />
TO REJECT THE CONCEPT OF THE -NORMAL OPERATOR<br />
POSSIBLE<br />
TESTS INCLUDED ANALYSIS OF VARIANCE, THE OUNCANS<br />
STATISTICAL<br />
RANGE TEST, AND THE BARTLETTS TEST OF HOMOGENEITY<br />
MULTIPLE<br />
STUDY WAS CONDUCTED AT A NON-UNION CCMPANY<br />
THIS<br />
HILL, LAWRENCE<br />
¢T40<br />
IMPROVED BASIS TO ESTIMATE CONTROL R-÷-D TASKS<br />
AN<br />
OF INDUSTRIAL ENGINEERING VOL 18, NO 2, AUGUST,<br />
JOURNAL<br />
7P<br />
1967,<br />
CONTROL<br />
PROGRAMS,<br />
ARTICLE DISCUSSES A PRACTICAL FRAMEWORK FOR MORE<br />
THIS<br />
MANAGEMENT CONTROL OF EXPLORATORY DEVELOPMENT<br />
POSITIVE<br />
ADVANCED DEVELOPMENT PROGRAMS NOT INCORPORATING<br />
PROGRAMS,<br />
DESIGN ACTIVITIES, AND CERTAIN APPLIED RESEARCH<br />
SUBSYSTEM<br />
RELATIVELY LITTLE ATTENTIDN HAS BEEN DIRECTED<br />
PROGRAMS.<br />
IMPROVING CONTROL TECHNIQUES FOR RESEARCH AND EARLY<br />
TOWARD<br />
PRDJECIS, YET SUCH PROGRAMS PROVIDE ESSENTIAL<br />
DEVELOPMENT<br />
BLOCKS FOR FUTURE SYSTEMS TECHNICUES, SUCH AS TREE<br />
BUILDING<br />
ARE SUGGESTED TO ENCOURAGE PRODUCTIVITY IN<br />
DIAGRAMS,<br />
BY PROVIDING INCREASED VISIBILITY FOR IHE<br />
RESEARCH<br />
PURSUIT, AND ACCOMPLISHMENTS OF RESEARCH<br />
ESIABLISHMENT,<br />
81703606<br />
OBJECTIVES.IRE<br />
COLLIER, J.R<br />
C741<br />
BUSINESS PLAANING<br />
MANAGEMENT<br />
ANALYSTS JOURNAL, VL 23, NO.5, SEPT-GOT 1967,<br />
FINANCIAL<br />
6P.<br />
EVALUATION<br />
PLANNING,<br />
OF COMPANIES FCR INVESTMENT HAS BECOME MORE<br />
EVALUATION<br />
IT CAN BEST BE DETERMINED THROUGH STUDY OF A<br />
COMPLICATED.<br />
TOTAL BUSINESS PLANNING EFFORTS THE ROLE OF THE<br />
COMPANYS<br />
CHIEF EXECLIIVE IN THIS PROCESS IS CRITICAL<br />
COMPANY<br />
APPROACHES TD TECHNIQUES FOR A PLANNINC ARE<br />
STANDARD<br />
WE NEED UNDERSTANDING OF THE TOTAL SYSTEM DF THE<br />
INADEQUATE.<br />
AND OF THE EXECUTIVE LEACERSHIP AND COMMITMENT.<br />
PLANS<br />
ISESON R.S.<br />
C742<br />
FORECASTING A MANAGEMENI TOOL.<br />
TECHNOLOGICAL<br />
HORIZONS, VOL [0, NO 2, SUMMER, 1967, lOP<br />
BUSINESS<br />
ANALYSIS<br />
FORECAST,<br />
TWO FUNDAMENTALLY DIFFERENT APPROACHES TO<br />
THE<br />
FORECASTING ARE OPPORTUNITY-ORIENTED FORECASTS<br />
TECHNOLOGICAL<br />
GOAL -OR OBJECTIVE-DRIENTED FORECASIS. WITHIN THE<br />
AND<br />
ANALYTICAL MODELING INFORMED JUDGEMENT, PRECURSIVE<br />
FORMER<br />
AND TREND ANALYSIS OFFER USEFUL TECHNIQUES, WITHIN<br />
ANALYSIS,<br />
OBJECTIVE-ORIENTED FORECAST, EACH OF THESE IECHNIQbES IS<br />
THE<br />
VALID AN INCREASINGLY IMPORTANT ROLE OF<br />
EQUALLY<br />
FORECASTING IS ASSURED AS LONG AS<br />
TECHNOLOGICAL<br />
POLITICAL INSTABILITY FORCES THE CONTINUING<br />
INTERNATIONAL<br />
OF MORE POTENT WEAPONS AND AS LONG AS A FREE<br />
DEVELOPMENT<br />
EXISTS<br />
MARKET<br />
YAVITZ, BORIS<br />
C743<br />
ANOMIE OF THE -PAPER FACTORY- WORKER<br />
THE<br />
JOURNAL DF WORLD BUSINESS, BOL 2, NO 3, MAY-JUNE,<br />
COLUMBIA<br />
8P<br />
1967,<br />
JOB<br />
SATISFACTION,<br />
MODERN OFFICE IS TAKING ON THE CHARACTERISTICS OF<br />
THE<br />
FACTORY, WHILE, PARADOXICALLY, THE FACTORY IS GETTING IC<br />
THE<br />
LIKE AN OFFICE IHE REASON- AUTOMATION IS<br />
LOOK<br />
UPSTART, BUT IN THE FACTORY IT IS WELL<br />
WHITE-COLLAR<br />
TURNING FORMER ISLANDS OF IECHNOLOGY INTO<br />
ESTABLISHED,<br />
OF MECHANIZATIEN THESE CONTINENTS MEAN JOB<br />
CONTENTS<br />
AND INCREASING JOB SATISFACTION TO THE SURVIVINC<br />
ENLARGEMENT<br />
MAN THE OFFICE WORKER, IN TURN, STRUGGLES TO<br />
BLUE-COLLAR<br />
INCIPIENT STANDARDIZATION, WORK MEASUREMENT, AND EVEN<br />
ADJUST<br />
RATES OUTLOOK--CONTINENT BUILDING- WILL CUICKLY GET<br />
PIECE<br />
WAY IN THE OFFICE AND MOVE FAR MORE RAPIDLY THAN IT<br />
UNDER<br />
IN THE FACTORY ONE RESULT IS THAT THE OFFICE WILL NO<br />
DID<br />
SERVE AS A -SAFETY VALVE- FOR REDUNDANT LABOR NEW<br />
LONGER<br />
OF ECONOMIC ACTIVITY MUST TAKE EVER THAT ROLE<br />
DIRECTIONS<br />
MCFARLANE, D D HOROWITZ,<br />
CT44<br />
AND BUSINESS DECISION<br />
RISK<br />
HORIZONS, VCL I0, NO 2, SUMMER, 1967, lOP<br />
BUSINESS<br />
DECISION, ANALYST<br />
RULES,<br />
BUSINESS ANALYST CAN PROVIDE THE MOEERN<br />
QLANTITATIVE<br />
MAKER WITH SOME PRECISE RULES, BUT IT CANNOT<br />
DECISION<br />
THE FACTOR OF UNCERTAINTY AN INHERENT PART DF THE<br />
OVERCOME<br />
WORLD IT CAN, HOWEVER, ELIMINATE SOME OF THE<br />
BUSINESS<br />
ASPECTS THAT OFTEN ARISE WHEN DECISION-MAKING<br />
PROBLEMATIC<br />
ARE DELEGATED<br />
RESPONSIBILITIES<br />
ROWEN, HENRY S<br />
0745<br />
OF AMERICAN SOCIETY<br />
PROBLEMS<br />
FINANCIAL ANALYST JOURNAL, VOL 23, NO 5, SEPT-OCT 1967,<br />
ANALYSIS<br />
EDUCATION,<br />
ROWEN PDINIS OUT THAT IN MANY AREAS CF PUBLIC<br />
MR<br />
NEITHER THE GOVERNMENT NOR PRIVATE INDUSTRY HAS<br />
INIERESI<br />
ADEQUATE INVESTMENTS FOR A SUCCESSFUL RESOLUTION OF<br />
MADE<br />
NEEDS PROMINENT AMONG THEM ARE EDUCATION, HEALTH,<br />
BASIC<br />
TRANSPORTATION, POVERTY, AND THE URBAN GHETTOS AS AN<br />
MASS<br />
OF RESEARCH METHODS, WHICH HAVE BEEN PRODUCTIVE<br />
ILLUSTRATION<br />
PROMISING, MR ROWEN SINGLES OUT SYSTEMS ANALYSIS<br />
AND<br />
ATTRIBUTING TO THE METHOD A CAPABILITY CF<br />
WITHOUT<br />
AND GUANTIFYING ALL THE IMPORTANT FACTORS<br />
INTERRELATING<br />
GIVEN AREA, IT CAN FID WHICH INTERACTIONS ARE<br />
WIIHIN<br />
AND COHERENT MORE SHARPLY POINTED CUESTIONS MAY THEN<br />
STRONG<br />
RAISED CONCERNING SOLUTICNS OR ALTERNATIVES<br />
BE<br />
HARMON, JW<br />
C?6<br />
NEW APPROACH TO EMPLOYEE IRAINING<br />
A<br />
MANAGEMENT JUNE 1967 4P<br />
BUSINESS<br />
PROGRAMMED<br />
TRAINING,<br />
YOU HAVE TROUBLE SCHEDULING EPLDYEE TRAINING<br />
IF<br />
FINDING QUALIFIED INSTRUCTORS, ACHIEVING<br />
SESSIONS,<br />
RESULTS AND KEEPING STUOENIS FROM BECOMING<br />
CONSISIENT<br />
PREVENIING FRUSTRATION IN SLOWER LEARNERS-, YEU<br />
BORED-WHILE<br />
BE INTERESIEO IN A NEW APPROACH TC EMPLOYEE TRAINING<br />
WILL<br />
HERE BY A HIGHLY EXPERIENCED TRAINING CONSULTANT<br />
OUTLINED<br />
CHIEF CHARACTERISTIC OF THE NEW METHOD IS THAT IT<br />
THE<br />
TRAINING INOIVIDUALS RATHER THAN GRDUPS, AND USES<br />
INVOLVES<br />
OF FLEXIBLE TECHNIQUES IN TE PROCESS FOR EXAMPLE,<br />
VARIETY<br />
TEXTBOOKS ARE USED IN SOME CASES, WHILE IN OTHER<br />
PROGRAMED<br />
TEACHING MACHINES MAY BE MORE EFFECTIVE IHE<br />
SITUATIONS,<br />
HOWEVER, IS ON EACH INDIVIDUAL TRAINING HIMSELF-AT<br />
EMPHASIS,<br />
OWN SPEED- AND IT SEEMS TO WORK<br />
HIS<br />
DUSENBbRY, WARREN<br />
C747<br />
FOR NEW PRODUCT INTRODUCTIONS<br />
CPP<br />
BUSINESS REVIEW VOL 45, 6, JULY-AUGUST, 1967, 9P<br />
HARVARO<br />
PLANNING, CONTROL<br />
PROGRAMS,<br />
ARTICLE DESCRIBES A NEW AND PROMISING APPROACH TO<br />
THIS<br />
PLANNING IN PARTICULAR, PROGRAMS FOR THE<br />
MARKETING<br />
OF NEW PRODUCTS THE APPROACH, WHICH HAS BEEN<br />
INTRODUCTION<br />
USED BY OIAMGNC ALCALI CCMPANY MAKES USE OF<br />
SUCCESSFULLY<br />
CRITICAL PATH METHOD THIS METHOD IS NOT NEW, BUT ONLY<br />
THE<br />
HAS IT APPEARED ON THE MARKETING SCENE<br />
RECENTLY<br />
PATH METHOD HAS LED TO IMPORIANT CAINS AT<br />
CRITICAL<br />
ALKALI, INCLUDING GREAIER SPEED AND EFFICIENCY IN<br />
DIAMOND<br />
LAUNCHING OF NEW PRODUCTS, BETTER MANAGEMENT CONTROL,<br />
THE<br />
COMMUNICATIONS, AND HIGHER MORALE YET, AT THE SAME<br />
IMPROVED<br />
IT POSES PROBLEMS OF ITS OWN THAT MANAGEMENT MUST<br />
TIME<br />
SOLVE<br />
EWING, DAVID W°<br />
Cq8<br />
PLANNING AT A CROSSROADS<br />
CORPORAIE<br />
BUSINESS REVIEW VOL 65, 6, JULY-AUGUST, 1967, BP<br />
HARVARD<br />
FORECASIS<br />
PLANNERS,<br />
EVIDENCE SHOWS THAT THE PLANNING MOVEMENT HAS<br />
WHILE<br />
MOMENIUM AND ACHIEVED A RESPECTABLE NICHE IN<br />
GAINED<br />
CIRCLES, NOT ALL BUSINESSMEN ARE COMPLETELY AT<br />
EXECUTIVE<br />
WIIH IIS FUNDAMENTAL CENCEPTS THIS UNEASINESS IS CUE<br />
EASE<br />
THEIR FAILURE TO ASK AND DEBATE THREE BOTHERSOME<br />
TO<br />
THAT HAVE ACCOMPANIED PLANNING SINCE ITS START<br />
QUESTIONS<br />
ARTICLE TACKLES IHE QUESTIONS, WHAT IS THE PURPOSE OF<br />
THIS<br />
WHAT ABOUT THE HUMAN ELEMENTS, AND SHOULD THE<br />
PLANNING,<br />
OBJECTIVES BE BASED ON MARKET FORECASTS, TO SEE<br />
STRATEGIC<br />
HAS GIVEN RISE TO THEM AND WHAT LIES AHEAD FOR BUSINESS<br />
WHAT<br />
PLANNERS<br />
BRADY, RODNEY H<br />
C749<br />
IN TOP-LEVEL DECISION MAKING<br />
COMPUTERS<br />
BUSINESS REVIEW VOL 45, 6, JULY-AUGUST, 1967,<br />
HARVARD<br />
DECISION<br />
MAKING,<br />
ARTICLE DEALS WITH A CUESTICN THAT MANY<br />
THIS
HAVE BEEN WONDERING ABOUT FOR SOME TIME- HAS THE<br />
BUSINESSMEN<br />
CHANGED THE MANNER, FORM OR COTEhT OF TOP<br />
COMPUTER<br />
DECISION MAKING THE CONOLUSION REACHED IS THAT<br />
MANAGEMENT<br />
TO THE PRESENT THE COMPUTER HAS NOT HAD MUCH IMPACT ON<br />
UP<br />
DECISION MAKING IT HAS RESULTED IN TCP EXECUTIVES<br />
TOP-LEVEL<br />
MORE TIME TO MAKE DECISICNS MORE ALTERNATIVES TO<br />
HAVING<br />
AND OTHER INDIRECT ADVANTAGES, BUT IT HAS NOT<br />
CONSIDER,<br />
AFFECTED THE WAY DECISIONS ARE MADE CR THE KINDS<br />
MATERIALLY<br />
DECISIONS REACHED LOOKING AHEAD, HOWEVER, THE AUTHOR<br />
OF<br />
SOME GREAT CHANGES IN THIS SITUATICN CURING THE DECADE<br />
SEES<br />
THE Ig?OS BY Ig?5, HE PREDICTS, THE COMPUTER WILL HAVE<br />
OF<br />
TOP MANAGEMENT DECISION MAKING IN A NUMBER OF<br />
CHANGED<br />
RESPECTS<br />
IMPORTANT<br />
SCHIFF, SCHIFF, MICHAEL<br />
CTSO<br />
SALES MANAGEMENT TOOL ROAM<br />
NEW<br />
BUSINESS REIEw VOI 45, 4, JULY-AUGUST, 1967, BP<br />
HARVARD<br />
PROGRAM, EVALUATED<br />
TRAINING<br />
MARKETING PROPOSALS ARE EVALUATED BY A<br />
USLALLY<br />
CONSIDERATION OF TWO FACTORS REVENLE AND COSTS.<br />
RESTRICTED<br />
DOES THE MARKETER DIRECT ATTENTION TO THE MANNER IN<br />
RARELY<br />
TFE PROPOSALS MAY AFFECT HIS INVESTMENT IK INVENTORY<br />
WHICH<br />
ACCOUNTS RECEIVABLE THIS ARTICLE PRESENTS A MAJOR<br />
AND<br />
OFTEN IGNORED WHEN A COMPANY IS CONSIDERING A NEW<br />
FACTOR<br />
THIS FACTOR HAS BEEN DUBBED ROAM, AN ACRONYM FOR<br />
PROPOSAL<br />
ON ASSETS MANAGED- THIS ARTICLE ALSO DESCRIBES<br />
-RETURN<br />
A TRAINING PROGRAM FOR FIELD MARKETING MANAGERS IN<br />
DETAIL<br />
THIS CONCEPT hAS BEEN TAUGHT WITH EVIDENT SUCCESS<br />
WHICH<br />
EISENPREIS, ALFRED<br />
C?SI<br />
MERCHANTS CAN LEARN FROM SCIENCE<br />
WHAT<br />
OF RETAILING VOL 3, I, SPRING, IgOT, 6P<br />
JOURNAL<br />
EVALLATE<br />
ORCANIZATIONAL,<br />
ARTICLE CO,TENDS THAT SCIENCE MAKES A CONTRIBUTIO<br />
ThIS<br />
GREAT VALUE AND SIGNIFICANCE TO IHE DISTRIBUTION<br />
OF<br />
THEORY AN PRACTICE ARE INTERLINKED I AMERICAN<br />
INDUSTRY<br />
TO EXPLORE WHAT MERCHANTS CAN LEARN FROM<br />
DISTRIBLTION<br />
FOUR BROAD GROUPINGS OF DISTRIBUTION ACTIVITIES ARE<br />
SCIENCE,<br />
THE CHALLENGE OF CHANGING ORGANIZATIONAL<br />
DISCUSSED.<br />
CAPITAL INVESTMENT, MERCHANDISING, AND OPERATING<br />
STRUCTURE,<br />
ARE IHE FOUR AREAS DISCUSSED<br />
ACIIVIIIES<br />
SPECIALISTS AND OUTSIDE CONSULTANTS HANOLE<br />
STAFF<br />
WHICH DIFFER BETWFE CMPANIES THE APPLICATION OF<br />
PROBLEMS<br />
TO DISTRIBUIION MAY BE COSTLY, BUT GOOD MANAGEMENT<br />
SCIENCE<br />
EVALUATE POIENTIAL COSTS AGAINST POTENTIAL REWARDS<br />
CAN<br />
KLEINMAN, B.D SANDLER, L<br />
C752<br />
ROLE IN ACCOUNTING FOR ANII-POVERTY PROGRAM GRANTS<br />
CPAS<br />
NEW YORK CERTIFIED PUBLIC ACCOUNTANT, VCL 37, NO 9,<br />
THE<br />
1967 6P<br />
SEPTEMBER,<br />
ORGANIZATICNS, COUNSEL, CONTROL, ADMINISTRATIVE<br />
PROGRAM,<br />
I964 ECONOMIC OPPORTUNITY ACT AUTHORIZED<br />
THE<br />
ALLOTMENTS OF FUNDS TO LOCALITIES FOR APPROVEC<br />
SUBSTANTIAL<br />
PROGRAMS THESE FUNDS ARE ALLOTTEE TO LOCAL<br />
ANTI-POVERTY<br />
-DELEGATE AGENCIES- THIS ARTICLE DISCUSSES<br />
ORGANIZATIONS<br />
PROCEDURES FOR SUCH AN AGENCY TO RECEIVE CRANT, THE<br />
THE<br />
AND CTHER REQUIREMENTS AND THE ROLE CF THE<br />
ACCOUNTING<br />
AND HIS SERVICE THE CPA CAN ASSIST IN PREPARING<br />
ACCOUNTANT<br />
BUDGET WHICH MUST BE SUBMITTED TO THE LOCAL<br />
THE<br />
AGENCY TO SECURE A GRANT ALSO, HE CAN INSURE<br />
ADMINISTRATIVE<br />
WITH THE GRANT SET UP A SYSTEM OF ITERNAL<br />
COMPLIANCE<br />
CONSISIENT WITH REGLLATIONS, MAKE PERIODIC AUDITS,<br />
CONTROL<br />
REPORTS TO BE SUBMITTED TO THE ADMINISTRATIVE AGENCY<br />
REVIEW<br />
COUNSEL WITH THE DIRECTORS OF THE AGENCY THESE<br />
AND<br />
PROGRAMS OFFER THE CPA A OPPORTUNITY TO SERVE<br />
ANII-PCERTY<br />
THE AREA OF PLBLIC SERVICE<br />
IN<br />
GRANT, C B.S<br />
0753<br />
TECHNOLOGY IN HIGH SCHOOLS SIATUS REPORT<br />
EDUCATIONAL<br />
PROCESSING VOL 9, B, AUGUST, 1967, 2P<br />
DATA<br />
INNOVATION, EDUCATIONAL<br />
PROGRAMMED,<br />
ARTICLE PRESENTS THE RESULTS OF RECENT INVENTORY<br />
THIS<br />
INNOVATIVE PRACTICES IN SECONDARY SCHOOLS ThE<br />
OF<br />
EXAMINED INCLUDED TELEVISION INSTRCTION<br />
IECHNOLOGIES<br />
INSIROCTION TEACHING MACHINES, LANGUAGES<br />
PROGRAMMED<br />
DATA PROCESSING EQUIPMENT, TELEPHONE<br />
LABORATORIES,<br />
AND SIMULATION CR GAMING RESULTS ARE RELATED<br />
AMPLIFICATION,<br />
PERCENTAGE OF SCHOOLS IN INDIVIDUAL STATES OF BOTH<br />
IN<br />
AND LOWEST EDUCATIONAL TECHNOLOGY INNOVATION.<br />
HIGHEST<br />
THE ADVANCE OF EDUCATIONAL TECHNCLOGY IN OUR<br />
OVERALL,<br />
SCHOOLS SEEMS ENCOURAGING AND THE FUTURE SHOULD<br />
SECONDARY<br />
EVEN MORE WIDESPREAD USE OF THESE TECHNOLOGIES<br />
EXPECT<br />
GRIED LOUIS<br />
C75<br />
SUCCESS SPOIL YOUR ORGANIZATION<br />
WILL<br />
PROCESSING, VCL 9 8, AUGUST 1967,<br />
DATA<br />
CONFLICT<br />
PRIMARY AREA DF CONCERN TO THE MODERN EXECUTIVE IS<br />
A<br />
PROBLEM OF SURVIVAL OF HIS ORGANIZATID THROUGH TIME<br />
THE<br />
ARTICLE APPROACHES THIS PROBLEM AS ONE OF PREVENTING<br />
THIS<br />
DECAY OR DETERIORATION CF THE ORGANIZATION WHENEVER AN<br />
THE<br />
ISOLATES ITSELF FROM THE OBJECTIVE VALUES OF<br />
ORGANIZATION<br />
OUTSIDE ENVIRONMENT, WHETHER IT BE STABLE OR CHANGING<br />
THE<br />
HAS TAKEN THE FIRST StEP TOWARD ITS DETERIORATION<br />
IT<br />
ORGANIZATION SHOULD NOT BE RELUCTANT TO CHANGE ITS<br />
LARGE<br />
GOALS OR VIEWPOINTS FOR ONLY WHEN A SYSTEM IS<br />
MEIHODS,<br />
TO OUTSIDE INFLUENCES DOES IT PREVENT A CONFLICT<br />
RESPONSIVE<br />
GOALS LEADING TO DECAY<br />
OF<br />
THEME OF THIS ARTICLE IS ILLUSTRATED THROUGHOUT<br />
THE<br />
EXAMPLES DRAWN FROM GOVERNMENTAL HISTORY THE ARGUMENTS<br />
WITH<br />
OLT THAT SUCCESS CAN SPOIL AN ORGANIZATION IF THE<br />
POINT<br />
SIGNS OF ORGANIZATIONAL DECAY GO UNDETECTED OR ARE<br />
WARNING<br />
IGNORED<br />
ROTHERY, BRIAN<br />
C755<br />
PROGRAMMING PROGRESS<br />
ASSESSING<br />
PROCESSING, VOL g, 8, AUGUST, i967, 2P<br />
DATA<br />
PLANNING, CONTROL<br />
PROGRAM,<br />
OF A PROGRAMING PROJECT INVOLVES TWO VITAL<br />
MANAGEMENT<br />
-ASSESSMENT AND COkTRCL GOOD STANOARES ASSURE THAT<br />
ELEMENTS<br />
IS ESTABLISHED ASSESSMENT, HOWEVER IS DEPENDENT<br />
CONTROL<br />
THE PLANNING PRIOR TO ESTIMATING THE PROGRAM LOAD IN<br />
UPON<br />
153<br />
TO THE MEASUREMENTS TAKEN TO SEE THAT THE WORK IS<br />
ADDITION<br />
THIS ARTICLE REPORTS ON SOME GF THE METHODS FOR<br />
PROGRESSING<br />
PROGRESS THERE ARE MANY METHODS OF ASSESSING<br />
MEASURING<br />
BUT THE BEST EMPLOY A STANDARD UNIT OF CONTROL.<br />
PROGRESS<br />
METHODS ARE EXPLAINED AND ILLUSIRATE THE FIRSI<br />
THREE<br />
A PROGRESS CHART THAT COMPARES ELAPSED TIME AND<br />
IS<br />
TIME IHE SECOND CHART SHOWS THE PROGRESS TREND<br />
PRODUCTIVE<br />
STATISTICAL PROJECTIONS THE THIRD CHART GIVES SOME<br />
AND<br />
ON HOW THE PRODUCTIVE TIME IS CALCULATED IN ALL CASES<br />
LIGHT<br />
USE OF GOOD STANDARDS IS ESSENTIAL<br />
THE<br />
PAYTZ, R K<br />
C756<br />
REPORTING AND DATA RELIABILITY.'<br />
CONGLOMERATE<br />
EXECUTIVE VOL XXXV NO 9, SEPTEMBER, 197,<br />
FIkANCIAL<br />
ANALYSIS<br />
INFORMATION,<br />
RECOMMENT IHE RELEASE GF INFORMATION ABOUT THE<br />
TO<br />
OF CONGLOMERATE COMPANIES BEYOND WHAT IS NOW<br />
OPERATIONS<br />
REPORTED, WITHOUT A CAREFUL ANALYSIS OF THE<br />
GEkERALLY<br />
OF SUCH CATA AND THE DIFFICULTIES AND EVEN<br />
LIMITATIONS<br />
INHERENT IN THEIR USE COULO LEAD TO SUBSTANTIAL<br />
DANGERS<br />
THE PLRPOSE OF THIS ARTICLE IS TO EXAMINE SOME OF<br />
PROBLEMS<br />
PROBABLE LIMITATIONS OF SUCH REPORTING IT HAS BEEN<br />
THE<br />
THAT FOR REPORTING PURPOSES THE COMPANY BE<br />
SUGGESTED<br />
INTO PARTS AND REPORTS BE PREPARED FOR EACH PART<br />
SEPARATED<br />
THE VALUE OF THIS FOR POTENTIAL INVESTORS IS<br />
BUT<br />
RESPONSES ARE GIVEN IN REGARD TO THE EXTENT<br />
QUESTIONABLE<br />
ALLOCATION OF COMMON COSTS AMONG PARTS OF A COMPANY<br />
THAT<br />
SIGNIFICANT PROBLEMS OF RELIABILITY IN RESULTING<br />
POSE<br />
IT HAS BEEN PROPOSED THAT COMMON COSTS -COSTS THAT<br />
REPORTS<br />
TO TWO OR MORE SEGMENTS OF THE CCMPANY-, BE OMITTEO<br />
RELATE<br />
REPORTS TD REDUCE THE SUBJECTIVIIY BROUGHT INTO<br />
FROM<br />
REPORIS DLE TO COMMON COST ALLOCATIONS.<br />
DIVISONAL<br />
BRATTER, HERBERT<br />
C757<br />
THE BANK DIRECTORS MEETING.'<br />
AT<br />
VOL LX, 2, AUGUST, 967, 2P<br />
BAKING<br />
JOB<br />
ORGANIZES,<br />
ARTICLE PRESENTS SOME SUGGESTIONS FOR A BANK<br />
THIS<br />
TO HELP HIM FULFILL HIS JOB MORE COMPLETELY<br />
DIRECTOR<br />
THE BOARD OF DIRECTORS WILL FUNCTION IN A<br />
BASICALLY<br />
MANNER IF ITS MEMBERS ARE MADE AWARE OF THEIR<br />
SATISFACTORY<br />
AND REALIZE THAT IT IS THEY WHO SHOULD ESTABLISH<br />
DUTIES<br />
POLICIES FOR THE BAK AND SEE THAT THOSE POLICIES<br />
GENERAL<br />
CARRIED OUT BY THE OFFICERS MORE SPECIFICALLY A TYPICAL<br />
ARE<br />
IS OUTLINED WHICH ORGANIZES THE MEETINGS LOOSE-LEAF<br />
AGENDA<br />
ARE SUGGESTED AS A WAY TO PRESENT DATA AT THE<br />
BOOKS<br />
MEETINGS<br />
THE PAIN PURPOSE CF THE BOARD IS TC ESTABLISH<br />
SIkCE<br />
THE BANKS POLICIES, 12 FACTORS TC BE CCNSIOEREC IN<br />
REVIEW<br />
LOAN POLICIES ARE LISTED ANOTHER LIST PRESENTS<br />
ESIABLISHING<br />
ASPECTS OF THE BAAKS BUSINESS THAT SHOULD BE<br />
IMPORTANT<br />
REVIEWED BY THE DIRECTORS THIS ARTICLE INCLUDES<br />
REGULARLY<br />
OF A BANK DIRECTORS JOB THAT SHOULD BE RECOGNIZED<br />
ASPECTS<br />
WILLIAMS, R H<br />
C758<br />
360 CODING TECHNIQUES<br />
SYSTEM<br />
PRCCESSING, VOL 9, 8, AUGUST, 1967,<br />
DAIA<br />
PROGRAMMER, INDEXING, DOCUMENT CONTROL, CODES<br />
TESTING,<br />
ALL TECHNICAL FIELDS COMPUTER PROGRAMMING TENDS TC<br />
LIKE<br />
MANY -TRICKS OF THE TRADE- WHICH ARE SELDOM<br />
DEVELOP<br />
AND ALMOST NEVER COLLECTED TOGETHER IN SINGLE<br />
DOCUMENTED,<br />
THIS ARTICLE PRESENTS SUCH A COLLECTION OF<br />
DOCUMENT<br />
FOR IBM 360 ASSEMBLY LANGUAGE CODING<br />
TECHNIQUES<br />
FIRST SECTION, WHICH CONSISTS OF CODING TECHNIQUES<br />
THE<br />
ALLOW THE PROGRAMMER TO TILIZE THE 360 hARDWARE<br />
WHICH<br />
INCLUDES CLEARING, TESTING, SWAPPING GATES,<br />
BETTER<br />
AND SHIFTING INDEXING, BINARY ARITHMETIC AND<br />
ROTATION<br />
MANIPULATIONS TECHNICUES THE SECOND SECTION<br />
CHARACTER<br />
CONDITION CQDES SWITCHES, PARAMETERS AND DUMMY<br />
DESCRIBES<br />
SECTIONS, WHICH ARE SOME CONVENTIONS IN THE USE OF<br />
CONTROL<br />
SYMBOLS FOR MORE EFFECTIVE UTILIZATION OF ASSEMBLER<br />
THE<br />
FACILITIES<br />
ARTICLE SHOULD BE ESPECIALLY HELPFUL TO THOSE WHO<br />
IHIS<br />
TRYING TO LEARN THE 60 ON THEIR OWN BUT SHOULD ALSO BE<br />
ARE<br />
TO THE TRAINED 60 PROGRAMMER<br />
USEFUL<br />
BELSDN, WILLIAM A<br />
C759<br />
RECORDING EFFECT ON ACCURACY OF RESPONSE IN SURVEYS<br />
TAPE<br />
OF MARKEIING RESEARCH VOL. IV, AUGUST 1967, 8P.<br />
JOLRNAL<br />
TYPESCRIPT<br />
QUESTIONNAIRE,<br />
ARTICLE REPORTS A STUDY OF THE EFFECTS ON THE<br />
THIS<br />
OF SURVEY DATA OF TAPE RECORDING AN INTERVIEw<br />
ACCURACY<br />
MATCHED SAMPLES WERE USED EACH WITH A STANDARD<br />
EMPIRICALLY<br />
BUT FOR ONE OF THEM A TAPE RECORDER WAS ALSO<br />
QUESTIONNAIRE,<br />
THE QUESTIONS ASKED CONCERNED NEWSPAPER READERSHIP,<br />
USED<br />
DATA WERE AVAILABLE FROM ANOTHER SOURCE FOR VALIDATING<br />
AND<br />
REPLIES FOR THE SAMPLE AS A WHOLE, THERE WAS NO LOSS IN<br />
THE<br />
BECAUSE OF TAPE RECORDING HOWEVER THIS MASKS<br />
ACCURACY<br />
ACCURACY FOR THE UPPER SOCIAL GROUPINGS AND<br />
REOUCED<br />
ACCURACY FOR THE LOWER<br />
INCREASED<br />
PALL, ROBERT BELL, ROBERT<br />
CTO0<br />
OF MANPOWER REQUIREMENTS IN VARIABLE<br />
DETERMINATION<br />
ACTIVITIES<br />
OF RETAILING VOLo43, NO 2, SUMMER 196T<br />
JOLRNAL<br />
MANPOWER JOB, CONTROLLING<br />
PLAN<br />
IS THE BELIEF OF THE AUTHORS THAT THE USE OF<br />
IT<br />
STANDARDS AS A BASIS FOR SCHEDULING AND<br />
QUANTITATIVE<br />
WORK ASSIGNMENTS CAN INCREASE STORE PROFITS<br />
CONTROLLING<br />
IS ACCOMPLISHED BY REDUCING LABOR COSTS<br />
THIS<br />
RETAIL STORE IS ACCUSED Op FAILING TO ADJUST TO A<br />
THE<br />
OF WORK SCHEDULING THAT HAS LONG SINCE BEEN ADOPTED<br />
SYSTEM<br />
INDLSTRY IN ORDER TO HANDLE PEAK BUSINESS LOADS DURING<br />
BY<br />
NOON-HOUR AND AFTER-WORK RUSH PERIODS, STORES REMAIN<br />
THE<br />
FOR THE REMAINDER CF THE DAY IN A RECENTLY<br />
OVER-STAFFED<br />
SLRVEY IT WAS DISCOVERED THAT SALESMEN SPENT ONLY<br />
TAKEN<br />
PER CENT OF THEIR TIME ENGAGED IN SELLING THE<br />
TWENIY-FIVE<br />
OFFER A PLAN BASED ON NEW DEFINITIONS OF JOB<br />
AUTHORS<br />
THAT WILL MAKE SIZABLE IN-ROADS INTO REOUCING THIS<br />
FUNCTIONS<br />
EXPENSE<br />
KLEINSCHRO0, W A<br />
D?OI
BIG NEW PUSH TO EDUCATE.<br />
THE<br />
MANAGEMENT VCL 28, NO.8, SEPTEMBER, 1967,<br />
ADMINISTRATIVE<br />
JOB, EDUCATE, ADMINISTRATIVE<br />
TRAINING,<br />
IS NOW WILL BE MUST BE, ALLOCATING<br />
BUSINESS<br />
AMOUNTS OF TIME AND MONEY TO THE JOB OF MAKING<br />
INCREASING<br />
PEOPLE MORE COMPETENT THE BIG EDUCATION PUSH IS<br />
ITS<br />
THAT ADMINISTRATORS EXERT A GENERALIST MANAGERS<br />
DEMANDING<br />
HERE. A KNOWLEDGE OF TRAINING TRAINERS AND TOOLS<br />
KNOWLEDGE<br />
WHICH TO WORK.<br />
WITH<br />
CRUCIAL NEED IN MOST FIRMS IS FOR A BETTER GRADE OF<br />
THE<br />
TALENT NEXT WEEK AND NO SUBSTANTIAL ABSENCE THIS<br />
EXECUTIVE<br />
WEEK.<br />
SHORTAGE OF COMPETENT PEOPLE AT ALL LEVELS IS<br />
THE<br />
SEVEREST PROBLEM IT IS THE ADMINISTRATIVE MANAGERS<br />
BUSINESS<br />
CHALLENGE.<br />
GREATES1<br />
WOODS, O.H.<br />
0T62<br />
NEW PERSPECTIVE.<br />
A<br />
ANALYSTS JOURNAL VCL 23 NO.6, AUGUST 1967, 3P<br />
FINANCIAL<br />
DECISION<br />
ORGANIZATIONAL,<br />
STRUCTURE SOMETIMES WEAKENS THE PROCESS<br />
ORGANIZATIONAL<br />
INVESTMENT OECIS[ON-MAKING BY FINANCIAL INSTITUTIONS BY<br />
OF<br />
CONCEPTS OF MODERN DECISION THEORY, THE AUTHOR hOPES<br />
USING<br />
PROVIDE SOME INSIGHTS INTO THE PROBLEM OF INSTIIUTIDNAL<br />
TO<br />
MANAGEMENT INSTANCES ARE CITED OF THE<br />
INVESTMENT<br />
OF DECISION-MAKING UNDER CONDITIONS OF<br />
DIFFICULTIES<br />
AN ORGANIZATIONAL MODEL CONSISTING OF PATTERN<br />
UNCERTAINTY<br />
DECISION-MAKING, AND POLICY-MAKING IS USED FOR<br />
RECOGNITION,<br />
PURPOSES. SOME ASPECTS OF THE PROBLEM CAN BE<br />
DESCRIPTIVE<br />
BY PROBABILITY ESTIMATES AND A SHARPER<br />
APPROACHED<br />
OF MANAGEMENTS RISK JUDGEMENTS.<br />
FORMULATION<br />
DITZ, GERHARD W<br />
0763<br />
PROBLEMS OF THE SALESMEN<br />
STATUS<br />
TOPICS VOL 15, NO. WINTER 1967. lOP.<br />
BUSINESS<br />
PSYCHOLOGICAL, JOB<br />
TE$IS<br />
TURNOVER AMONGST SALESMEN IS EXTREMELY HIGH. THE<br />
THE<br />
ATTEMPTS TO FIND THE REASON WHY MOST SALESMEN DO NOT<br />
AUTHOR<br />
A POSITION OF PERMANENCY VERY FEW YOUNG MEN ASPIRE<br />
SECURE<br />
BE SALESMEN. IT IS THOUGHT TO BE A TRANSITION STEP BEFORE<br />
TO<br />
THE MANAGERIAL RANKS ONLY THE BLUE-COLLAR WORKER<br />
ENTERING<br />
SELLING AS THE SOLUTION TO INCREASED STATUS.<br />
FINDS<br />
A SALESMAN BECOMES PROFICIENTq INCOME BECOMES A<br />
IF<br />
CONSIDERATION ANO HE IS SOON LOOKING FOR STATUS,<br />
MARGINAL<br />
CAN NOT BE FOLND IN HIS PRESENT JOB. THE USE OF<br />
WHICH<br />
TESTS TO SCREEN CANDIDATES FOR SELLING JOBS<br />
PSYCHOLOGICAL<br />
TO CLOUD THE ISSUE WHILE THE AUTHOR OFFERS NO<br />
TENDS<br />
HE DOES RAISE SOME VERY VALID QUESTIONS.<br />
ANSWERS,<br />
RANDALL, JR. E.V<br />
eTA4<br />
OF EMPLOYEES.<br />
MOTIVATION<br />
VOL.BO, NO 3, SEPTEMBER, 1967,<br />
BANKING,<br />
COMMUNICATION<br />
POLICY<br />
AUTHOR CRITICIZES UPPER MANAGEMENT FOR THEIR<br />
THE<br />
RELATIONSHIPS. HE CLAIMS COMPANIES HAVE PROPER<br />
EMPLOYEE<br />
FOR EMPLOYEE MOTIVATION, YET OFTEN THESE GUIOES ARE<br />
GUIDES<br />
DISCONTENT WITH EMPLOYEES APPEARS TO EXIST DUE TO<br />
IGNORED.<br />
OF TWO-WAY COMMUNICATION WITHIN THE FIRM.<br />
LACK<br />
AUTHOR OFFERS A NEW POLICY WITH SEVERAL SUGGESTIONS<br />
THE<br />
HOW TO REGULATE IHESE DIFFICULTIES POSITIVE IOEAS<br />
OF<br />
THE NEGLECTED ASPECTS OF THIS TOPIC.<br />
REPLACE<br />
HINKLE CHARLES L. KUEHNt ALFRED A<br />
0765<br />
MOOELS MAPPING THE MAZE FOR MANAGEMENT<br />
HEURISTICS<br />
MANAGEMENT REVIEW VCL.l, FALL 1967t 9P.<br />
CALIFORNIA<br />
DECISION-MAKING<br />
MANAGEMENT SCIENCE EVOLVES, THE TWO INTERELATEO<br />
AS<br />
OF MODELS AND SYSTEMS ARE PROVING THEIR USEFULNESS<br />
CONCEPTS<br />
ALL FUNCTIONAL AREAS OF BUSINESS. CERTAIN ASPECTS OF THE<br />
IN<br />
OF MATHEMATICAL MODELS TO BUSINESS PROBLEMS ARE<br />
APPLICATION<br />
HERE, WITH EMPHASIS ON THE MERITS OF HEURISTIC<br />
PRESENTED<br />
AS AIDS TO OECISION-MAKING FIRST THE HISTORICAL<br />
APPROACHES<br />
OF MODELS ARE PRESENTED AND A HEURISTIC DEFINED WITH<br />
USES<br />
ON THE VALUE OF SIMPLICITY EXAMPLES OF LOCATING<br />
EMPHASIS<br />
ORDER CONSOLIDATION, TRUCK SCHEDULING AND<br />
WAREHOUSES<br />
SCHEDULING ILLUSTRATE SITUATIONS IN WHICH HEURISTIC<br />
AIRLINE<br />
ARE BEING EMPLOYED WITH CONSIDERABLE SUCCESS<br />
DEVICES<br />
DISCUSSION EMBODIES CONSIOERATIONS OF REALITY<br />
FbRTHER<br />
AND COSTS, DIRECTED TOWARD READERS WHO HAVE MORE<br />
EFFICIENCY,<br />
JUST A CASUAL OR ACADEMIC INTEREST IN USING MODELS AND<br />
THAN<br />
IN PROBLEM SOLVING<br />
COMPUTERS<br />
STEINER GEORGE A.<br />
0766<br />
TO LONG-RANGE PLANNING FOR SMALL BUSINESS.<br />
APPROACHES<br />
MANAGEMENT REVIEWt VOL.lt NOt FALL 1967,<br />
CALIFORNIA<br />
PROGRAM PLANNING, ANALYTICAL<br />
SELECTINGt<br />
ARTICLE PRESENTS SOME NEW THOUGHTS ON LONG-RANGE<br />
THIS<br />
SPECIFICALLY DESIGNED TO ASSIST THE SMALL<br />
PLANNING<br />
DISCUSSION FIRST ESTABLISHES THE NEED FOR<br />
BUSINESSMAN<br />
PLANNING BY THE SMALL BUSINESS, ANO THE PRESENT<br />
LONG-RANGE<br />
OF IT. THE BASIC ANALYTICAL STEPS IN PLANNING ARE<br />
LACK<br />
AND A MORE DETAILED PRESENTATION OF A NUMBER OF<br />
LISTED<br />
STEPS FCR PLANNING IS INCLUDED SOME OF THESE<br />
OPERATIONAL<br />
STEPS ARE ASKING QUESTIONS, DETERMINING THE<br />
OPERATIONAL<br />
FACTOR FOR SUCCESSt CHECK-OFF LISTS AND SELECTING<br />
STRATEGIC<br />
KEY OBJECTIVES.<br />
CONCRETE<br />
AN ILLUSTRATION OF THE PROPOSED PLANNING TECHNIQUE,<br />
AS<br />
BRIEF DESCRIPTION OF AN ACTUAL COMPREHENSIVE PLANNING<br />
A<br />
IS INCLUDED.<br />
PROGRAM<br />
WEINGARTENt J.<br />
e767<br />
NO BUSINESS LIKE SEMINAR BUSINESS<br />
THERES<br />
REVIEW, VOL 90e ND.3 SEPTEMBER, I967o 5P<br />
DUNS<br />
CONVENTION MEETINGS<br />
SYMPOSIUM<br />
IS EXTREMELY DIFFICULT FOR MANAGEMENT TO TELL<br />
IT<br />
A SEMINAR WHICH HAS COST A COMPANY ANYWHERE FROM<br />
WHETHER<br />
HUNDRED TO SEVERAL THOUSAND DOLLARS, JUSTIFIES THE<br />
SEVERAL<br />
AND EVEN MORE IMPORTANTe THE OUTLAY OF VALUABLE<br />
EXPENSEe<br />
TIME NO MATTER HOW SUCCESSFUL THE SEMINAR, UNLESS<br />
EXECUTIVE<br />
INDIVIOUAL CLOSELY EXAMINES HIS MOTIVES FOR ATTLNDINGt<br />
THE<br />
OF THE MONEY OUTLAY IS LIKELY TO GO OONN TE CORPORATE<br />
MUCH<br />
IHE COMPANY SHOULD EXAMINE ITS MOTIVES FOR SENDING AN<br />
DRAIN.<br />
154<br />
THE ARTICLE DISCUSSES THE SELECTION OF THE RIGHT<br />
INDIVIDUAL<br />
TO ATTEND SUCH SEMINARS THE VARIOUS TYPES CF SEMINARS<br />
MAN<br />
DESCRIBED AND REFERENCE IS MADE TO THE SO-CALLED<br />
ARE<br />
SEMINARS WHICH COVER A WIDE ARRAY OF SUBJECTS.<br />
-HbMANITIES-<br />
LARDAS N. P.<br />
0768<br />
NOW A FEW WORDS ABObT SIGNS<br />
AND<br />
MANAGEMENT VCL.ZBt NO.B, SEPTEMBER, 1967, 2P<br />
ADMINISTRATIVE<br />
ADMINISTRATIVE<br />
INFORMATION,<br />
GREAT DEAL OF VARIED INFORMATION IS CONVEYEO BY THE<br />
A<br />
NAMEPLATES, AND DIRECTORY BOARDS THAT ARE USED<br />
SIGNS,<br />
THROUGHOUT OFFICES TODAY. THESE SIGNS<br />
EXTENSIVELY<br />
THE NAME OF A PERSON, THE LOCATION OF A<br />
COMMUNICATE<br />
OR A WORD OF CAUIIONt AND IT IS OFTEN THE<br />
DEPARTMENT<br />
MANAGERS RESPONSIBILITY TO BUY TFE NECESSARY<br />
ADMINISTRATIVE<br />
AND SEE THAT THEY ARE PROPERLY USED.<br />
PRODUCTS<br />
ARTICLE REVIEWS VARIOUS SIGN TYPES AND THE USES TC<br />
THIS<br />
ThEY MAY 8E PUT<br />
WHICH<br />
REAGAN, F H<br />
0769<br />
PRODUCTS IN REVIEW<br />
TELETYPE<br />
PROCESSING VOL g 9 SEPT L967e 6P.<br />
DATA<br />
CODE<br />
CONTROL,<br />
ARTICLE IS A REVIEW OF TELETYPE CORPORATIONS<br />
THIS<br />
LINE OF DATA COMMUNICATION EQUIPMENT THE KEYBOARD<br />
EXTENSIVE<br />
COMMUNICATIONS UNITS PRODUCED BY TELETYPE HAVE<br />
PRINTER<br />
WELL KNOWN OVER THE YEARS CGMPONENTS CURRENTLY<br />
BECOME<br />
BY TELETYPE INCLUDE CHARACTER-AT-A-TIME PRINTERS,<br />
PRODUCED<br />
PAPER TAPE READERS AND PUNCHES, EDGE-PUNCHED CARE<br />
KEYBOARDS,<br />
AND PUNCHED AND STATION CONTROL DEVICES.<br />
READERS<br />
DESCRIPTIONS OF THE MODEL 37 KSR TELESPEED<br />
DETAILED<br />
EDC AND PUSH BUTTON DATA GENERATOR ARE PRESENTED A<br />
IZDO<br />
COMPARES 1ELETYPE EQUIPMENT ON THE BASIS OF FUNCTIONe<br />
CHART<br />
OUTPUT, CODE LEVELS SPEED AND APPROXIMATE PURCHASE<br />
INPUT,<br />
PRICE.<br />
MECLIN,<br />
C770<br />
-NEW WAYS TO TEACH NEW SKILLS-.<br />
AUDIO-VISUALS<br />
MANAGEMENT VCL 28, ND 8, SEPTEMBER, I967 7P<br />
ADMINISTRATIVE<br />
PROGRAMMED<br />
TRAINING,<br />
BLACKBOAROS, VIOEOTAPE ANO PROGRAMMED<br />
ELECTRONIC<br />
ARE ALL IN THE VANGUARD OF AUDIO-VISUAL TRAININC<br />
INSIRUCIION<br />
TRADITIONAL AIDS LIKE PROJECTORS ARE NOW ABLE TO SHOW<br />
AIDS<br />
OR MORE TYPES OF FILM, AND SOME DO IT IN LIGHTED ROOMS<br />
TWO<br />
DEVICES ENABLE THE MANAGER TO MAKE HIS OWN<br />
NEW<br />
TO SUIT HIS FIRMS SPECIFIC IRAINING NEEDS<br />
TRANSPARENCIES,<br />
PRICES AND PORTABILITY HIGHLIGHT THE NEW PRODUCTS<br />
LOW<br />
MAJOR TYPES OF SCREENED MEDIA INCLUDE FILMSTRIPS,<br />
THE<br />
TRANSPARENCIES AND CPAGUE MATERIALS, IN ADDITION TO<br />
SLIDES,<br />
PICTURE FILMS. SEVERAL PROJECTORS ARE ABLE TO SHOW<br />
MOTION<br />
FILMSTRIPS AND SLIDES OVERHEAD PROJECTORS ARE USED FOR<br />
BOIH<br />
REAR PROJECTION UNITS PLACE THE PROJECTOR<br />
TRANSPARENCIES<br />
RATHER THAN IN FRONT OF THE SCREEN, PERP[TTING<br />
BEH[ND<br />
UNITS CONTAINED IN LECTERNS<br />
PORTABLE<br />
SCHULTZ RAYMOND G.<br />
C771<br />
ISSUES IN WORKMENS COMPENSATION<br />
ADMINISTRATIVE<br />
JOLRNAL OF RISK AND INSURANCE VOL 36, NO.3, SEPT. Ig6T<br />
THE<br />
ANALYSIS, ADMINISTERED<br />
PROGRAM,<br />
HAS RECENTLY UNDERGONE SOMETHING OF AN<br />
CALIFORNIA<br />
APPRAISAL- OF ITS WDRKMENS COMPENSATION SYSTEM IN<br />
-AGONIZING<br />
HOPE OF ARRIVING AT SOLLTIONS TO ALLEGED MAJOR<br />
THE<br />
THESE INCLUDE RISING VOLUME OF LITIGATION,<br />
SHORT-COMINGS.<br />
QUESTIONABLE ADMINISTRATIVE PRACTICES AND THE LACK OF<br />
SOME<br />
EFFECTIVE VOCATIONAL REHABILITATION PROGRAM- UNDERLYING<br />
AN<br />
STATED PROBLEMS IS THE AREA OF RISING COST.<br />
THESE<br />
ANALYSIS IS MADE OF OTHER TYPES OF ADMINISTRATIVE<br />
AN<br />
EMPLOYED IN THE UNITED STATES. THESE SUCCESSES<br />
SYSTEMS<br />
TO BE THE DIRECT PAYMENT OF STATE ADMINISTERED<br />
APPEAR<br />
FOUND IN wISCONSIN AND MICHIGAN THESE SYSTEMS TC<br />
PROCEDURES<br />
HAVE AVOIDED HEAVY LITIGATION ANO ACHIEVED A PROMPT,<br />
DATE<br />
BENEFIT PAYMENT RECORD AT A RELATIVELY LOW<br />
ACCURATE<br />
COST SHOULD THE CALIFORNIA SYSTEM REVISIONS<br />
ADMINISTRATIVE<br />
INEFFECTIVE, THE DIRECT-PAYMENT APPPROACH SHOULD BE<br />
PROVE<br />
CONSIDERED<br />
WIEKSIRLM O.K.<br />
07?2<br />
MUST MASTER SOCIAL PROBLEMS.<br />
MANAGERS<br />
MANAGEMENT VCL.28t NO 8t SEPT* 1967, IP.<br />
ADMINISTRATIVE<br />
PLANNING PERSONNEL, MAKING<br />
PROGRAM,<br />
OF THE GREAT CHALLENGES IN BUSINESS TODAY IS TO<br />
ONE<br />
FUTURE MANAGEMENT PERSONNEL FOR OPERATING THEIR FIRM<br />
PREPARE<br />
A WORLD THAT WILL EXPECT BUSINESS MEN TO BECOME LEADERS<br />
IN<br />
THE FIELD OF SOCIAL CONSCIOUSNESS AS WELL AS TO CONCERN<br />
IN<br />
WITH MAKING PROFITS TOMORROWS MANAGEMENT WILL<br />
THEMSELVES<br />
TO FACE AND RESOLVE A VARIEIY OF SOCIAL PROBLEMS. AND<br />
HAVE<br />
MAY BE AS SIGflIFICANT TO CORPORATE OPERATIONS AS<br />
THESE<br />
ABOUT MARKETING, MANUFACTURING AND LGNG-RANGE<br />
DECISIONS<br />
PLANNING<br />
PREPARE FLTLRE MANAGEMENT TO DEVELOP THEIR ABILITY<br />
TO<br />
HUMAN RELATIONS, MANAGEMENT TODAY CAN WORK IN TWO BASIC<br />
IN<br />
FIRST, WE CAN PERSUDDE THE MORE THAN SO<br />
AREAS.<br />
UNIVERSIIY-RUN MANAGEMENT DEVELOPMENT<br />
-IN-RESIDENCE-,<br />
TO EXPAND TFEIR PROGRAMS DEALING WIIH BbSINESS<br />
COLRSES<br />
AND HUMAN RELATIONS SECOND, WE CAN BEGIN A<br />
SOCIETY<br />
PROGRAM TD DEVELOP MORE INTEREST AkC THOUGHT<br />
LONG-RANGE<br />
HLMAN RELATIONS IN OUR COMPANIES<br />
ABEUT<br />
MOLESt W.A<br />
C773<br />
THE ACCOUNTING SERVICES<br />
SELLING<br />
ACCOUNTING VDL.44, NO SEPT. I967,<br />
MANAGEMENT<br />
ANALYZE<br />
EOLCATEt<br />
ARTICLE SEES SALESMANSHIP AS ONE OF THE GREATEST<br />
THIS<br />
TO ACCDLNTANTS TODAY. ACCOUNTANTS HAVE A GOOD<br />
CHALLENGES<br />
PRODUCT BUT THEY HAVE NOT YET FULLY SUCCEEDEO IN<br />
SERVICE<br />
THIS PRODUCT THERE IS TOO MUCH EMPHASIS TOOAY ON<br />
MARKETING<br />
PROFICIENCY AND AS A RESULT, THE AREA OF TOTAL<br />
TECHNICAL<br />
IS NEGLECTED. TOTAL SERVICES REFERS TO MORE THAN<br />
SERVICE<br />
TECHNICAL SERVICE. THE ARTICLE LISTS GUIOELINES FOR THE<br />
JUST<br />
ACCOUNTANT TO FELLOW SO THEY CAN INTERACT AND<br />
CORPORATION<br />
COMMUNICATE WITH OTHER COMPANY DEPARTMENTS IN ORDER TO
CONTRIBUTE TO THE WHOLE THEY ARE -[- ADVERTISE YOUR<br />
BETTER<br />
-2- SPELL OUT YOUR SERVICE POTENT[ALL -3- EDUCATE,<br />
SERVICEr<br />
AND MODERNIZE AND THEY ANALYZE YOUR TOTAL SERVICE<br />
-6-<br />
BY BROOMING MORE SERVICE ORIENTED, IHE<br />
EFFECTIVENESS.<br />
CAN PLA A GREATER ROLE DN THE MANAGEMENT TEAM.<br />
ACCOUNTANT<br />
LACHTER, L E<br />
077<br />
SEVEN FIRMS EDLCATE THEIR IN-OFFICE PERSONNEL<br />
HOW<br />
MANAGEMENT VCL 28, NO B, SEPT.<br />
ADMINISTRATIVE<br />
SUPERVISORY PROGRAMS PERSONNEL MANPOWER EDUCATE<br />
TRAINING<br />
GROWING NUMBER OF COMPANIES ARE OEVELOPING IN-OFFICE<br />
A<br />
PROGRAMS, AND THE TREND IS ACCELERATING TWO BASIC<br />
TRAINING<br />
FOR THESE PROGRAMS ARE -1. THAT SCHOOL GRADUATES<br />
REASONS<br />
SCHOOL AN COLLEGE- NEED TRAINING TO FULFILL SPECIFIC<br />
-HIGH<br />
REQUIREMENTS, AND -2. THAT MANAGEMENT PERSONNEL<br />
COMPANY<br />
LEVELS HAVE TC BE AWARE OF NEW TECHNICUES AND<br />
ALL<br />
PROCEDURES<br />
OESCRIPTIONS OF SOME OF THE TRAINING PROGRAMS IN<br />
BRIEF<br />
AT SEVEN CORPORATIONS ARE INTERNATIENAL PAPERw<br />
EFFECT<br />
MANPOWER INC PHILADELPHIA NATIONAL BANK,<br />
KIMBERLY-CLARK<br />
CORP., STATE FARM INSURANCE AND WESTERN ELECTRIC.<br />
SCHERING<br />
HERE ARE HOW THESE FIRMS TRAIN CLERICAL AS<br />
EXPLAINED<br />
AS MANAGEMENT PEOPLE THERE IS THE ATTEMPT TO DEAL WITF<br />
WELL<br />
LACK OF SKILLED PEOPLE THERE IS ALSO THE EFFORT TO KEEP<br />
THE<br />
UP-TO-THE-MINUTE IN NEW SUPERVISORY TECHNIQUES.<br />
MANAGEMENT<br />
HARRELSONw F.A<br />
0775<br />
YOUR DATA PROCESSIhG SYSTEM<br />
OOCUNENT<br />
ACCObNTING VCL 66t NO 1 SEPT. I967, 7P<br />
MANAGEMENT<br />
DOCbMENTt ANALYSIS<br />
PROGRAMMERS<br />
DOCUMENTATION IS THE ESSENCE OF GOOD DATA<br />
SINCE<br />
A STANCARDS MANUAL MUST BE DEVELOPED TO GET THE<br />
PRCCESSING<br />
MILEAGE OUI OF DATA PROCESSING SYSTEM A STANOARDS<br />
MOST<br />
IS WHERE ALL OUR GUIDELINES ANO OPERATING PROCEDURES<br />
MANUAL<br />
OUTLINED IN DETAIL THE MANUALS ARE DIVIDED INTO THREE<br />
ARE<br />
OF THE DATA PROCESSING FUNCTION -I. SYSIEMS<br />
SEGMENTS<br />
-2 PROGRAMMING -3 COMPUTER OPERATIONS. THE USE OF<br />
ANALYSIS<br />
STANDARDS ALLOWS PROGRAMMERS TO REVIEW AND UNDERSTAND<br />
METHOD<br />
ANOTHERS PROGRAMS MORE EAS(LY IT ALSO PROVIDES A MEANS<br />
ONE<br />
COMMLNICATION AMONG VARIOUS PEOPLE IVDLVED IN DATA<br />
OF<br />
THIS ARTICLE PRESENTS THE NEW ELEMENTS FOR<br />
PROCESSING<br />
WHICH ENABLE US TO DOCUMENT OUR DATA PROCESSING<br />
APPROACH<br />
WHICH WILL ENABLE US TO USE SUCH A SYSTEM MOST<br />
SYSTEM<br />
EFFECTIVELY<br />
MOLES A<br />
C776<br />
DOCUMENIAIION<br />
SYSTEMS<br />
ACCOUNTING VCL 44, NO t, SEPT. 967,<br />
MANAGEMENT<br />
ORGANIZATIONe INFERMATION, DDCUMENTATION<br />
PRCGRAMMERS,<br />
ANALYSTS<br />
DOCUMENTATION IS ONE OF THE FACTORS WHICH CAN<br />
SYSTEMS<br />
TO EXCESSIVE DELAYS AND LESS THAN ADEQUATE<br />
CONTRIBUTE<br />
IT IS PRIMARILY A CATALCG OF INFORMATICN, PRODUCED<br />
SERVICE<br />
BY HUMANS AND MACHINES DESCRIBING THE CHARACTERISTICS<br />
BOTH<br />
USE OF A SYSTEM OF COMPLTER PROGRAMS. THE COST OF<br />
AND<br />
AND MAINTAINING SYSTEMS DOCUMENTATION MUST BE<br />
CREATING<br />
AGAINST THE PROFITS OF INCREASES EFFICIENCY OF<br />
WEIGHTED<br />
AND PROGRAMMERS AS WELL AS THE IMPROVEMENT IN USER<br />
ANALYSTS<br />
THIS PAPER PRESENTS OUR CURRENT STATUS IN TERMS OF<br />
SERVICES.<br />
SYSTEMS AND MACHINISt THE PROCEDURES WE USE TO<br />
PEOPLE,<br />
AND MAINTAIN ARE SYSTEMS AND EXAMPLES AND<br />
IMPLEMEnt<br />
OF PROGRAMMING PRACTICES. THE PROPER<br />
DISCUSSIONS<br />
AND MANAGEMENT OF SYSTEM DOCUMENTATION<br />
ORGANIZATION<br />
CAN SUBSIANTIALLY ICREASE A COMPUTER DEPARTMENTS<br />
PROCEDURES<br />
TO PROVIDE SATISFACTORY SERVICE TO USERS OF A<br />
ABILITY<br />
SYSTEM<br />
RUTZIVK M A<br />
0777<br />
SKILLS IN CURRENT DEFENSE EMPLOYMENT<br />
WORKER<br />
LABOR REVIEW VOL.90 NO 9t SEPT. 1967<br />
MONTHLY<br />
ANALYSIS<br />
INFORMATION<br />
PUBLIC INFORMATION ON DEFENSE EXPENDITURES<br />
AVAILABLE<br />
CONSIDERABLE KNOWLEDGE ON THE GENERAL PATTERN OF<br />
PROVIDES<br />
USE IN IHE NATIONS OEFENSE EFFORT. MORE DETAILED<br />
RESOURCE<br />
IS NEEDED TO UNDERSTAND THE COST IN TERMS OF REAL<br />
ANALYSIS<br />
SUCH AS MINERAL POWER, AND MORE IMPORTANT THE<br />
RESOURCES<br />
OF THE WORK FENCE<br />
SKILLS<br />
REPORT ESIIMATES THE WORK SKILL RECUIRED IN<br />
THIS<br />
DEFENSE RELATED EMPLOYMENT IN [96 AND 1967, AND<br />
CIVILIAN<br />
CHANGES THAT TOOK PLACE BETWEEN THESE PERIODS THE STUDY<br />
THE<br />
INFORMATIO ON A GROUP OF $3 DETAILED OCCUPATIONS,<br />
PRCVIDES<br />
IN THE PROFESSIONAL AND BLUE-COLLAR FIELDS<br />
PRIMARILY<br />
PRAG, B R<br />
C778<br />
FUNDAMENTALS-RESEARCH<br />
PREMIUM<br />
AND SALES PROMOTIO VOL.15, SEPT 1967<br />
ADVERTISING<br />
PROGRAMSe PLANNERS<br />
TEST<br />
ARTICLE IS A GUIDE TO THE KINDS OF RESEARCH THAT<br />
THIS<br />
BE DONE BY PREMIUM PROMOTION PLANNERS. OBJECTIVES OF<br />
CAN<br />
PREMIUM PROGRAMS INCLUDE A DETERMINATION OF CONSUMER<br />
TESTING<br />
OF ITS ABILIIY TO SELL GOODS TO THE RETAILER, OF THE<br />
APPEAL,<br />
MOVEMENT OF YOUR PRODUCT FROM THE RETAIL OUTLET AND<br />
CONSUMER<br />
TESTING OF TRADE ACCEPTANCE.<br />
A<br />
OF THE TESTING TECHNIQUES DISCUSSED INCLUDE<br />
SOME<br />
DIRECI-MAIL, A SlOE-BY-SIDE STORE PANEL TEST,<br />
INTERVIEWING,<br />
MATCHED STORE PANEL AND A DISTRICT OR SALES TERRITORY<br />
A<br />
THESE TECHNIQUES VARY IN EFFECTIVENESS AND EXPENSES<br />
TEST<br />
CAN BE APPLIED FOR SPECIFIC CASES SINGULARLY, OR<br />
AND<br />
DEPENDING ON THE PROOUCT<br />
COMBINED<br />
WEISS, E.B<br />
C779<br />
RUST BE FUTURE-ORIENTED.<br />
CORPORATIONS<br />
AGE VOL 38 NO.l, OCT 1967, 2P<br />
ADVERTISING<br />
INNOVATION<br />
PLANNED,<br />
AUTHOR CONTENDS THAT MOST OF OUR LARGE CORPORATIONS<br />
THE<br />
RIGID POLICIES FRAMED BY THE LEGAL DEPARTMENTS THAT<br />
HAVE<br />
DELIBERATELY PLANNED TC DISCOURAGE THE SUBMISSION OF<br />
WERE<br />
BY NON-EMPLOYEES<br />
IDEAS<br />
CONTENDS THAT MOTIVATION OF THE CHIEF EXECUTIVE IS<br />
HE<br />
FIRST STEP IN BRINGING ABOUT A TOTAL CORPORATE POLICY<br />
THE<br />
CREATIVE THINKING CITED ARE THREE MAIN STEPS TO BREAK<br />
FOR<br />
BARRIER OF PRODLCTIVITY AND INNOVATION. THESE STEPS ARE<br />
THE<br />
155<br />
FROM A SPEECH BY AUTHORITY DR. CARL BARNES<br />
ABSTRACTED<br />
FRIEDMANN, JOHN<br />
0780<br />
CONCEPTUAL MODEL FOR THE ANALYSIS OF PLANNING BEHAVIOR<br />
A<br />
SCIENCE QUARTELY VOL 12, NOo2 SEPT 967,<br />
ADMINISTRATIVE<br />
2BP<br />
IkNOVATIVE, ANALYSIS<br />
PLANNING,<br />
IS DEFINED AS THE GUIDANCE OF CHANGE WITHIN A<br />
PLANNING<br />
SYSTEM A CONCEPTUAL MODEL IS PRESENTED AND<br />
SOCIAL<br />
ARE DERIVED AS A MEANS FOR ORDERING THE DATA OF<br />
HYPOTHESES<br />
RESEARCH INTO PLAnNInG PROCESSES. FOUR MODES OF<br />
EMPIRICAL<br />
ARE DISTINGUISHED, -I DEVELOPMENTAL -2 ADAPTIVE<br />
PLANNING<br />
ALLOCATIVE -6. INNOVATIVE IN ADDITIDN FORMS OF THOUGHT<br />
-3<br />
TO PLANNING, INSTIIUTIONS FOR POLITICAL GUIOANCE<br />
RELEVANT<br />
CONFLICT RESOLUIION ANO TYPES OF IMPLEMENTATION<br />
AND<br />
ARE DISCUSSED IN TERMS OF THEIR PROPER LEVEL AND<br />
PROCEDURES<br />
WITHIN A COMPREHENSIVE SYSTEM.<br />
POSITION<br />
RUSHING, WILLIAM A<br />
0781<br />
OF INDUSTRY SIZE DIVISION OF LABOR ON<br />
EFFECTS<br />
ADMINISTRATION<br />
SCIENCE QUARIELY VOL 12, NO 2 SEPT 1967<br />
ADMINISTRATIVE<br />
ADMINISTRAIION<br />
PERSONNEL,<br />
EFFECTS OF INDUSTRY SIZE -NUMBER CF PRODUCTION<br />
THE<br />
AND THE OIVISIDN OF LABOR -COMPLEXITY- ON THE<br />
PERSONNEL-<br />
NUMBER OF ADMINISTRATIVE PERSONNEL ARE EXAMINED FOR<br />
RELATIVE<br />
INDUSTRIES RESULTS SHOW THAT THE EFFECTS OF SIZE AND<br />
61<br />
ARE INDEPENDENT AND OPPOSING -SIZE IS INVERSELY<br />
COMPLEXITY<br />
COMPLEXITY IS DIRECTLY ASSOCIATED WITH RELATIVE SIZE OF<br />
AND<br />
AT THE SAME TIME, SIZE AND COMPLEXITY<br />
ADMINISTRATION-<br />
-THE POSITIVE EFFECTS OF COMPLEXITY DECREASE AS<br />
INTERACT<br />
INCREASES, AND THE NEGATIVE EFFECTS OF SIZE INCREASE AS<br />
SIZE<br />
DIVISION OF LABOR INCREASES- THE INTERACTIVE EFFECT<br />
THE<br />
ONLY FOR MANAGERIAL AND CLERICAL PERSONNEL, AND DOES<br />
HOLOS<br />
HOLD FOR PROFESSIONAL PERSONNEL RESULTS ALSO INDICATE<br />
NOT<br />
WITH INCREASES IN THE DIVISION OF LABCR PROFESSIONAL<br />
THAT<br />
CLERICAL PERSONNEL MAY INCREASE AT A FASTER RATE THAN<br />
AND<br />
PERSONNEL.<br />
MA&AGER[AL<br />
PDhDY, LOUIS R.<br />
0782<br />
CONFLICT CONCEPTS AND MODELS.<br />
ORGANIZATIONAL<br />
SCIENCE QUARTELY VOL L2 NO 2 SEPT I967,<br />
ADMINISTRATIVE<br />
25P.<br />
ANALYZED<br />
ORGANIZATION<br />
TYPES OF CONFLICT AMCNG THE SUBUNITS OF FORMAL<br />
IHREE<br />
ARE IDENTIFIED -I BARGAINING CONFLICT AMONG<br />
ORGANIZATIONS<br />
PARTIES TO AN INTEREST-GROUP RELATIONSHIP, -2<br />
THE<br />
CONFLICT BETWEEN THE PARTIES TO A<br />
BUREAUCRATIC<br />
RELATICNSHIP, -3 SYSTEMS CONFLICT<br />
SUPERIOR-SUBORDINAIE<br />
PARTIES TO A LATERAL CR WORKING RELATIONSHIP IN EACH<br />
AMONG<br />
THE THREE CASES, CONFLICT IS TREATED AS A SERIES OF<br />
OF<br />
EACH EPISODE INCLUDING STAGES OF LATENCYt FEELING<br />
EPISODES<br />
MANIFESIATION AND AFTERMATH. THE ORGANIZATIONS<br />
PERCEPTION<br />
TO CONFLICT IN EACH CASE IS ANALYZED USING THE<br />
REACTION<br />
MODEL OF INDUCEMENT-CONTRIBUTIONS BALANCE<br />
BARNARO-SIMON<br />
OF PARTICULAR INTEREST IS WHETHER THE ORGANIZATION<br />
THEORY<br />
RESOLVE CONFLICTS BY WITHDRAWING FROM THE<br />
MEMBERS<br />
BY ALTERING ThE EXISTING SET OF RELATIONSHIPS<br />
ORGANIZATION,<br />
BY CHANGING THEIR VALUES AND BEHAVIOR WITHIN THE CONTEXT<br />
OR<br />
THE EXISTING RELATIONSHIPS<br />
OF<br />
CHANEY FRED B TEEL, KENNETH S.<br />
0T83<br />
INSPECTOR PERFORMANCE WITH TRAINING AND VISUAL AID<br />
IMPROVING<br />
OF APPLIED PSYCHOLOGY VOL 51, NO.Aw 5P<br />
JOURNAL<br />
SELECTED, PROGRAM EVALUATEe CONTROL<br />
TRAINING,<br />
EXPERIMENTAL STUDY WAS PERFORMED TD EVALUATE, SINGLY<br />
AN<br />
IN COMBINATION, THE EFFECTIVENESS OF A 6-HR TRAINING<br />
AND<br />
AND A SEI OF VISUAL-AIDS DESIGNED TO IMPROVE<br />
PROGRAM<br />
OF 27 EXPERIENCED MACHINED-PARTS INSPECTORS THE<br />
PERFORMANCE<br />
USED WAS THE PERCENTAGE OF IRUE DEFECTS DETECTED<br />
CRITERION<br />
A SELECTED SAMPLE OF MACHINED PARTS FINDINGS INDICATED<br />
IN<br />
A- USE OF IRAINING ALONE RESULTED IN A 32( INCREASE IN<br />
THAT<br />
DETECTED, B- USE OF VISUAL AIDS ALONE RESULTED IN A<br />
DEFECTS<br />
INCREASE, AND C- USE OF BOTH RESULTED IN A 71( INCREASE<br />
62(<br />
D- PERFORMANCE OF THE CONTROL GROUP DID NOT CHANGE.<br />
WHILE<br />
PAINE FRANK T DEUTSCH DONALD R SMITH RODNEY<br />
0?86<br />
BETWEEN FAMILY BACKGROUNDS AND WORK VALUES.<br />
RELATIONSHIP<br />
OF APPLIED PSYCHOLOGY VOL 51, NO. 6, AUGUST 1967<br />
JOLRNAL<br />
JOB QUESTIONNAIRE<br />
SAIISFACTION<br />
EVIDENCE HAS INDICATED THAT WORK VALUES PLAY<br />
PREVIOUS<br />
IMPORTANT ROLE IN VOCATIONAL CHOICE AND JOB SATISFACTION<br />
AN<br />
BEGIN TO STABILIZE IN ADOLESCENCE. THIS QUESTIONNAIRE<br />
AND<br />
FURTHER IhVESIIGATEO THE RELATIONSHIP BETWEEN<br />
STUDY<br />
CHARACTERISTICS AND EXPECTEO WORK VALUES<br />
FAMILY-BACKGROUND<br />
COLLEGE UNDERGRADUATES DIFFERENT DISTINCT<br />
FOR<br />
PATTERNS, E.G INCLUDING FAMILY INCOME,<br />
FAMILY-BACKGROUND<br />
OF TIMES MOVEDt EMPHASIS CN DISCIPLINE EMPHASIS ON<br />
NUMBER<br />
THINGS, CLOSENESS CF FAMILYt ETC EXISTED FOR<br />
MATERIAL<br />
YOUTHS WHO STRESS HUMANITARIAN SERVICE -HELPING<br />
THOSE<br />
THOSE WHO STRESS SECURITY AND PLEASANT ASSOCIATIONS<br />
OTHERS-,<br />
WORKING CONDITIONS THOSE WHO EMPHASIZE PRESTIGE,<br />
AND<br />
AND INDEPEflDENCEt THOSE WHO STRESS<br />
RESPONSIBILITY,<br />
AND IHOSE WHO EMPHASIZE MONETARY BENEFITS<br />
CREATIVITY,<br />
LINOSAY, CARL A MARKS, EDMOND GORLOW, LEON<br />
0?85<br />
HERZBERG THEORY- A CRITIQUE AND REFORMULATION<br />
THE<br />
OF APPLIED PSYCHOLOGY VOL 5[t NO 6, AUGUST<br />
JOURNAL<br />
lOP<br />
SATISFACTIONt JOB QUESTIONNAIRE<br />
TEST,<br />
FORMAL STATEMENT OF THE HERZBERG THEORY WAS<br />
A<br />
WHICH SPECIFIED FUNCTIONAL RELATIONS BETWEEN THE<br />
UNDERTAKEN<br />
OF INTEREST A NONADOITIVE MODEL OF<br />
VARIABLES<br />
WAS ADVANCED TO TEST THE RELATIONSHIPS. A<br />
JOB-SATISFACTION<br />
3X3X2 FACTORIAL DESIGN -MOTIVATORS HYGIENES<br />
COMPLETE<br />
CLASSIFICATION- WAS EMPLOYED TO TEST HYPOTHESES<br />
EMPLOYEE<br />
THE VARIANCE ACCOUNIED FOR BY THE TREATMENT<br />
CONCERNING<br />
AND THE RELATIONSHIP OF THE INDEPENDENT AND<br />
EFFECTS<br />
VARIABLES TREATMENT EFFECTS WERE VARIED BY<br />
DEPENDENT<br />
18 GROUPS OF 15 INDUSTRIAL WORKERS EACH WITH<br />
PRESENTING
DF DIFFERENT QUALITATIVE LEVELS OF JOB FACTORS IN A<br />
PAIRINGS<br />
FORMAT THE HYPOTHESES WERE SUPPORTED 8Y THE<br />
QUESTIONNAIRE<br />
AND [T WAS CONCLUDED THAT HERZBERGS CONCEPTICN OF<br />
RESULTS,<br />
SATISFACTION AS BEING COMPRISED OF 2 UNIPOLAR CONTINUA<br />
JOB<br />
BE REEVALUATED.<br />
SHOULD<br />
NEALEY, STANLEY GDODALE, JAMES<br />
0786<br />
PREFERENCES AMONG TIME-OFF BENEFITS AND PAY<br />
WORKER<br />
OF APPLIED PSYCHOLOGY VOL ST,NO.4, AUGUST 1967<br />
JOLRNAL<br />
357P.<br />
JOB<br />
SATISFACTION,<br />
INDUSTRIAL WORKERS EXPRESSED TFEIR PREFERENCES<br />
197<br />
6 PROPOSALS FOR ADDITIONAL PAID TIME OFF THE JOB.<br />
AMONG<br />
FOR A COMPARABLE PAY RAISE WAS ALSO MEASURED<br />
PREFERENCE<br />
VACATION WAS MOST PREFERRED WHILE A PROPOSAL TO<br />
EXTRA<br />
THE WORKDAY WAS LEAST PREFERRED THE PAY RAISE WAS<br />
SHORTEN<br />
IN PREFERENCE DIFFERENCES IN PREFERENCE WERE RELATED TO<br />
5IH<br />
AGE, MARITAL STATUS, AND JOB SATISFACTION FOREMEN WERE<br />
SEX,<br />
TO PREDICT OVERALL WORKER PREFERENCES WITH HIGH<br />
ABLE<br />
ACCURACY<br />
SMIIH,WILLIAM<br />
0?87<br />
OF MANUAL ENTRIES IN DATACOLLECTION DEVICES<br />
ACCURACY<br />
OF APPLIEO PSYCHOLOGY VOL 51,N0 4, AUG 30,1967<br />
JOURNAL<br />
CONTROLLED<br />
INFORMATION,<br />
EXPERIMENT EXAMINED IHE ACCURACY OF MANUALLY<br />
THIS<br />
MESSAGES SIMILAR TO THOSE ENCOUNTERED IN FIELD<br />
RECORDED<br />
ON THE ACCURACY OF DATA COLLECTION IN PRODUCTION<br />
STUDIES<br />
SYSTEMS. THE HIGH EFFICIENCY IN CORRECTING<br />
INFORMATION<br />
DETECTED AT THE TIME A MESSAGE WAS RECORDED AND THE<br />
ERRORS<br />
CONTRIBUTIONS OF FORMAT AND CONTENT MISTAKES TO<br />
RELATIVE<br />
ERROR FOUND IN FIELD STUDIES WERE SUFFICIENTLY<br />
RESIDUAL<br />
THAT THEY WERE REPRODUCED AND CONFIRMED UNDER<br />
UNIVERSAL<br />
CONDITIONS UNDER CONTROLLED CONDITIONS, MANUAL<br />
LABORATORY<br />
WHICH WERE B, 6, AND TO-DIGITS LONG CONTRIBUTED<br />
MESSAGES<br />
DIFFERENT QUANTITIES OF BOTH TOTAL ANO<br />
SIGNIFICANTLY<br />
ERRORS, AFFECTING BOTH THE ABILITY TO DETECT AND<br />
RESIDUAL<br />
MISTAKES AT POINT OF ENTRY ABOUT ONE-HALF OF ALL<br />
CORRECT<br />
MISTAKES IN OBSERVED MANUAL MESSAGES UNDER FIELD AND<br />
THE<br />
CONDITIONS WERE CAUSED BY SINGLE-OIGIT<br />
LABORAIORY<br />
TRANSPOSITION MISTAKES WERE MORE FREQUENTLY<br />
SUBSTITUTION<br />
IN THE LABORATORY THAN IN FIELD STUDIES<br />
ENCOUNTERED<br />
BROWN, REX V<br />
0?88<br />
OF TOTAL SURVEY<br />
EVALUATION<br />
OF MARKETING RESEARCH. VOL 4NO 2 MAY 31e1967<br />
JOURNAL<br />
EVALUATION<br />
INFORMATION<br />
EVALUATION OF TOTAL ERROR IN SURVEY FINDINGS IS<br />
THE<br />
NEGLECTED. CONFIDENCE INTERVALS ANO OTHER COMMON<br />
LARGELY<br />
DEAL ONLY WITH RANDOM AND OCCASIONALLY OTHER LIMITED<br />
TOOLS<br />
THIS ARTICLE PRESENTS A NEW METHOD BY WHICH MARKET<br />
ERRORS<br />
AND CLIENTS CAN INTERPRET THEIR INFORMATION AND<br />
RESEARCHERS<br />
ABOUT ALL SURVEY ERRORS<br />
JUDGMENT<br />
KASSARJIAN, HARCLD H NAKANISHI, MASAO<br />
0789<br />
STUDY OF SELECTED OPINION MEASUREMENT TECHNIQUES<br />
A<br />
OF MARKETING RESEARCH VOL 4 NO 2 MAY 3I1967 6P.<br />
JOURNAL<br />
SELECTED<br />
TEST-RETEST,<br />
STUDY COMPARES SEVEN MARKETING RESEARCH METHODS<br />
THIS<br />
SELECTING A BRAND NAME ALL METHODS INDICATE AN<br />
FOR<br />
HIGH TEST-RETEST RELIABILITY INTER-METHOD<br />
ADEQUATE<br />
INDICAIE THAT SIX OF THE SEVEN METFODS GENERATE<br />
CORRELAIIONS<br />
IDENTICAL RESULTS, AFFIRMING AN ASSUMPTION OFTEN MADE<br />
NEARLY<br />
SELDOM IESTED.<br />
BUT<br />
CLELANO, DAVID I. MUNSEY, WALLACE<br />
0790<br />
WORKS WITH WHOM<br />
WHO<br />
BUSINESS REVIEW VOL 45, NO 5, SEPTEMBER-OCTOBER,<br />
HARVARD<br />
7P.<br />
1967,<br />
ANALYTICAL<br />
ORGANIZATION,<br />
CHARTING TECHNIQUES DEPICT ONLY FUNCTIONAL<br />
TRADITIONAL<br />
AND FORMAL LINES OF AUTHORITY AND<br />
DEPARTMENTS<br />
AS THE COMPLEXITY OF ORGANIZATIONAL<br />
RESPONSIBILITY<br />
CONTINUES TO INCREASE, NEW AND IMPRCVED<br />
STRUCTURES<br />
TOOLS ARE NEEDED TO KEEP PACE WITH THE CHANGES<br />
ANALYTICAL<br />
THEORY. IN THIS ARTICLE A SCHEMATIC DIAGRAM<br />
MANAGEMENT<br />
WHICH SHOWS NOT ONLY HOW AN ORGANIZATION IS<br />
MEIHOO<br />
STRUCTURED, BUT ALSO HOW IT OPERAIES THIS NEW<br />
FUNCTIONALLY<br />
OF CHARTING INTERPERSONAL RELATIONSHIPS INCORPORATES<br />
METHOD<br />
THEORY TO PORTRAY OPERATING CHARACTERISTICS<br />
SYSTEMS<br />
WRAPPt H EDWARD<br />
079[<br />
MANAGERS DONT MAKE POLICY DECISIONS<br />
GOOD<br />
BUSINESS REVIEW VOL 45t NO S, SEPTEMBER-OCTOBER<br />
HARVARD<br />
1967,<br />
ORGANIZATION<br />
PLANS<br />
THIS ARTICLE CHARACIERISIICS OF TOP EXECUTIVES ARE<br />
IN<br />
AND DISCUSSED THE SUCCESSFUL GENERAL MANAGER DOES<br />
DESCRIBED<br />
SPELL OUT DETAILED OBJECTIVES FOR HIS ORGANIZATION, NOR<br />
NOT<br />
HE MAKE MASTER PLANS HE SELDOM MAKES FORTHRIGHT<br />
DOES<br />
OF POLICY HE IS AN CPPORTUNIST AND HE TENDS TO<br />
STATEMENTS<br />
IHROUGH PROBLEMS ALTHOUGH HE MUDDLES WITH A PURPOSE<br />
MUDDLE<br />
ENMESHES HIMSELF IN MANY OPERATING MATTERS AND DOES NOT<br />
HE<br />
HIMSELF TO -THE BIG PICTURE.-<br />
LIMIT<br />
THESE AND OTHER CHARACTERISTICS DESCRIBED IN<br />
ALTHOUGH<br />
ARTICLE RUN COUNTER TO MUCH OF THE LITERATURE ANO<br />
THIS<br />
OF MANAGEMENT, THEY ARE SUPPORTED WITH A BACKGROUND<br />
TEACHING<br />
EXPERIENCE AND OBSERVATION<br />
OF<br />
FORO, NEll M<br />
0792<br />
ADVANCE LETTER IN MAIL SURVEYS<br />
THE<br />
OF MARKETING RESEARCH VOL NO 2 MAY 1967w<br />
JOURNAL<br />
RESPONSE-RATE<br />
QUESTIONNAIRE<br />
EFFECT OF IHE ADVANCE LETTER WAS EXAMINED BY<br />
IHE<br />
DURING TWO MAIL SURVEYS RESULTS SHOW THE<br />
EXPERIMENTS<br />
LETTER SIGNIFICANTLY IMPROVED RESPONSE RATES THE<br />
ADVANCE<br />
LEITER, HOWEVER, DID NOT EFFECT HOW FAST A<br />
ADVANCE<br />
WAS RETURNED, HOW MANY QUESTIONS WERE NOT<br />
QUESTIONNAIRE<br />
AND HOW THE RESPONDENT ANSWERED THE CUESTIONS<br />
ANSWERED,<br />
BAILL PETER B<br />
0793<br />
ENGINEERING AND SOCIO-TECHNICAL SYSTEMS<br />
INDUSTRIAL<br />
JOURNAL OF INDUSTRIAL ENGINEERING VOL.[8, NO 9, SEPT<br />
THE<br />
9P<br />
[967<br />
156<br />
PERFORMANCE<br />
ARTICLE DISCUSSES THE RELATIONSHIP OF THE<br />
THIS<br />
CONCEPT TO THE PRACTICE OF INDUSTRIAL<br />
SOCIO-IECHNICAL<br />
IT IS SEEN AS AN AID TO CLARIFYING AND<br />
ENGINEERING<br />
DIFFERENCES IN THE VIEWS OF INDUSTRIAL ENGINEERS<br />
RESOLVING<br />
BEHAVIORAL SCIENTISTS ON THE IMPROVEMENT OF HUMAN<br />
AND<br />
AT WORK THE HAWTHORNE EXPERIMENTS ARE EXAMINED<br />
PERFORMANCE<br />
DETAIL, AND COMPLETE EXAMPLES OF CURRENT RESEARCH<br />
IN<br />
TO THE INTERDEPENDENCE OF TECHNOLOGY ANO SOCIAL<br />
POINTING<br />
ARE CITED<br />
RELATIONS<br />
LAbE, HANS<br />
0794<br />
RESEARCH AS A TOEL FOR DECISION-MAKING<br />
OPERATIONS<br />
JOURNAL OF INDUSTRIAL ENGINEERING VCL [8, NC 9, SEPT<br />
THE<br />
lOP<br />
I967,<br />
OPERATIONS-RESEARCH<br />
DISCUSSION OF OPERATIONS-RESEARCH Ik RELATION TO<br />
A<br />
IS PRESENTED THE CHARACTERISTICS OF<br />
DECISION-MAKING<br />
ARE DEFINED, ANO THE FORM AD CONTENT OF<br />
OPERATIONS-RESEARCH<br />
WHICH ARE AMENABLE TD SOLUTION BY<br />
PROBLEMS<br />
ARE DESCRIBED MAJOR AREAS IN WHICH<br />
OPERATIONS-RESEARCH<br />
HAS BEEN SUCCESSFULLY APPLIED IN<br />
OPERATIONS-RESEARCH<br />
INDUSTRY, AND GOVERNMENT ARE DISCUSSED, AND ELEVEN<br />
BUSINESS,<br />
PROBLEM-SOLVING TECHNIQUES ARE OUTLINED AN EXTENSIVE<br />
BASIC<br />
FOR THE INTERESTED READER IS GIVEN<br />
BIBLIOGRAPHY<br />
EKEBALDFREDERICK STASCH,STANLEY F<br />
C795<br />
IN FACTOR ANALYSIS<br />
CRITERIA<br />
OF ADVERTISING RESEARCH,VOL 7,NO 3=SEPTEMBER 1967<br />
JOURNAL<br />
[OP<br />
ANALYSTS<br />
OPTIMIZATION<br />
AUTHORS BELIEVE THIS ARTICLE IS NECESSARY DUE TO<br />
THE<br />
RECENT ATTENTION BEING GIVEN TO THE APPLICATION OF<br />
THE<br />
ANALYSIS TO MARKETING PROBLEMS<br />
FACTOR<br />
AUTHORS DESCRIBE IHE BASIC FACTOR ANALYSIS MODEL,<br />
THE<br />
MATHEMATICAL EXAMPLES THE PAPER NEXT FDCUSES ON THE<br />
GIVING<br />
OF OPTIMIZATION CRITERIA, NOTING WHICH CRIIERIA<br />
IMPORTANCE<br />
APPROPRIATE FOR DIFFERENT PROBLEM TYPES AN EXAMINATION<br />
ARE<br />
INCLUOEO OF BOTH VARIMAX CRITERION AS WELL AS QUARTIMAX<br />
IS<br />
CRITERION<br />
SEARS, D 0 FREEDMAN,<br />
0796<br />
EXPOSURE TO IFORMATION A CRITICAL REVIEW<br />
SELECTIVE<br />
OPINION QUARTERLY VOL [, NO 2, SUMMER 1967, 20P<br />
PUBLIC<br />
PSYCHOLOGICAL, INFORMATION<br />
SELECTIVE,<br />
ARTICLE REVIEWS THE LITERATURE ON SELECTIVE<br />
THIS<br />
To INFORMATION AND REANALYZES PREVALENT THEORIES BY<br />
EXPOSURE<br />
OUT EXISIING KNOWLEDGE REGARDING THE EXTENT TO<br />
POINTING<br />
COMMUNICATION BIAS AND ATTITUDES BIAS ACTUALLY<br />
WHICH<br />
AND BY CONSIDERING CTHER FACTORS THAN AITITUDE<br />
CORRELATE,<br />
THAT MIGHT ACCOLNT FOR SELECTIVITY IF ATTITUOE BIAS IS<br />
BIAS<br />
A PRIME CAUSE OF SELECTIVITY, WHAT ABOUT THE DESIRE FOR<br />
NOT<br />
INFORMATION, FORCEFUL INFORMATION FROM RELIEF<br />
SUPPORTIVE<br />
COGNITIVE DISSONANCE AD ANY OTHER FACTORS IT CAN BE<br />
FROM<br />
THAT THERE IS SOME EVIDENCE OF DE FACTO SELECTIVITY YET<br />
SAID<br />
CONSIOERABLE AMOUNT OF EXPERIMENTAL RESEARCH HAS UNCOVEREO<br />
A<br />
GENERAL PSYCHOLOGICAL PREFERENCE FOR SUPPORTIVE<br />
NO<br />
THE PARADOX IS THAT PEOPLE ARE IN FACT<br />
INFORMATION<br />
YET DISPLAY HERE A GENERAL PREFERENCE FOR<br />
SELECTIVE,<br />
INFORMATION THIS ARTICLE PROVIDES THE REASONS<br />
SUPPORTIVE<br />
THE PARADOX<br />
FOR<br />
MOOT, ROBERT C<br />
0797<br />
SBA MORTGAGE PLAN HELPS SMALLER BANKS<br />
NEW<br />
VDL 60, NO 4, OCT 1967, IP<br />
BANKING<br />
PLAN INFORMATION, ADMINISTRATION<br />
PROGRAM,<br />
BANKS IN RURAL AREAS CAN NOW HELP FINANCE<br />
SMALLER<br />
INDUSTRIALIZATION PROJECTS ON VIRTUALLY THEIR OWN<br />
COMMUNITY<br />
WITH NO RISKS, AND WITHOUT ANY GOVERNMENT PAPER WORK<br />
TERMS,<br />
UNDER A PLAN BY THE SMALL BUSINESS<br />
WHAISOEVER,<br />
AOMINISIRATION<br />
AUTHOR FIRST EXPLAINS THE MECHANICS OF THIS PROGRAF<br />
THE<br />
ITS FUNCTIONS. DISCUSSED ARE THE REASONS THIS PLAN IS<br />
AND<br />
INCLUDED IS AN ADDRESS FOR FURTHER INFORMATION<br />
INSIITUTED<br />
ALL INQUIRIES<br />
AND<br />
KRAEMER, KENNETH<br />
0798<br />
DATA PROCESSING<br />
URBAN<br />
VOL.13, NO.8 AUGUST 1967 3P<br />
DATAMATION<br />
ORGANIZATION<br />
RECRUITING,<br />
ARIICLE CONCERNS ITSELF MAINLY WITH THE THIRD<br />
THIS<br />
CONFERENCE AT NEW YORK UNIVERSITY DEALING WITH LOCAL<br />
ANNUAL<br />
AND THE COMPUTER THE THEME OF THE CCNFERENCE<br />
GOVERNMENT<br />
AROUND IHE IMPACT OF OATA PROCESSING ON LOCAL<br />
CENTERS<br />
ORGANIZAIION THE CONSENSUS PRESENT AT THE<br />
GOVERNMENT<br />
FOUND THE IMPACT TO BE VERY SLIGHT THE MAJORITY<br />
CONFERENCE<br />
THE REPORT DEALS WITF THE LACK OF UNDERSTANDING ON BEHALF<br />
OF<br />
LOCAL GOVERNMENT ON THE DESIGN AND ADAPTATION OF THE<br />
OF<br />
AS AN AID IN SOLVING PROBLEMS ALSO DISCUSSED WAS<br />
COMPUTER<br />
POSSIBILITY OF INDUSTRY FAILING TO FORMULATE A PROPERLY<br />
THE<br />
COMPUTER TO MEET LOCAL GOVERNMENT NEEDS MENTIONED<br />
DESIGNED<br />
A SIDE ISSUE WAS THE DIFFICULTY INVOLVED IN RECRUITING<br />
AS<br />
CAPABLE OF FILLING MANAGERIAL ROLES WITH COMPUTER<br />
MEN<br />
COMPANIES<br />
LANOGRAF, WALTER<br />
0799<br />
NEW PERSPECTIVE ON HEALTH SERVICES-'<br />
NEEDED-<br />
BUSINESS REVIEW VOL.45, SEPT-OCT 1967, 9P<br />
HARVARD<br />
CONTROL<br />
HOSPITAL,<br />
BUSINESS, ECONOMIC, POLITICAL, AND SOCIAL<br />
OUTSTANDING<br />
ARE VIEWING WITH INCREASING CCNCERN THE RAPID<br />
AUTHORITIES<br />
OF VOLUNTARY HOSPITAL COSTS IN TODAYS SOCIETY,<br />
ACCELERATION<br />
WHEN PRODUCTIVITY IMPROVEMENTS ARE SHOWING<br />
ESPECIALLY<br />
UNIT COST REDUCTIONS IN ALMOST EVERY OTHER<br />
SIGNIFICANT<br />
OF OUR ECONOMY IN FOCUSING ATTENTION ON THE<br />
SEGMENT<br />
DIFFICLLIY AND COMPLEXITY OF THE PROBLEMS<br />
INCREASING<br />
THIS ARTICLE DISCLSSES WHY HEALTH SERVICES COSTS<br />
INVOLVED,<br />
RISING AND OFFERS POSITIVE SUGGESTIONS ABOUT WHAT SHOULD<br />
ARE<br />
COULD BE DONE TO CONTROL, IF NOT REDUCE, THEM<br />
AND<br />
SCHARRINGLAUSEN, DON<br />
C800<br />
VIDEOTAPE FOR PROMOTION<br />
USING<br />
AND SALES PROMOTION VOL 15, OCT 1967 3P<br />
ADVERTISING
ORGANIZATION<br />
PLANS,<br />
ARTICLE PRESENTS VIDEOTAPE RECORDING AS A HARD<br />
THIS<br />
BUSINESS COMMUNICATIONS TOOL THAT HAS UNLIMITED<br />
CORE<br />
SEMICONDUCTOR COMPONENTS DIVISION OF TEXAS<br />
POTENTIAL<br />
IS CITED AS AN EXAMPLE OF EXTENSIVE VIDEOTAPE<br />
INSIRUMENTS<br />
THIS FIRM USES VIDEOTAPE TO KEEP ITS SALES ENGINEERS<br />
USE.<br />
OF NEW PRODUCTS AND DEVELOPMENTS AND PLANS A FORMAL<br />
INFORMED<br />
SALES FORUM TO COVER EACH PRODUCT AREA<br />
NATIONWIDE<br />
ORGANIZATION AND PRODUCTION OF THE TAPE RECORDING<br />
THE<br />
EXPLAINED ADVANTAGES AND BENEFITS OF THE SYSTEM ARE ALSO<br />
IS<br />
INCLUDED<br />
BACHRACK, SCOBLE, H M<br />
0801<br />
EFFICIENCY-CONTRCLLED REDUCTION OF NON<br />
QUESTIONNAIRE<br />
RESPONSE<br />
OPINION QUARTERLY,VOL 31,NO 2, SUMMER 1967 6P<br />
PUBLIC<br />
ADMINISTERED QUESTIONNAIRE MAIL<br />
EOLCATICN<br />
OVER REPRESENTATIVE RESPONSE AND ITS ATTENDANT<br />
CONCERN<br />
HAS DETERRED MANY SOCIAL SCIENTISTS FROM USING THE<br />
PRCBLEMS<br />
QUESTIONNAIRE AS A SURVEY INSTRUMENT THE PURPOSE OF<br />
MAILED<br />
ARTICLE IS TO ADD ANOTHER TITLE TO THE BIBLIOGRAPHY<br />
THIS<br />
UNIQUE OR EFFECTIVE TECHNIGUES FOR ACHIEVING<br />
ENLMERATING<br />
RESPONSE RATES TO MAIL QUESTIONNAIRES SPECIFICALLY, IF<br />
HIGH<br />
RESEARCHER HAS REASON TC BELIEVE THAT THE UNIVERSE HE<br />
THE<br />
TO SAMPLE IS SKEWED AWAY FROM THE NORMAL ADULT<br />
WISHES<br />
DISTRIBLTION IN THE DIRECTION OF GREATER FORMAL<br />
POPULATION<br />
HIGHER SOCIAL STATUS AND/OR HIGHER INCOME THEN<br />
EDUCATION,<br />
SAMPLE SIZES OF LESS THAN I,O00 DATA POINTS, IT IS THE<br />
FOR<br />
CONTENTION THAT A PROPERLY ADMINISTERED MAILEO<br />
AUTHORS<br />
CAN BE AS EFFICENT AS, AND CHEAPER THAN, USE<br />
QUESTIONNAIRE<br />
THE PERSONAL INTERVIEW<br />
OF<br />
FRIEDMAN,S T PIERCE JCNES,J BARREN, W<br />
0802<br />
CALOWELL,<br />
HEADSTART,TEACHER INTEREST AND COMMITTMENT<br />
PROJECT<br />
OPINION QUARTERLY,VOL 31, NO 2, SUMMER 1967 6P<br />
PUBLIC<br />
ATTITUDES<br />
SOCIO-ECONOMIC<br />
THE SUMMER OF 1965 SEVERAL THOUSAND SCORES OF<br />
IN<br />
CHILDREN AND SOME 40000 TEACHERS TOOK PART IN<br />
PRESCHOOL<br />
HEADSTART. SEVERAL IMPORTANT QUESTIONS WERE ASKED<br />
PROJECT<br />
TEACHERS OPINIONS OF THE PROGRAM THE PURPOSES OF<br />
CONCERNING<br />
PAPER WHICH USES AUTOBIOGRAPHICAL OPINION CUESTIONNAIRE<br />
THIS<br />
FROM 1,250 TEXAS TEACHERS, ARE TG DESCRIBE THE TEACHERS<br />
DATA<br />
-PRO HEAD-START- ATTITUDES TOWARD AND EXPECTATIONS<br />
INITIAL<br />
HEAD START AND ID RELATE THESE TO VARIATIONS AMONG<br />
FOR<br />
IN EXPERIENCE WORKING WITH CHILDREN SIMILAR TO<br />
TEACHERS<br />
IN HEAD START WE CAN CONCLUDE THAT TEACHERS<br />
THOSE<br />
IN WORKING WITH CHILDREN OF SIMILAR BACKGROUND<br />
EXPERIENCED<br />
THEMSELVES SHOWED GREATER CCNFIDENCE IN THEIR ABILITY TO<br />
TO<br />
EFFECTIVE AND IN THE PROGRAM AS A WHOLE SUCH FACTORS AS<br />
BE<br />
SOCIO-ECONOMIC ORIGINS CF THE TEACHERS AND THE MODE OF<br />
THE<br />
INTO THE PROJECT DID NOT SUGGEST BASIC INFLUENCES OF<br />
ENIRY<br />
CN THE ATTITUDES OF TFE VARIOUS SUBGROUPS COMPOSEO<br />
THES<br />
KNLDSEN,D D POPEH. IRISH,D<br />
C80]<br />
DIFFERENCES TO QUESTIONS ON SEXUAL STANDARD AN<br />
RESPONSE<br />
COMPARISON<br />
INTERVIEW-QUESTIONNAIRE<br />
OPINION UARTERLYt VCL 31 NO 2, SUMMER 19&7 8P<br />
PUBLIC<br />
INFORMATION, QUESTIONNAIRE<br />
SELECTEO<br />
ATTITUDES TOWARD NORMS THAT HAVE HIGH<br />
ASCERTAINING<br />
CONTENT IS DIFFICULT REGARDLESS OF TFE SKILL DF THE<br />
MORAL<br />
OR THE METHODS EMPLOYED TO OBTAIN SUCH<br />
RESEARCHER<br />
THE SELECTION CF GUESTIONNAIRES OR INTERVIEWING<br />
INFORMATION<br />
METHODS FOR COLLECTING DATA IS A PROBLEM. THIS PAPER<br />
AS<br />
EVIDENCE TO SUPPORT THE CONTENTION THAT LARGE<br />
OFFERS<br />
IN RESPONSE TO CUESTIONS HAVING NORMATIVE<br />
DIFFERENCES<br />
MAY BE FOtND BETWEEN INTERVIEW AND QUESTIONNAIRE<br />
CONTENT<br />
OF DATA COLLECTION THIS STUDY USES THREE<br />
TECHNIQUES<br />
SAMPLES CF WHITE WOMEN WHO WERE SELECTED BECAUSE<br />
DIFFERENT<br />
WERE OR HAD BEEN PREMARIIIALLY PREGNANT FOR THE FIRST<br />
THEY<br />
THEY PROVIDED ANSWERS TO QUESTIONS ABOUT THE NORMS<br />
TIME<br />
HELD CONCERNING PREMARITAL SEXUAL INTERCOURSE THE<br />
THEY<br />
CONCLUSIOK REACHED WAS THAT A LARGER PROPORTION OF<br />
PRIMARY<br />
RESPONDENTS CLAIMED RESTRICTIVE NORMS THOSE<br />
INTERVIEW<br />
BY THE SOCIETY AT LARGE<br />
SUPPORTED<br />
SEIOMAN,ROBERT N<br />
0804<br />
OF COST BEHAVIOR FOR BUSINESS DECISIONS<br />
ANALYSIS<br />
NEW YORK CPAVOL ]?,NO lO,OCTOBER,1967 ?P<br />
THE<br />
ANALYSIS<br />
DECISION,<br />
UTILIZATION OF COST-ACCOUNTING TECHNIQUES NOW<br />
THE<br />
TO VIRTUALLY EVERY OPERATING FUNCTION, AND COST DATA<br />
EXTENDS<br />
ACQUIRING NEW BUSINESS DECISION USES THIS ARTICLE BE-'<br />
IS<br />
ONE USE- THE ANALYSIS OF THE BEHAVIORAL COMPACT OF<br />
SCRIBES<br />
ON VOLUME VARIATIONS AND ITS PROJECTION INTO PRICE<br />
COSTS<br />
DECISIONS THE ARTICLE FIRST REVIEWS SOME<br />
ESTABLISHMENT<br />
FACTS CONCERNING COST BEHAVIOR FINANCIAL DATA CAN NOW<br />
BASIC<br />
RESIATED IN TERMS OF COST BEHAVIOR AND SITUATIONS ARE<br />
BE<br />
WHICH DEMONSTRATE TEE DIFFERENTIAL COST DR MARGINAL<br />
CREATED<br />
APPROACH. THE EXAMPLES SHOWN BRING CUT TEE NECESSITY<br />
INCOME<br />
STUDY THE BEHAVIOR OF COSTS SO THAT PROPER CONCLUSIONS<br />
TO<br />
BE DRAWN FOR ANY SET OF CIRCUMSTANCES IT MUST BE<br />
CAN<br />
THAT FOR VARYING SETS OF CIRCUMSTANCES COSI<br />
REMEMBERED<br />
BE PIGEONHOLED INTO FIXED OR VARIABLE AND<br />
CANNOT<br />
GF EXPENSES AS TO TYPE AND FUNCTION<br />
NON-CLASSIFICATION<br />
BE KEPT AT A MINIMUM.<br />
SHOULD<br />
CHAMBERS, R<br />
0805<br />
IN ACCOUNTING<br />
UNIFORMITY<br />
NEW YORK CPAVDL 3ING IOCCTOBER 1967 8P<br />
IHE<br />
INFORMATION<br />
RULES,<br />
ARTICLE TAKES THE POSITION THAT UNIFORMITY IN<br />
THIS<br />
IS A VITAL GOAL AND ONE WITHIN THE POSSIBILITY OF<br />
ACCOUNTING<br />
TO REACH ALTHOLGH FIRMS ARE BIVERSE, THEIR<br />
ACCOUNTANTS<br />
OBJECTIVES ARE USUALLY SIMILAR FURTHERMORE THE<br />
GENERAL<br />
FOR FACTUAL KNOWLEDGE IS GENERAL AND EXTENSIVE AND<br />
DEMAND<br />
FIRMS HAVE MANY THINGS IN COMMON CLEARLY, ON<br />
FINANCIALLY<br />
POSITION AND RESULTS WE NEED FACTUAL INFORMATION<br />
FINANCIAL<br />
THAT WE CAN MAKE THE COMPARISONS WHICH HELP US TO<br />
SO<br />
THE GOOD FRCM THE POORER AND THE BAD,<br />
DISTINGUISH<br />
THE USERS OF FINANCIAL INFORMATION SHOULD ALL<br />
FINANCIALLY<br />
157<br />
THE SAME CONCEPT OF INCOME AND INVESTMENT THIS ARTICLE<br />
HAVE<br />
BETWEEN THE UNIFORMITY OF DETAILS OF<br />
DIFFERENTIATES<br />
AND CONFORMITY OF EFFECTS, THE FORMER RELATING TO<br />
OPERATION<br />
TO BOOKKEEPING RULES WHICH HAVE OBSCUREO THE<br />
ALLEGIANCES<br />
THAT MANY ALTERNATIVE RULES ARE DIVERSE IN EFFECT AND<br />
FACT<br />
LEO TO THE ELEVATION OF MERE CONSISTENCY OF APPLICATION<br />
HAS<br />
A LEVEL IT DOES NOT DESERVE<br />
TO<br />
SCHODERBEK, PETER DIGMAN, LESTER A<br />
0806<br />
GENERATION PERT/LOB<br />
THIRD<br />
BUSINESS REVIEW VOL 45 NO 5 SEPT.-OCT 1967 11Po<br />
HARVARD<br />
PLAN, PERT, EVALUATION, CONTROL<br />
PROGRAM,<br />
NEW TECHNIQUE DESCRIBED IN THIS ARTICLE, PERT/LOB,<br />
THE<br />
SIGNIFICANT ?0 MANAGEMENT BECAUSE IT EXTENDS THE<br />
IS<br />
OF PERT, -PROGRAM EVALUATION AND REVIEW<br />
POTENTIALS<br />
AND LOB, -LINE CF BALANCE-, FOR PLANNING AND C<br />
TECHNIQUE-,<br />
WHEREAS PERT IS USEFUL MAINLY IN THE INITIAL<br />
ONTROL<br />
OF A NEW PROOUCT CONSTRUCTION, OR ITEM OF<br />
DEVELOPMENT<br />
HARDWARE, AND WHEREAS LOB IS USEFUL MAINLY IN THE<br />
MILITARY<br />
STAGE, PERT/LOB IS VALUABLE IN THE MANY<br />
PRODUCTION<br />
BETWEEN RESEARCH AND DEVELOPMENT AND QUANTITY<br />
ACTIVIIIES<br />
IN THIS ARTICLE THE BASIC PRINCIPLES OF LOB AND<br />
PRODUCTION<br />
ARE DESCRIBED AND IT IS SHOWN HOW THE NEW IECHNIQUE<br />
PERT-LOB<br />
BE USED IN A SPECIFIC CASE TO HELP EXECUTIVES PLAN<br />
WOULO<br />
WORK ON A PROJECT<br />
CONTROL<br />
ASH, R L<br />
C807<br />
IN REVOLUTION<br />
MANAGEMENT<br />
EXECUTIVE,VOL 35N0 TO,OCTOBER 1967<br />
FINANCIAL<br />
INNOVATING<br />
ORGANIZATIONS,<br />
ARE NOW IN A SOCIO-ECCNOMIC REVOLUTION WHICH WILL<br />
WE<br />
THE INDUSTRIAL REVOLUIION OF A SHORT TIME AGO IHIS<br />
DWARF<br />
ASKS THE QUESTION -OF WHAT SIGNIFICANCE IS IT TO<br />
ARIICLE<br />
OUR INDUSTRIAL ORGANIZATIONS MUST BE AT THE<br />
BUSINESS<br />
OF THIS TECHNOLOGICAL REVCLUTION DYNAMICALLY<br />
FOREFRONT<br />
AND CREATING CHANGE WHILE NOT RESISTING IT THE<br />
INNOVATING<br />
ENTITY OF THE FUTURE IS DESCRIBED AS WELL AS THE<br />
BUSINESS<br />
OF THE NEW MANAGER OF THIS ENTITY HE MUST<br />
CHARACTERISTICS<br />
INTREPRENEURIAL BY ATTITLOE ANO INSTINCT. A GUIOELINE FOR<br />
BE<br />
FUTURE MANAGER IS SET UP WITH I DOS. THE NEW MANAGER<br />
THE<br />
FOLLOW THESE BUSINESS MANAGEMENI MUST COURAGEOUSLY<br />
SHOULD<br />
ITS OWN REVOLLTICN WHILE THERE STILL IS TIME<br />
STEPbP<br />
ROBINS, W R<br />
C808<br />
OF FINANCIAL ADMINISTRATION<br />
MODEL<br />
EXECUTIVE VOL 35, NO I0 OCT. 1967e 6P<br />
FINANCIAL<br />
ADMINISTRATION<br />
PLAN,<br />
ARTICLE DESCRIBES A SYSTEMATIC WAY OF DIVIDING UP<br />
THIS<br />
MANAGEMENI INTO THE FINANCIAL GOALS, AND POLICIES<br />
FINANCIAL<br />
ACHIEVE THOSE GOALS THIS IS PRECISELY THE RCLE OF A<br />
TO<br />
PLAN, TO BREAKDOWN A COMPANY INTO ITS BASIC<br />
FINANCIAL<br />
AND THEN IO ASK, WILL OUR POLICIES ACHIEVE OUR<br />
POLICIES<br />
WHAT IS SIGNIFICANT FOR A COMPANY IS THE GROWTH RATE<br />
GOALS<br />
EARNINGS PER SHARE. ONCE GOALS ARE SET MANAGEMENT MUST<br />
OF<br />
DOWN APPROPRIATE POLICIES THE FIVE POLICY AREAS WITH<br />
SET<br />
RATIOS THEY ARE MEASURED BY ARE AS FOLLOWS -DIVIOEND<br />
THE<br />
DIVIDENDS- DIVIDED BY EARNINGS, SALES MARGIN-EARNINGS<br />
PAYOUT<br />
BY SALES ASSET TURNOVER-SALES DIVIDED 8Y ASSETS<br />
DIVIDED<br />
DIVIDED BY EQUITY AND BCOKVALUE-EQUITY<br />
LEVERAGE-ASSETS<br />
BY SHARES BY SPECIFYING EACH OF THE FIVE FINANCIAL<br />
DIVIDED<br />
THE FINANCIAL PLAYS CAN BE MADE CONSISTENT. THE<br />
POLICIES<br />
VARIABLES AND THEIR RELATIONSHIPS ARE MADE EXPLICIT SC<br />
MAJOR<br />
MANAGEMENT CAN SEE THE EFFECT OF A CHANGE IN ONE POLICY<br />
THAT<br />
ANOTHER.<br />
OR<br />
COLLCUTT, R H READER, R D<br />
0809<br />
THE OPERATIONAL RESEARCH PROGRAMME FOR R A<br />
CHOOSING<br />
RESEARCH QUARTERLY VOL 18 NO 3 SEPT 967•<br />
OPERATIONAL<br />
2]P<br />
PROGRAMMER, PLAN, ORGANIZATION• EVALUATING<br />
SELECTION,<br />
PAPER EXAMINES SOME IMPORTANT PROBLEMS IN THE<br />
THIS<br />
AND SELECTION OF RESEARCH PROJECTS WITH<br />
EVALUATION<br />
REFERENCE TO OPERATIONAL RESEARCH PROJECTS IN<br />
PARTICULAR<br />
INDUSTRY RESEARCH ORGANIZATION A METHOD FOR PROJEC1<br />
CENTRAL<br />
IS SUGGESTED WHICH PROVIDES BATA SUITABLE FOR USE<br />
EVALUATION<br />
A POWERFUL AND FLEXIBLE FORMAL PROCEDURE FOR PROJECT<br />
IN<br />
IN EVALUATING A PROJECT, ASSESSMENT CF RESOURCE<br />
SELECTION<br />
IS BASED ON A PRDBABLISTIO NETWORK PLAN OF THE<br />
REQUIREMENTS<br />
AND THE ESTIMATES CF BENEFITS ARE DERIVED FROM THE<br />
PROJECT,<br />
EFFECTS ON THE INDLSTRY OF PERFORMING OR NOT<br />
MARGINAL<br />
THE PROJECT, USING DISCOUNTED CASH FLOW<br />
PERFORMING<br />
THE PROCEDURE FOR PROJECT SELECTION CHOOSES NOT<br />
TECHNIQUES<br />
THE PROJECTS TO BE UNDERTAKEN, BUT ALSO TEE TEAM SIZES<br />
ONLY<br />
SHOULD BE USED. A WIDE VARIETY OF CONSTRAINTS CAN BE<br />
THAT<br />
ON THE SYSTEM TO REFLECT DIFFERENT ASPECTS OF<br />
IMPOSED<br />
POLICY OR OTHER SPECIAL FACTORS.<br />
MANAGEMENT<br />
LEDLEY, ROBERT<br />
DDIO<br />
AIDS TD CLINICAL TREATMENT EVALUATION<br />
COMPUTER<br />
RESEARCH VOL 15 NO 4 JULY 1967, 12P<br />
OPERATIONS<br />
MEDICAL, EVALUATION<br />
PROGRAMMING,<br />
PRIMARY PURPOSE DF THIS PAPER IS TO DISCUSS PRECISE<br />
THE<br />
FORMULATIONS OF THESE PROBLEMS AND TO DESCRIBE<br />
MAIHEMAIICAL<br />
AIDS TD THEIR SOLUTION FIRST, THE USE OF DYNAMIC<br />
COMPUTER<br />
IS DISCUSSED AS AN APPROACH TO THE MATHEMATICAL<br />
PRCGRAYMING<br />
OF THE DIAGNOSTIC-TREATMENT CYCLE THEN THE USE<br />
FORMULATION<br />
BAYES FORMULA WILL BE DISCUSSED AS AN AID TO THE<br />
OF<br />
OF TREATMENT-EVALUATION DATA FINALLY, A COMPUTER<br />
COLLECTION<br />
FOR AN OUTPATIENT CLINIC S DESCRIBED. IT IS<br />
SYSTEM<br />
TO NOTE IHAT ALTHBUGH WE SUGGEST BASIC<br />
IMPORTANT<br />
CHARACIERIZATICNS DF THESE PROBLEMS, EACH<br />
MATHEMATICAL<br />
MEDICAL SPECIALTY, AND FREQUENTLY EACH PARIICULAR<br />
PARTICULAR<br />
REQUIRES SPECIFIC ADAPTATIONS OF THE METHODS IN<br />
TREATMENT,<br />
TO TAKE CARE CF SPECIAL PROBLEMS THAT FRECUENTLY<br />
ORDER<br />
ARISE<br />
HESS, SIDNEY W<br />
08[[<br />
USE OF MODELS IN MARKETING TIMING DECISIONS<br />
THE<br />
RESEARCH VOL IS, NO 4, JULY 19&?,<br />
OPERATICNS<br />
MAKING, DECISION<br />
RULES,<br />
CASES ILLUSTRATE THE UTILITY OF SIMPLE MODELS<br />
TWO<br />
PRICING OF OBSOLESCENT PRODUCTS BOTH MODELS YIELO<br />
AID
SIMPLE, EASILY IMPLEMENTED DECISIONS RULES<br />
SURPRISINGLY<br />
DEMONSTRATE THAT -BACK OF THE ENVELOPE- MODELING CAN<br />
THEY<br />
HELP MANAGEMENT DECISION MAKING<br />
STILL<br />
PAUL, ROBERT J<br />
0812<br />
OF PERFORMANCE FOR NONREPETITIVE ACTIVITIES<br />
DETERMINATION<br />
OF RETAILING, VOL 3, NO 3, FALL 1967 8P<br />
JOURNAL<br />
EVALUATING CONTROL STANDARDS<br />
PLAN<br />
FOR EVALUATING THE PERFORMANCE OF PERSONS<br />
SIANDARDS<br />
IN REPEIITIVE LABOR OPERATIONS HAVE LONG BEEN<br />
ENGAGED<br />
TO PLAN AND MEASURE PRODUCTION AND TO CONTROL<br />
UTILIZED<br />
COSTS. WITH THE ADVENT OF INCREASED<br />
MANUFACTURING<br />
AND THE GREATER EMPHASIS ON SERVICES,<br />
MECHANIZATION<br />
IS SHIFTING TO A CLOSER EXAMINATION OF SERVICE<br />
ATTENTION<br />
AND VARIABLE TASKS WHERE FORMAL STANCAROS<br />
ACTIVITIES<br />
HAVE NOT BEEN APPLIED THIS HAS BEEN DUE TO<br />
TRADITIONALLY<br />
COST OF EXAMINATION ANC MEASUREMENT.<br />
HIGH<br />
ARTICLE IS A SUMMARY OF INVESTIGATION INTO METHODS<br />
THIS<br />
THE DETERMINATION OF VALID, OBJECTIVE PERFORMANCE-EVA<br />
FOR<br />
STANDARDS FOR NONREPETITIVE AND SERVICE ACTIVITIES<br />
LUATION<br />
AUTHOR NOT ONLY OFFERS THIS METHOD, BUT POINTS OUT<br />
THE<br />
OF SUCH A POLICY THE BENEFITS THAT CAN BE<br />
ADVANTAGES<br />
MAKE THE METHOD WORTH CONSIDERING<br />
DERIVED<br />
SIBBALD, JOHN R.<br />
0813<br />
THE SERVICES OF PROFESSIONAL SOCIETIES.<br />
USING<br />
REVIEW VCL $6 NO.IO OCT 1967, 7P.<br />
MANAGEMENT<br />
PLACEMENT<br />
RECRUITING<br />
APPEARS THAT MANY CCRPCRATIONS ARE NOT TAKING<br />
IT<br />
OF ALL RECRUITING OPPORTUNITIES. MANY FAIL TO<br />
ADVANTAGE<br />
USING THE SERVICES OF PROFESSIONAL SOCIETIES. OFTEN<br />
CONSIDER<br />
CHARGE A MODEST FEE, AND ATTEMPT ONLY TO BRING TOGETHER<br />
THEY<br />
AND EMPLCYEE<br />
EMPLOYER<br />
ARTICLE DESCRIBES THE FIVE MOST COMMON FORMS OF<br />
THE<br />
THAT THE SOCIETIES OFFER. A DIRECTORY IS INCLUDED<br />
SERVICE<br />
SOCIETIES WHICH PLACE REGISTRANTS WITH A RANGE OF<br />
LISTING<br />
OF INTEREST TO MOST BUSINESS EMPLOYERS<br />
BACKGROUNDS<br />
ARTICLE CONCLUDES WITH A SERIES OF TIPS SO THEY CAN<br />
THE<br />
BETTER RESULTS WHEN USING THE PLACEMENT SERVICES OF<br />
ACHIEVE<br />
PROFESSIONAL SOCIETY.<br />
THE<br />
LEVY, ROBERT<br />
BBI6<br />
GO-GO WORLD OF IHE RISK MANAGER<br />
THE<br />
REVIEW VOL.90 NO 5 NOV. 1967t<br />
DUNS<br />
CONTROL<br />
PLANT<br />
NEW POSITION APPEARS TO BE EMERGING IN THE GIANTS CF<br />
A<br />
THIS IS THE RISK MANAGER HE WORKS ON SPECIAL<br />
INDUSTRY,<br />
USUALLY /HE INTRODUCTION OF NEW PROJECTS HE IS A<br />
PROJECTSj<br />
OF THE CHIEF EXECUTIVE OF A NEWLY FORMED COMPANY<br />
COUNTERPART<br />
HE IS GIVEN FULL RESPONSIBILITY AND AUTHORITY FOR ALL<br />
AND<br />
OF THE VENTURE, INCLUDING TECHNCLOGY MANUFACTURING<br />
ASPECTS<br />
MARKETING. ANSWERABLE ONLY TO THE CHIEF EXECUTIVESj HE<br />
AND<br />
VIRTUAL CONTROL OVER THE ASSEMBLY DF BOTH PEOPLE AND THE<br />
HAS<br />
NECESSARY TO COMPLETE THE VENTURE.<br />
PLANT<br />
ARTICLE CONTINUES TO CITE AREAS WHICH INFLUENCED<br />
THE<br />
FORMING OF THIS ROLE IN CONCLUSION SEVERAL COMPANIES<br />
THE<br />
ON THE RESULTS THAT THEY HAVE OBTAINED<br />
REPORT<br />
RECK, GEORGE E<br />
081S<br />
BLUEPRINT TO BUILD EXECUTIVES.'<br />
A<br />
REVIEW VOL.90t NO St NOV. I967t<br />
DUNS<br />
EVALUATICN<br />
PERSONNEL,<br />
ARTICLE WRITTEN BY THE PRESIDENT OF UNITED AIR<br />
THIS<br />
DEALS WITH THE DEVELOPMENT OF MANAGERS FIRST THE<br />
LINES<br />
CENTERS AROUND A FUNCTIONAL DEFINITION OF WHAT<br />
DISCJSSION<br />
IS MEANT BY THE TERM -MANAGER-.<br />
ACTUALLY<br />
THE AUIHOR RELATES THE PROCESS THAT HE USES.<br />
NEXT,<br />
IS THE ROLES PLAYED BY SUBORDINATES IN LOCATING<br />
EMPHASIZED<br />
STRESSED IS THE EVALUATION OF PERSONNEL, BOTH IN THE<br />
TALENT.<br />
REQUIRING A NEW MANAGER, AS WELL AS OTHER<br />
DEPARTMENT<br />
WITHIN THE COMPANY<br />
DEPARTMENTS<br />
METZ CHARLES J.<br />
0816<br />
TO TAP THE POOL OF U.S TRAINED FOREIGN STUCENTS<br />
HOW<br />
REVIEW VCLo56 NO I0 OCT 196T 7P<br />
MANAGEMENT<br />
SELECTION<br />
RECRUITMENT<br />
LARGE COMPANIES WITH EXTENSIVE INTERNATIONAL<br />
MOST<br />
WOULD LIKE IO KNOW THE NAMES AND LOCATIONS OF<br />
OPERATIONS<br />
FOREIGN NATIONALS WHO SPEAK ENGLISH WELL AND<br />
WELL-TRAINED<br />
SOME FAMILIARITY WITH AMERICAN STANDAROS OF DOING<br />
HAVE<br />
IT IS FOR THIS REASON THE INSTITUTE OF<br />
BUSINESS<br />
EDUCATION CAN BE VERY HELPFUL.<br />
INTERNATIONAL<br />
TIE IS A PRIVATE NONPROFIT AGENCY WHICH WILL HELP<br />
THE<br />
COMPANIES IDENTIFY AND LOCATE FOREIGN CITIZENS WITH<br />
AMERICAN<br />
QUALIFICATIONS WHO HAVE BEEN EDUCATED IN THE UNITED<br />
SPECIFIC<br />
THE ARTICLE DEALS WITH THE DIFFERENT BREAKDOWN OF<br />
STATES<br />
THAT ARE OFFERED TO BUSINESS, AND THE WAYS<br />
CATEGORIES<br />
HAS UTILIZED THIS SERVICE<br />
INDUSIRY<br />
MAOt JAMES<br />
OBIT<br />
OF COMPUTER SIMULATION<br />
ESSENTIALS<br />
EXECUTIVE VOL.JS, NO.I OCT.<br />
FINANCIAL<br />
EVALUATING, OECISION<br />
MAKING<br />
PURPOSE OF THIS ARTICLE IS TO EXPLAIN THE<br />
THE<br />
OF COMPUTER SIMULATION IN LESS IEOHNICAL<br />
ESSENTIALS<br />
WITH THE DEVELOPMENT OF MODERN ELECTRONIC<br />
LANGUAGE.<br />
SIMULATION PROMISES TO BE AN IMPORTANT TOOL FOR<br />
COMPUTERS<br />
MAKING. SIMULATION MAYBE DEFINED AS THE TECHNIQUE<br />
DECISION<br />
EVALUATING THE MERITS OF ALTERNATIVE COURSES OF ACTION<br />
OF<br />
EXPERIMENTATION PERFORMED ON A MAIHEMATICAL MODEL<br />
THROUGH<br />
THE DECISION-MAKING SITUATION THREE STEPS OF<br />
REPRESENTING<br />
ARE OUTLINED. THEY ARE -I MATHEMATICAL MODEL<br />
SIMULATION<br />
-. EXPERIMENTATION PERFORMEO ON THE<br />
CONSTRUCTION<br />
MODEL AND -. EVALUATION OF THE EXPERIMENIAL<br />
MATHEMATICAL<br />
AN APPLICATION OF SIMULATION IS SHOWN. IT IS USED<br />
FINDINGS<br />
DETERMINE FIRMS RISK OF INSCLVENCY. SIMULATION CAN ALSO<br />
TO<br />
USED TO FORMULATE FINANCIAL DECISIONS IN AREAS OF<br />
BE<br />
POLICY CAPITAL SIRUCTURE SHORT TERM FINANCING AND<br />
DIVIDEND<br />
EXPENDITURES<br />
CAPITAL<br />
GRANT C.B S.<br />
0818<br />
MOVES WEST SHIPS INSTRUCTIONAL SYSTEM EAST.<br />
RCA<br />
PROCESSING VOL.9, OCT 1967 2P<br />
DATA<br />
158<br />
EDUCATION<br />
ORGANIZATIONAL,<br />
ARTICLE REPORTS ON ONE OF THE NEWEST<br />
THIS<br />
INSTRUCTION SYSTEMS LOCATED IN PALO ALTO<br />
COMPUTER-BASED<br />
NEW INSTRUCTIONAL SYSTEMS ACTIVITY OF RCA HAS SHIPPED<br />
THE<br />
FIRST COMPUTER-BASED INSTRUCTIONAL SYSTEM TO NEW YORK<br />
ITS<br />
FOR USE IN 15 PUBLIC SCHOOLS THE KEY TO IkSTRUCTIONAL<br />
CITY<br />
IS CURRICULUM MATERIAL -AND THE ARRANGEMENTS RCA HAS<br />
SYSTEMS<br />
CONSULTANTS AND PUBLISHING GROUPS IS EXPLAINED-<br />
WIIH<br />
ORGANIZATIONAL SET UP THE STUDENT USE, AND THE<br />
THE<br />
ADVANTAGES OF COMPUTER-BASED INSTRUCTIONAL SYSTEMS<br />
TEACHING<br />
EXPLAINED THIS IS JUST THE BEGINNING, THE FUTURE OF<br />
ARE<br />
SEEMS IN FOR SOME BIG CHANGES.<br />
EDUCATION<br />
ROTHERY BRIAN<br />
0819<br />
AND PROGRAMMING<br />
SPECIALIZATION<br />
pROCESSING VEL 9, OCT 1967, 2P.<br />
DATA<br />
CONTROL ANALYST-PROGRAMMER<br />
PROGRAMMING<br />
DISCUSSION OF THE DIFFERENCES BETWEEN PROJECT ANO<br />
A<br />
MANAGEMENT, WITH REGARD TO THEIR ADVANTAGES AND<br />
PROCESS<br />
IN EDP, AND THEIR EFFECT ON SYSTEMS AND<br />
DISADVANTAGES<br />
PEOPLE IS PRESENTED IN THIS ARTICLE IN VIEW OF<br />
PRCGRAMMING<br />
ANALYST-PROGRAMMER, NECESSARY AS SPECIALIZATION IS, IT<br />
THE<br />
NOT BE ASSUMED WHOLLY BENEFICIAL IN A CCMPLEX<br />
SHOULD<br />
SITUATION RESPONSIBILITY SEEMS TO DIMINISH AND<br />
PROCESS<br />
VANISH IN PROCESS SITUAIIONS, MANAGEMENT IS A<br />
OFTEN<br />
FOR ORDER AND CONTROL HOWEVER, THERE IS VALUE IN<br />
STRUGGLE<br />
THE PENALTIES THAT PROCESS MANAGEMENT EXACTS FOR<br />
KNOWING<br />
CAN PROVIDE MEANSj OUTSIDE THE PROCESSES THEMSELVES, FOR<br />
ONE<br />
ESIABLISHMENT OF LINKS AND MEASUREMENTS THAT WILL<br />
THE<br />
CONTROL.<br />
MAINTAI<br />
FENSKE,RUSSELL W<br />
0820<br />
COMPUTER OPERATICNS-2<br />
SCHEDULING<br />
PROCESSING VOL 9, NO 10, OCTOBER 1967, 3P<br />
DAIA<br />
FORECASTING ANALYSIS<br />
INDEXES<br />
IS THE SECOND IN A SERIES OF FOUR MONTHLY ARTICLES<br />
THIS<br />
TECHNIQUES OF FORECASTING COMPUTER RUN INPUT<br />
EXPLAINING<br />
AND THE CONVERSION EF THESE FORECASTS TO COMPUTER<br />
VOLUMES<br />
TIMES THIS ARTICLE CONCENTRATES ON A DESCRIPTION OF THE<br />
RUN<br />
REQUIRED TO CORRECT THE DAILY CASH RECEIPTS<br />
ANALYSIS<br />
EQUAIION AND THE INDICES. CORRECTIONS ARE<br />
RELATIONSHIP<br />
BECAUSE IN A RELATIONSHIP SUCH AS THIS WHICH IS<br />
NECESSARY<br />
FROM A LIMITEO AMOUNT OF AVAILABLE DATA,<br />
DEVELOPED<br />
APPEAR FIGLRES ILLUSTRATING OAILY CASH<br />
INCONSISTENCIES<br />
FROM WEEKLY AVERAGES, ON MONDAYS ONLY, AND<br />
VARIATIONS<br />
DAILY CASH DAILY INDEXES DEMONSTRATE THE CHANGES<br />
REVISED<br />
REQUIRED.<br />
FEIOELMANt LAWRENCE A. KATZ, JACOB L<br />
0821<br />
THE OPTICAL SCANNERS<br />
SCAhNING<br />
PROCESSING VOL.9, NO lO, OCTOBER 196T 7P<br />
DATA<br />
DOCUMENT, CONTROL<br />
PLANNING,<br />
ARTICLE IS A SURVEY F THE CHARACTERISTICS AND<br />
THIS<br />
OF THE COMMERCIALLY AVAILABLE OPTICAL CHARACTER<br />
CAPABILITIES<br />
IT IS POINTED OUT THAT THE OPTICAL CHARACTER READER<br />
READERS<br />
NOW RIPE FOR SERIOUS CONSIDERATION IN THE DESIGN,<br />
IS<br />
AND CHARACTERISTICS SUCH AS DOCUMENT READING<br />
PLANNING,<br />
TECHNIQUES, RECOGNITION METHODS, FLEXIBILITY ERROR<br />
SCANNING<br />
OUTPUT, OPERATIONS CONTROL AND COSTS AND<br />
CONTROL<br />
ARE DESCRIBED THESE CHARACTERISTICS ARE<br />
AVAILABILITY<br />
ON A THREE PAGE CHART TO COMPARE 18 COMMERCIALLY<br />
OUTLINEO<br />
OPTICAL CHARACTER READERS.<br />
AVAILABLE<br />
RUSSELL, JOHN R STOBAUGH ROBERT B WHITMEYER, F W.<br />
0822<br />
FOR PRODUCTION.<br />
SIMULATION<br />
BUSINESS REVIEW, VOL 4S, NO S, SEPTEMBER-OCTOBER,<br />
HARVARD<br />
8P<br />
1967j<br />
PLANNING, INFORMATION, CONTRCL<br />
SELECTING<br />
TECHNIQUES ARE ASSUMING MORE AND MORE<br />
SIMULATION<br />
FOR THE PRODUCTION MANAGER AT THE SAME TIME, THE<br />
IMPORTANCE<br />
ON THE SLBJECT IS EXPANDING AT A RAPID RATE THE<br />
LITERATURE<br />
OF THIS ARTICLE IS TO ASSIST THE PRODUCTION MANAGER<br />
PURPOSE<br />
SELECTING GO00 SOURCES OF HELPFUL INFORMATION ABOUT<br />
IN<br />
WITH SPECIAL REFERENCE TO ITS USE IN PRODUCTION<br />
SIMULATION,<br />
AND CONTROL<br />
PLANNING<br />
INTRODUCTION BRIEFLY DISCUSSES THE IMPORTANCE AND<br />
AN<br />
OF SIMULATION, PRESENTING A BASIS FOR THE FOLLOWINC<br />
CONCEPTS<br />
OF PERTINENT MATERIAL ON THIS SUBJECT AREA<br />
OVERVIEWS<br />
IRISH ROBERT R<br />
0823<br />
ACDUNTING DEVELOPMENTS IN THE ARMY INDUSTRIAL<br />
MANAGEMENT<br />
FUND<br />
ASSOCIATION OF ACCOUNTANTS, VOL.9 NO 2t OCTOBER<br />
NATIONAL<br />
6P<br />
1967<br />
CONTROL<br />
INFORMATION<br />
UTILIZATION OF MODERN MANAGEMENT ACCOUNTING TOOLS<br />
THE<br />
ARMY INDUSTRIAL FUND MANAGERS IS ACHIEVING MORE EFFECTIVE<br />
BY<br />
OF OPERATIONAL COSTS. IN HIS OISOUSSION OF THE<br />
CONTROL<br />
AND EFFECTS OF THE ARMY INDUSTRIAL FUNO THE<br />
RAMIFICATIONS<br />
EMPHASIZES ITS MANAGEMENT ACCOUNTING ASSESTS<br />
AUTHOR<br />
ARE FURNISHED FOR THE TYPE CF MANAGEMENT<br />
DESCRIPTIONS<br />
WHICH IS REQUIRED NEXT THE AUTHOR FOCUSES UPON<br />
INFORMATION<br />
SYSTEM IMPROVEMENTS WHILE BEING AWARE OF<br />
CONTINUING<br />
LIMITATIONS OF THE SYSTEM. THE ARTICLE CONCLUDES<br />
EXISTING<br />
AN OUTLINE OF BENEFITS THAT CAN BE DERIVED<br />
WITH<br />
HROMISH MICHAEL<br />
08Z<br />
COST DAIA FOR ANALYSIS AND CONTROL<br />
MAINTENANCE<br />
ASSOCIATION OF ACCOUNTANTS, VOL 9, NC 2t OCIOBER<br />
NATIONAL<br />
6P<br />
1967,<br />
DATA-PROCESSING, CONTROL, ANALYSIS<br />
PROGRAMJ<br />
IT IS EASIER TO LAUNCH A NEW PROGRAM THAN IT IS<br />
OFTEN<br />
REVISE AND UPDATE AN OLD SYSTEM BY USING NEW IDEAS IN<br />
TO<br />
IMPROVEMENT OF IIS EXISTING PROCEDURES A COMPANY HAS<br />
THE<br />
DATA-PROCESSING AND REPORTING THROUGH A PROGRAM<br />
REDESIGNED<br />
PROVIDES FOR FULL USE OF ELECTRONIC OATA-PROCESSING AS<br />
WHICH<br />
AS RECONSIRUCTION OF THE RELATED REPORIING<br />
WELL<br />
CONTENDS THE AUTHOR CANNOT AFFORD TO IGNORE<br />
INDUSTRY,<br />
POTENTIAL USE OF EDP REWARDS ARE FAR GREATER THAN CAN<br />
THE<br />
MANUALLY OBTAINED.<br />
BE<br />
SHOPOFF, ROBERT W. JACK, WILLIAM R<br />
0825<br />
STAFFING OPERATING INFORMATION SERVICES<br />
ORGANIZING
FUNCTION<br />
ASSDCIATIOh OF ACCOUNTANTS, VOL 49, NO 2, OCTOBER<br />
NATIONAL<br />
967<br />
INFORMATION<br />
ORGANIZING,<br />
THEIR DISCUSSION OF THE MOST IMPORTANT AREAS WHIC<br />
IN<br />
ON THE EFFECTIVENESS OF AN INFORMATION SERVICES GROUP,<br />
BEAR<br />
AUTHORS EMPHASIZE BASIC FACTORS WHOSE RECDGNIZAIION<br />
THE<br />
A SOLID FObNDATION TO DEVELOP A SERVICE THAT WILL<br />
PROVIDES<br />
THE DEMANDS AND REQUIREMENTS OF MODERN MANAGEMENT.<br />
MEET<br />
UPON IS THE CHORE OF STAFFING THE INFORMATION<br />
FOCUSED<br />
WITH APPROPRIATE GLIDELINES FOR RECOMMENDED<br />
SERVICE,<br />
THE AUTHORS RELATE TO THE EARLY<br />
QUALIFICATIONS<br />
AND OFFER A IHUMB-NAIL SKETCH OF<br />
NINETEEN-FIFTIES<br />
GAINS CREATED OVER THE LAST EIGHTEEN YEARS<br />
DEVELOPMENT<br />
DEMSKI,JOEL<br />
0826<br />
CF TRADITIONAL SIANDARD COST VARIANCE MODEL<br />
EFFECTIVENESS<br />
ASSOCIATION OF ACCOUNTANTS, VOL 9, NO 2, OCTOBER<br />
NATIONAL<br />
lOP<br />
1967,<br />
DECISION, CONTROL, ANALYZING<br />
INFORMATION,<br />
NEEDS FOR ACCOUNTING INFORMATION ARE NOW<br />
MANAGERIAL<br />
TO THE EXTENT THAT WELL-SIRUCTUREO MODELS ARE EMPLOYED<br />
KNOWN<br />
CERTAIN DECISION PROCESSES THIS PAPER EXAMINES THE<br />
IN<br />
OF THE TRADITIONAL STANDARD VARIANCE MGDEL IN THOSE<br />
UTILITY<br />
AND SUGGESTS AN OPERATIONAL EXTENSION OF THE<br />
SITUATIONS<br />
DESIGNED TD PROVIDE SUPERIOR CONTROL INFORMATION.<br />
MODEL,<br />
DAUST, SOMERBY<br />
0827<br />
RECORDS KEEP FACTS Oh FILE<br />
VENDOR<br />
VOL 63 NO g, NOVEMBER 1967, 2P<br />
PURCHASING,<br />
JOBS, INFORMATIOh<br />
RETRIEVAL,<br />
INFORMATION ON SUPPLIERS IS ONE OF THE BUYERS<br />
GATHERING<br />
JOBS GETTING DATA TOGETHER, HOWEVER, IS ONLY THE<br />
BIGGEST<br />
PART OF IHE IASK THE BUYER MUST ALSO HAVE SOME SYSIEM<br />
FIRST<br />
FILING THE INFORMATION AND FOR RETRIEVING IT QUICKLY<br />
FOR<br />
ITS NEEDED<br />
WHEN<br />
THE SYSTEM SHOULD BE ONE THAT DOES NOT ENTAIL<br />
IDEALLY,<br />
MUCH PAPERWORK AT EITHER END-INPUT CR RETRIEVAL. ONE OF<br />
TOO<br />
BEST WAYS IO ACCOMPLISH THIS IS TO RECOGNIZE THE VARIOUS<br />
IHE<br />
OF VENDOR INFORMATION THAT MUST BE KEPT AVAILABLE<br />
TYPES<br />
GENERAL, VEADOR DATA THAT IS WORTH SAVING FALLS INTO<br />
IN<br />
PRODUCT INFORMATION BACKGROUND CATA HARD<br />
CATEGORIES<br />
AND TOPICAL INFORMATION THE AUTHOR FEELS IT IS<br />
FACTS<br />
THAT THE BUYER MUST RECOGNIZE THESE FOUR<br />
ESSENTIAL<br />
CENTERS.<br />
INFORMATION<br />
KELLEY, ETNA M<br />
0828<br />
YOUR ANNIVERSARY WITH A SPECIAL EXHIBIT<br />
SUPPORT<br />
AND SALES PROMOTION VOL I5 NO 11, NOVEMBER,<br />
ADVERTISING<br />
6P.<br />
I967,<br />
ORGANIZATION<br />
PLANNED<br />
ARTICLE PRESENTS HELPFUL SUGGESTIONS FOR MORE<br />
THIS<br />
AND MEANINGFUL ANNIVERSARY EXHIBITS AND DISPLAYS.<br />
SUCCESSFUL<br />
IN PREPARING A DISPLAY OR SERIES CF DISPLAYS TIED<br />
IDEALLY<br />
AN ANNIVERSARY THE EXHIBITING ORGANIZATION DRAWS UPON ITS<br />
TO<br />
PAST USING MEMORABILIA CR REPRODUCTIONS OF EARLY<br />
OWN<br />
OLD CATALOGS AND AOVERTISEMENTS OR PICTURES OF<br />
PRODUCTS,<br />
FObNDERS<br />
THE<br />
ANNIVERSARY DISPLAY, IF PROPERLY PLANNED AND<br />
THE<br />
WINS RECOGNITION FOR THE EXHIBITOR AND PLEASES THE<br />
EXECUTED,<br />
IT OFFERS A WAY FOR OTHER ORGANIZATIONS OF THE<br />
VIEWER<br />
TO JOIN IN THE CELEBRAIION AND MAKE IT A MEMCRABLE<br />
COMMUNITY<br />
SUCCESS<br />
KLOCK PAUL<br />
0829<br />
TO CHANGE THE HABITS OF A NATION<br />
HOW<br />
AND SALES PROMOTION, VOL.I5, NC 11, NOVEMBER<br />
ADVERIISING<br />
2P<br />
196,<br />
PLANNING, ORGANIZATION<br />
PROGRAM,<br />
ARTICLE EXPLAINS HOW PUBLIC-RELATIONS PLAYED A<br />
THIS<br />
IN SWEDENS CHANGE FROM DRIVING ON THE LEFT TO DRIVING<br />
PART<br />
THE RIGHT THIS MONUMENTAL TASK CF PERSUADING 8,000,000<br />
ON<br />
TO CHANGE A HABIT THAT HAS LASTED MORE THAN 200 YEARS<br />
PEOPLE<br />
MANY PUBLICITY TECHNICUES<br />
REQUIRED<br />
SHORT DISCUSSION OF THE SITUATION AND THE REASONS FOR<br />
A<br />
ARE FIRST PRESENTED THEN THE PREPARATIONS FOR<br />
CHANGE<br />
ARE GIVEN MULTI-LINGUAL BOOKLETS, NEWSPAPER ADS,<br />
-H-DAY-<br />
USUAL ANO UNUSUAL MEDIA WERE EMPLOYED FOR MAXIMUM<br />
OTHER<br />
THE UNIFIED PUBLICITY AND PROMOTION PROGRAM IS<br />
COVERAGE<br />
FROM IHE VIEWPOINT OF ORGANIZATION AND PLANNING.<br />
EXPLAINED<br />
TULL T M<br />
0830<br />
AUDIT OF A TRUST DEPARTMENT<br />
ADMINISTRATIVE<br />
AND ESTATES VOL 106, NO TO* OCT 1967, 6P<br />
TRUSTS<br />
ADMINISTRATIVE<br />
PLANNING,<br />
GROWING VOLUME AND COMPLEXITY OF A TRUST DEPARTMENT<br />
THE<br />
MAKES IT NECESSARY TO CONDUCT AN AOMINISTRATIVE<br />
BUSINESS<br />
OF THE HANDLING OF ALL ITS TRUST ACCOUNTS SUCH AN<br />
AUDIT<br />
FOCUSES ON THE PREVENTION OF MISTAKES BEFORE THEY<br />
AUOIT<br />
AND ON THE ATTAINMENT OF INCREASED EFFICIENCY THE<br />
OCCUR<br />
OIRECTIONS CF AN AUDIT OF A TRUST ACCOUNT MUST<br />
BASIC<br />
WITH THE ADMINISTRATIVE OFFICER THERE ARE TWO<br />
ORDINATE<br />
TOOLS AN ADMINISTRATIVE OFFICER CAN USE IN<br />
FUNDAMENTAL<br />
WITH PLANNING AND DIRECTING THE ACTIVITIES OF A<br />
CONNECTION<br />
ACCOUNT THE FIRST IS THE ADMINISTRATIVE SYNOPSIS. THE<br />
TRUST<br />
IS A TICKLER CARD SYSTEM WHICH CAN BE USED TO INSURE<br />
SECOND<br />
DUTIES IN AN ACCOUNT ARE CARRIED OUT AN ADMINISTRATIVE<br />
THAT<br />
PRIMARILY REVIEWS THE ADEQUACY OF THESE TWO BASIC<br />
AUDIT<br />
AS THEY EXIST IN EACH ACCOUNT.<br />
TOOLS<br />
GLASER, GEORGE<br />
0831<br />
TALK ABOUT COMPUTERS.<br />
PLAIN<br />
HORIZONSVOL IO, NO 3 FALL OF I967, 7P<br />
BUSINESS<br />
ORGANIZATION, ANALYSIS<br />
PERSONNEL<br />
OF NEW DEVELOPPENTS IN COMPUTER TECHNOLDGY<br />
BECAUSE<br />
TO PROBLEMS HERETOFORE CONSIDERED IMPOSSIBLE TO<br />
SOLUTIONS<br />
ARE WITHIN OUR GRASP. MEMORY SPECIFICATIONS ARE NOW<br />
ACHIEVE<br />
IN NANOSECONDS, ONE BILLIONTH OF A SECONCe AND<br />
STATED<br />
IN INPUT/ObTPUT EQUIPMENT WILL INCREASE HUMAN ACCESS<br />
CHANGES<br />
THE MACHINE THESE AND OTHER ADVANCES WILL EXTEND<br />
TO<br />
FUNCTIONS IN BUSINESS FROM PROCESSING PAPER WORK TO<br />
COMPUTER<br />
MANAGEMENTS DECISIONS NEW APPLICATIONS OFFER<br />
IMPROVING<br />
159<br />
BENEFITS BUT CREATE PERSONNEL PROBLEMS ANO ARE HARDER<br />
GREAT<br />
JUSTIFY ON A STRAIGHT FORWARD COST-SAVING BASIS MORE<br />
TO<br />
IO DESIGN AND FAR MORE PAINFUL FOR THE<br />
DIFFICULT<br />
TO ASSIMILATE FEASABILITY MUST THEN BE<br />
ORGANIZATION<br />
BY CAREFLL ANALYSIS IN THIS AS IN ALL PHASES,<br />
DEIERMINED<br />
WILL BE DETERMINED BY MANAGERS.<br />
SbCCESS<br />
HOWELL, R A<br />
0832<br />
FRESH LOOK AT MANAGEMENT BY OBJECTIVES.<br />
A<br />
HORIZONS, VOL TO, NO 3, FALL 1967, 9P<br />
BUSINESS<br />
DECISION-MAKING<br />
GOAL-SETTING<br />
AUTHOR TAKES A NEW APPROACH TO MANAGEMENT BY<br />
THE<br />
SO THAT THE ORGANIZATION AND NET ONLY TFE<br />
OBJECTIVES<br />
WILL BENEFIT THE OVER-ALL GOALS OF TEE<br />
WORKERS,<br />
ARE SET BY MANAGEMENT AND DISSEMINATED<br />
ORGANIZATION<br />
THE COMPANY IN TURN EACH INDIVIDUAL FORMULATES<br />
THROUGHOUT<br />
OBJECTIVES, WHICH ARE SUBMITTED TO HIS SUBUNIT, TEEN<br />
HIS<br />
UPWARD THROUGH THE HIERARCHAL SIRUCTURE THIS<br />
COMMUNICATED<br />
MOVEMENT ENSURES THAT ALL MEMBERS OF THE<br />
VERTICAL<br />
FEEL IHAT THEY ARE PARTICIPATING IN ITS<br />
ORGANIZATION<br />
LATERAL TRAOE-OFFS ARE BROUGHT ABOUT BY PEER<br />
OPERATION<br />
REVIEWING THE OBJECTIVES OF THEIR FELLOW EMPLOYEES<br />
GROUPS<br />
AT THE TOP MANAGEMENT LEVEL TOP MANAGEMENT MUST THEN<br />
EVEN<br />
AND DIRECI THE CARRYING OUT OF THE OBJECTIVES THE<br />
INTEGRATE<br />
CYCLE TAKES ABOUT FObR MONTHS BUT THE IMPROVED<br />
ENTIRE<br />
RESbLI IN A BETIER UNDERSTANDING OF THE<br />
COMMUNICATIONS<br />
PURPOSES<br />
COMPANYS<br />
COLBERT 6 A<br />
0833<br />
TO PROFIT, THE MANAGEMENT INFORMATION SYSTEM<br />
PATHWAY<br />
SERVICES, VOL , NO 5 SEPT.-OCT I967<br />
MANAGEMENT<br />
INFORMATION DECISION, CONTROL, ANALYSIS<br />
ORGANIZED,<br />
MANAGEMENT INFORMATION SYSTEM SHOULO EVERY COMPANY<br />
A<br />
ONE HOW CAN II GET ONE THIS ARTICLE ATTEMPTS TO<br />
HAVE<br />
THESE QUESTIONS SUCH A SYSTEM IS AN ORGANIZED METHOD<br />
ANSWER<br />
PROVIDING EACH MANAGER WITH ALL THE DATA AND ONLY THOSE<br />
OF<br />
WHICH HE NEEDS FOR DECISION, WHEN FE NEEDS THEM, AND<br />
DATA<br />
FORM WHICH AIDS HIS UNDERSTANDING AND SIMULATES HIS<br />
A<br />
THE KIND OF INFORMATION A MANAGER NEEOS G FOR<br />
ACTION<br />
AND CONTROL INFORMATION REQUIRED TO ASSESS FURTHER<br />
OPERATICN<br />
AND TO COMPARE PERFORMANCE BY THE COMPANY IN<br />
ACTION<br />
OR WITHIN THE INDUSTRY ARE DESCRIBED AFTER THE<br />
COMPETITION<br />
GRAPHICALLY DESCRIBES THE MANAGEMENT PROCESS AND IHE<br />
ARIICLE<br />
INFORMATION PLAYS IN IT, IT PROVIDES FRAME OF<br />
PART<br />
WITHIN WHICH EACH EXECUTIVE BY FURTHER ANALYSIS,<br />
REFERENCE<br />
OBIAIN MORE COMPLETE SPECIFIC ANSWERS TAILORED TO HIS<br />
CAN<br />
NEEDS<br />
COMPANY<br />
GDLIGHTLY, H 0<br />
083<br />
AIRLINES A CASE STUDY IN MANAGEMENT INNOVATION<br />
THE<br />
HORIZONS VOL lot ND 3, FALL 1967,<br />
BUSINESS<br />
ORGANIZATION, INNDVATE INFORMATION<br />
PLAN,<br />
ADVENT OF JET PLANES IN THE LATE 1950S REQUIRED THE<br />
THE<br />
TO REASSESS THEIR MANAGEMENT EMPHASIS THEY HAD TO<br />
AIRLINES<br />
ANOTHER LOOK AT ORGANIZATION PLANNING, INFORMATION<br />
TAKE<br />
AND THE MARKETING APPROACH TO MEET THE REQUIREMENTS<br />
SYSTEMS<br />
THE JET AGE THE AIRLINES FOUND LITTLE IN THE WAY OF<br />
OF<br />
PRINCIPLES OR PRACITICES THAT THEY COULD TAKE<br />
MANAGEMENT<br />
READY-MADE FROM OTHER SERVICE BUSINESSES INSTEAO THEY<br />
OVER<br />
TO BORROW AND ADAPT CONCEPTS AND TECHNIQUES THAT HAD<br />
HAD<br />
DEVELOPED IN MAKE-AND-SELL BUSINESSES, AND INNOVATE<br />
BEEN<br />
THERE WERE NO AVAILABLE MANAGEMENT TOOLS THAT MET THE<br />
WHERE<br />
REQUIREMENIS OF THEIR SERVICE BUSINESS IN RAISING<br />
PECULIAR<br />
LEVEL OF MANAGEMENT EFFECTIVENESS THE AIRLINES HAVE<br />
THEIR<br />
TO DEAL WITH MANY OF THE CLASSIC PROBLEMS THEIR<br />
HAD<br />
ACCOMPLISHMENTS HAVE PARTICULAR MEANING FOR OTHER<br />
MANAGERIAL<br />
BUSINESSES, WHO OBVIOUSLY CAN LEARN MUCH FROM THEM<br />
SERVICE<br />
8UFFAtE<br />
C835<br />
PLANNING FOR PRODUCTION<br />
AGGREGRATE<br />
HORIZONS, VOL lOe RO 3 FALL 1967, lip<br />
BUSINESS<br />
ANALYZES<br />
PLAhNING<br />
ITS INCEPTION MODERN AGGREGRATE PLANNING OOES POSE<br />
AT<br />
BUT THESE CAN BE OVERCOME WITH RESULTS THAT<br />
DIFFICULTIES<br />
BENEFIT THE MANAGER FOR EXAMPLE, IN DEVELOPING THIS<br />
GREATLY<br />
OF PLANNING ONE MIGHT HAVE TO CONSIDER WHETHER<br />
KIND<br />
OR SIZE OF THE WORK FORCE WOULD ABSORB DEMAND<br />
INVENTORY<br />
IN ORDER TO SOLVE THESE AND OTHER EQUALLY<br />
FLUCTUATIONS<br />
PROBLEMS, THE AUTHOR ANALYZES SEVERAL<br />
SIGNIFICANT<br />
FROM WHICH ONE COULD CHOOSE HEURISTIC AND<br />
ALTERNATIVES<br />
SEARCH METHODS, MANAGEMENT COEFFICIENTS MODELS, AND<br />
COMPUTER<br />
PRODUCTION PLANNING ARE ALL DISCUSSED IN DETAIL<br />
PARAMETRIC<br />
POST RECENT PROPOSALS ARE POWERFUL YET EASY TO USE AND<br />
THESE<br />
INVOLVE A DEGREE OF REALISM THAT SHOULD SATISFY THE<br />
THEY<br />
PRACTICALLY ORIENTED MAN.<br />
MOST<br />
FERGUSON, CHARLES<br />
0836<br />
ROLE IN DEVELOPING AN INFORMATION SYSTEM<br />
MANAGEMENTS<br />
INSURANCE NEWS, VCL 68, NO 6, OCTOBER 1967. 5P<br />
BESTS<br />
REIRIEVAL<br />
AUTHOR CONTENDS THAT IF SUCCESS FOR A COMPUTER<br />
THE<br />
IS MEASURED BY ITS CONTRIBUTION TO PROFIT, MANY<br />
INSTALLATION<br />
COMPANIES HAVE BEEN DEPRIVED CF SUCCESS OF ALL<br />
INSURANCE<br />
COMPANIES INCLUDED IN A RECENT STUDY DF COMPUTER<br />
INSURANCE<br />
ONLY A HANDFUL CLAIMED HARD PROFIT PRODUCING<br />
USAGE,<br />
RESOLTS<br />
IS FELT THAT MANAGEMENI IS WILLING TO EMBARK UPON<br />
IT<br />
DESIGN OF AN INFORMATION SYSTEM HAS ONLY VAGUE CONCEPTS<br />
THE<br />
WHAT IS TO BE ACHIEVED SUCH AS BETTER OPERATIONS OR<br />
OF<br />
TECHNIQUES IS ALMOST CERTAIN TO BE DISAPPOINTED<br />
MODERNIZED<br />
AUTHOR OFFERS A SERIES DF GUESTIONS WHICH MANAGEMENT<br />
THE<br />
OFFER BEFORE THEY CAN JUSTIFY THE EXPENSE OF A<br />
MUST<br />
COMPUTER<br />
FAIRTHORNE, ROBERT A<br />
0837<br />
OF -INFORMATION FLOW-.'<br />
MORPHOLOGY<br />
OF THE ASSOCIATION FOR COMPUTING MACHINERY VDL.14,<br />
JOURNAL<br />
OCT. 1967 IlPo<br />
NO.<br />
INFORMATION DOCUNENTS CODE<br />
SELECTIVE,<br />
PHRASES AS -INFORMATION FLOW- MAY BE PURELY<br />
SUCH<br />
OR MAY REFER TO PORTERAGE AND STORAGE OF<br />
MEMETAPHORICALt<br />
DOCUMENTS, TRANSMISSION OF SIGNALS POWER REQUIRED<br />
PHYSICAL
SIGNALING, SHANNONS SELECTIVE INFORMATION CHANGES IN<br />
FDR<br />
STATE OF DNES PERSONAL KNOWLEDGE, PROPAGATION OF<br />
THE<br />
CONCERNING MESSAGES, SOCIAL INCREASE OF<br />
ANNOUNCEMENTS<br />
AND PROPAGATION OF, DR REACTION TO IMPERATIVES.<br />
AWARENESS,<br />
MATTERS ARE DISTINCT AND MUST BE DISTINCT AND MUST BE<br />
THESE<br />
THEN CONDITIONS MUST BE STATED UNDER WHICH<br />
DISTINGUISHED<br />
CAN VALIDLY SPEAK OF AND MEASURE THE APPROPRIATE FLOW<br />
ONE<br />
THIS PAPER IT IS SHOWN THAT WITHIN THE FIELD OF<br />
IN<br />
-MENTION AND DELIVERY OF RECORDED MESSAGES TO<br />
NOTIFICATION<br />
THERE ARE TWENTY BASIC ACTIVITIES FORMED BY CHOOSING<br />
USERS-<br />
OF THE SIX VARIABLES, MESSAGE, CODE CHANNEL, SOURCE,<br />
TRIADS<br />
AND DESIGNATION<br />
DESIINATION<br />
HOUSE, W C<br />
O838<br />
OF SENSITIVITY ANALYSIS IN CAPITAL BUDGETING.<br />
USE<br />
MANAGEMENT SERVICES VOLo4NO 5, SEPTEMBER-OCTOBER 1967o<br />
DECISION, ANALYSIS<br />
FORECASTING,<br />
DECISION WHETHER DR NOT TO INVEST IN A CAPITAL<br />
THE<br />
DEPENDS ON FORECASTS OF SALES, PRICES, COSTS AND THE<br />
PROJECT<br />
LIKE ALL FORECASIS, ANY CR ALL OF THESE MAY PROVE<br />
LIKE.<br />
ALTHOLGH MANAGEMENT CANNOT AVDID FORECASTING<br />
INACCURATE<br />
IT CAN HEDGE AGAINSI THEM BY DETERMINING WHICH WILL<br />
ERRORS<br />
A SIGNIFICANT EFFECT ON THE RATE OF RETURN THE<br />
HAVE<br />
TO BE USED IS THAT OF SENSITIVITY ANALYSIS.<br />
TECHNIQUE<br />
OF THE SENSITIVITY TO ERROR OF RAILS-OF-RETURN IS<br />
ANALYSIS<br />
PROCESS OF DETERMINING WHETHER SMALL CHANGES IN VARIOUS<br />
THE<br />
CAUSE SIGNIFICANT CHANGES IN ESTIMATE OF<br />
ESTIMATES<br />
KNOWING THE POSITION OF SENSITIVITY PUTS<br />
RATES-OF-RETURN,<br />
IN BELIER POSITION TO DECIDE IF TFE RISKS ARE<br />
MANAGEMENT<br />
ENOUGH TO CAUSE THE REJECTION OF INVESTMENT PROPOSALS<br />
LARGE<br />
CONSIDERATION. A CASE EXAMPLE ILLUSTRATES SOME OF THE<br />
UNOER<br />
OF SENSITIVIIY ANALYSIS APPLIEO TO A CAPITAL<br />
ASPECTS<br />
DECISION<br />
INVESTMENT<br />
ZIMMER, R K.<br />
0839<br />
REAL-TIME SYSTEMS FOR CUSTOMER SERVICE OPERATIONS.'<br />
ON-LINE<br />
SERVICES, VOL 4, ND 5, SEPTEMBER-OCTOBER 1967<br />
MANAGEMENT<br />
8P<br />
FORECASIING ANALYSIS<br />
SUPERVISION<br />
OF THE MOST DIFFICbLT FUNCTIONS TO MANAGE IN<br />
DNE<br />
IS IN-THE-FIELD CUSTOMER SERVICE SINCE MANAGEMENT<br />
BUSINESS<br />
DIRECT SUPERVISION OVER IHE MEN PROVIDING THE SERVICE<br />
LACKS<br />
PURPOSE OF THIS ARTICLE IS TD OUTLINE A COMPUTER SYSTEM<br />
IHE<br />
WILL ELIMINATE MANY OF MANAGEMENTS PROBLEMS IN THIS<br />
THAT<br />
THE APPROACH USED HERE IS TO SOLVE A PROBLEM FOR A<br />
AREA<br />
PUBLIC UTILITY. AN ANALYSIS OF THE MAJOR PROBLEMS<br />
LARGE<br />
IHE CUSTOMER SERVICE FUNCTION MAKES IT POSSIBLE TO<br />
FACING<br />
THE OBJECTIVES OF A NEW SYSTEM THE DEVELOPMENT OF<br />
DEFINE<br />
NEW SYSTEM IS EXPALINED IN FOUR SEGMENTS THE<br />
THE<br />
OF AN ON-THE-PREMISES TIME BUDGETING SYSTEM,<br />
DEVELOPMENT<br />
ON-LINE REAL TIME SYSTEM 3 A FORECASTING SYSTEM, 6. THE<br />
AN<br />
AND SERVICEMAN SCHEDULING SYSTEM EACH SECTION BEING<br />
ROUTE<br />
THE SYSTEM IS UNUSUAL IN THAT ALL PERIINENT<br />
INTERDEPENDENT<br />
REQUIRED FOR DECISION-MAKING BY THE DEPARTMENT ARE<br />
DAIA<br />
ACCESSIBLE FROM THE COMPUTER<br />
DIRECTLY<br />
KELLEY, W T<br />
0840<br />
CONTROL, A COMPbTER APPLICATION<br />
ADVERTISING<br />
SERVICES VOL 4 NO 5e SEPTEMBER-OCTOBER 1967,<br />
MANAGEMENT<br />
8P<br />
ORGANIZATION, INFORMATION, CONTROL, ANALYSES<br />
PLAN<br />
IN OTHER AREAS WHERE THERE ARE LARGE MASSES OF DATA<br />
AS<br />
MONITOR THE CONTROL OF ADVERTISING EXPENDITURES IS A<br />
TO<br />
FIELD FOR COMPUTERIZATION THIS ARTICLE DESCRIBES A<br />
NATURAL<br />
SYSTEM FOR CONTROL OF THESE EXPENDITURES THAT<br />
COMPUTERIZED<br />
DEVELOPED FOR A LARGE DIVERSIFIED MANUFACTURING<br />
WAS<br />
THE SYSTEM PROVIDES CURRENT BUDGET CONTROL<br />
ORGANIZATION<br />
INFORMATION, ACCOUNTS-PAYABLE CONTRDL AUDITING<br />
COSTING<br />
AND STATISTICAL ANALYSES OF VARIOUS KINDS PROVISION<br />
REPORTS<br />
CURRENT INFORMATIDN IN GREAT DETAIL HAS ENABLED<br />
OF<br />
AND PROOUCT MANAGERS TO TAKE CORRECTIVE ACTION<br />
ADVERTISING<br />
AND DECISIVELY AS EMERGENCY SIIUATIONS DEVELOP IT<br />
QUICKLY<br />
FACILITATED ADVANCE PLANNING AND HAS MADE PDSSIBLE AN<br />
HAS<br />
FOLLOWUP DN THE PROGRESS DF THE ADVERTISING PLAN<br />
EFFECTIVE<br />
IT IS WORKED ObI DURING THE BUDGETARY PERIOD<br />
AS<br />
PRESTON, L<br />
0841<br />
THE LEVEL CF SIGNIFICANCE IN COMMUNICATION<br />
CHOOSING<br />
RESEARCH<br />
OPINION QUARIERLYp VGL.31 NO I, SPRING 196T 9P.<br />
PUBLIC<br />
MEASUREMENT, TESTING, SELECT<br />
STATISTICS,<br />
IN BEMAVIDRAL SCIENCE KNOWS THAT THE CHOICE OF<br />
EVERYONE<br />
AS THE LEVEL OF SIGNIFICANCE IN STATISTICAL TESTS IS AN<br />
05<br />
CONVENTION. EARLY IN HIS STUDIES THE STUDENT<br />
ARBITRARY<br />
THAT ANY E SHOULD SELECT A LEVEL WHICH ACCURATELY<br />
LEARNS<br />
THE VALUE THAT HE PLACES ON SUCESS AND FAILURE. IT<br />
REFLECTS<br />
THE PURPOSE DF THIS ARTICLE TO ARGUE THAT THE EXPLICIT<br />
IS<br />
OF OUTCOME VALUES IS AN ESSENTIAL PART DF<br />
TREATMENT<br />
TESTING IN A TYPICAL CASE, THE STUDENT CONSIDERS<br />
HYPOTHESIS<br />
HE WILL REJECT DR FAIL TO REJECT A NULL-HYPOTHESIS<br />
WHETHER<br />
SOME STATE OF NATURE FIRST THE PROBLEMS OF STATING<br />
ABOUT<br />
VALUES IS DISCUSSED AND THEN A SIMPLIFIED METHOD FOR<br />
SUCH<br />
THE LEVEL OF SIGNIFICANCE APPROPRIATE TO IHESE<br />
DETERMINING<br />
NEXT DATA IS PRESENTED THAT SUGGESTS THAT THERE ARE<br />
VALUES<br />
SCIENTISTS WHO SHOULD USE LEVELS OF SIGNIFICANCE<br />
BEHAVIORAL<br />
DIFFERENT FROM 35. FINALLY STRATEGY IS<br />
CONSIDERABLY<br />
TO BE USED BY PEOPLE WHO READ PUBLISHED RESEARCH<br />
SUGGESTED<br />
BOGGESS, WILLIAM P.<br />
0842<br />
TEST YOUR CREDIT RISKS.<br />
SCREEN<br />
BUSINESS RE¥IEW VOL.5 NO 6 NOVEMBER-DECEMBERp<br />
HARVARD<br />
IOPo<br />
19671<br />
OPTIMAL INFDRMATION CONTROLt ANALYSIS<br />
TESIt<br />
LIBERAL CREDIT CAN COST MONEY THROUGH TOO MANY BAD<br />
TOO<br />
LOSSES AND TO0 CAUTIOUS CREDIT CAN COST MONEY IN TOO<br />
DEBT<br />
LOSS OF SALES AND PROFITS THE USE OF ADVANCED<br />
MUCH<br />
AND COMPUTERS IN CONSUMER CREDIT SRIKES A BALANCE<br />
TECHNIQUES<br />
THESE TWO EXTREMES THE TECHNIQUE IS A COMPUTERIZED<br />
BETWEEN<br />
FDR WEIGHING THE MERITS OF CREDIT APPLICATIONS BY<br />
PROCEDbRE<br />
OF CUSTDMERS PERSONAL CHARACTERISTICS AND USING A<br />
ANALYSIS<br />
160<br />
SCORE FDR OPTIMAL SCREENING OUT CF POOR RISKS<br />
CREDIT<br />
CASE ILLLSTRATION SHOWS IT IS FEASIBLE TO INSTITITUE<br />
A<br />
MANAGEMENT INFORMATION AND CDNTRDL SYSTEM THAT IMPROVES<br />
A<br />
OF BAD RISKS, AVOIDS REFLECTION CF GOOD RISKS<br />
IDENTIFICATION<br />
INCREASES PROFITS AND COLLECTION EFFICIENCY<br />
AND<br />
ZALEZNIK ABRAHAM<br />
O83<br />
OF DISAPPDINTMENT<br />
MANAGEMENT<br />
BUSINESS REVIEW, NOL.45 ND 6, NOVEMBER-OECEMBER<br />
HARVARD<br />
PERFORMANCE<br />
pERSONALITY<br />
WHD WANT POWER AND RESPONSIBILITY ARE ESPECIALLY<br />
MEN<br />
TD EPISODES IN WHICH REALITY DOES NOT CONFORM TO<br />
VULNERALBE<br />
WISH OR INIENTIONS AND RESULTS IN DISAPPOINTMENT. THIS<br />
THEIR<br />
MAY BE OCCASION FOR ACCELERATED PERSONAL<br />
DISAPPOINTMENT<br />
AND THE BEGINNING OF TRULY OUTSTANDING PERFORMANCE<br />
GROWTH<br />
THAN A PRELUDE TO CONTINUED FAILURE THE PERSONAL<br />
RATHER<br />
AND INDIVUDUAL LEADERSHIP STYLES OF<br />
CHARACTERISTICS<br />
GIVE A CLEARED PICTLRE OF THE RELATIONSHIP<br />
EXECUTIVES<br />
PERSONALITY AND LEADERSHIP<br />
BETWEEN<br />
IS IMPORTANI FOR THE INDIVIOUAL TO EXAMINE HIMSELF<br />
IT<br />
THE PERSONAL GOALS BEHIkO A DECISION TO ASSCME<br />
AND<br />
SQLARELY IN ORDER TO BENEFIT FROM THE<br />
RESPONSIBILITY<br />
SITUATIDN<br />
ANSOFF, H. IGOR STEWART HOHN M<br />
OB<br />
FOR A TECHNOLOGY-BASED BUSINESS<br />
STRATEGIES<br />
BUSINESS REVIEW, VOL 5 NO 6 NOVEMBER-DECEMBER<br />
HARVARD<br />
13P<br />
1967,<br />
ORGANIZATICN CONIRDL, ANALYSIS<br />
PLANNING,<br />
SYSTEMATIC ANALYSIS CF A COMPANYS TECHNOLOGICAL<br />
A<br />
MAKES IT POSSIBLE TD FORMULATE A TECHNOLOGICAL<br />
PROFILE<br />
FOR MORE PROFITABLE MANAGING RESULTS THE<br />
STRATEGY<br />
PARAMETERS OF THE PROFILE ARE EXAMINED THESE<br />
TECHNOLCGICAL<br />
RESEARCH VERSUS DEVELOPMENT MIX, THE DEGREE DF<br />
INCLUDE<br />
COUPLING -DEPENDENCE ON OTHER FUNCTIONS, THE<br />
DDWNSTREAM<br />
OF THE PRODUCT LIFE CYCLE THE R÷D INVESTMENT EXPENSE<br />
SHAPE<br />
AND THE PROXIMITY TO THE STATE OF THE ART OR FRONTIER<br />
RATIO,<br />
A TECHNOLOGY<br />
OF<br />
OBSERVED IMPACT OF THESE PARAMETERS ON MAJOR<br />
THE<br />
PROCSSSES AND DECISIONS ARE DESCRIBED THE<br />
MANAGEMENT<br />
OF THIS PROFILE FCR ISSUES AS BUSINESS<br />
IMPLICATIONS<br />
ORGANIZATION, PLAkNING AND CONTROL AND MARKETING<br />
STRATEGY,<br />
DISCUSSED.<br />
ARE<br />
FROST, W.A K BRAINE R.L<br />
0845<br />
APPLICATION OF THE REPERTORY-GRID TECHNIQUE<br />
THE<br />
VOL 9, NO.B, JULY,I967, 15P.<br />
COMMENIARY<br />
PSYCHDLOGICAL STATISTICS FACTOR-ANALYSIS<br />
TESTING<br />
RANGE OF TECHNIQUES WHICH YIELD EXHAUSTIVE OAT<br />
A<br />
INDIVIDUAL CONSUMERS ATTITUDES ARE EMERGING FROM<br />
CONCERNING<br />
PSYCHOLOGICAL TESTING PROCEDURE KNOWN AS REPERTORY GRID.<br />
A<br />
IN BOTH TIME AND MONEYt THIS TECHNIQUE HAS GREAT<br />
ECONOMICAL<br />
BOTH IN ITS ADMINISTRATION AND ANALYSIS THE<br />
FLEXIBILITY<br />
IS BASED CN TFE PERSONAL CONSIRUCT THEORY OF G A<br />
TECHNIQbE<br />
INDIVIDUALS ARE PRESENTED STIMbLI WORDS ON CARDS. BY<br />
KELLY<br />
A CONSTRUCT THEY SIMULTANEOUSLY CATEGORISE AND<br />
REVEALING<br />
BETWEEN PRODUCTS IN THE FIELD NUMEROUS<br />
DIFFERENTIATE<br />
IN PROCEDbRE SUCH AS DIFFERENT PRIME STIMULI,<br />
VARIATIONS<br />
USE OF SECOND ORDER STIMULI AND VARYING THE RANGE OF<br />
THE<br />
MAY BE USED<br />
STIMULI,<br />
TECHNIQUE IS SPECIFICALLY APPLICABLE IN RESEARCH<br />
THIS<br />
MEASLRING, IDENTIFICATION, TARGET IDENTIFICATION AND<br />
OF<br />
DIFFERENTIALS REPERTORY GRID HAS MUCH POTENTIAL IN<br />
SEMANTIC<br />
MARKET-RESEARCH<br />
VENKHAUS, EDWARD<br />
0846<br />
ROLE IN MICROFILM<br />
MANAGEMENTS<br />
AUTOMATION VOL I, NO I0 OCTOBER 1967<br />
BUSINESS<br />
EVALUATING, DOCUMENTS<br />
INFORMATION<br />
AN ACTIVE SYSTEMS TOOL, MICROFILM HAS POTENTIAL<br />
AS<br />
MERITS EXPLORATION AND EVALUATION MANAGEMENTS ROLE<br />
WHICH<br />
ASSIGNING INVESTIGATIVE RESPONSIBILITY, PROVIDING<br />
INCLUDES<br />
AND EVALUATING RESULTS TRADIFIDNALLY, MICROFILM<br />
SUPPORT<br />
IS IN THE SYSTEMS AND PROCEDURES DISCIPLINE OF THE<br />
EXPERTISE<br />
IF IT IS TO BE FOUND ANYWHERE IN OTHER CASES<br />
FIRM<br />
MUST BE DELEGATED TO RESEARCH THE POSSIBILITY OF<br />
INDIVIDUALS<br />
MICROFILM<br />
USING<br />
SHOULD INCLUDE INFORMATION CN THE NATURE OF<br />
RESEARCH<br />
DOCUMENTS TO BE FILMED, THE FREQUENCY AND NATURE OF<br />
THE<br />
TO THE FILE FILE ACCESSIBILITY AND REPROOUCTION<br />
AODITIONS<br />
THIS STUDY SHOULD NARROW DOWN THE ALTERNATIVES<br />
REQUIREMENTS.<br />
MICROFILMS AND EQUIPMENT AND INDICATE THE PROJECTS<br />
OF<br />
IF THE ANSWER IS NEGATIVE FOR MICROFILM, THE<br />
DESIRABILITY.<br />
WILL BE VALUABLE WHEN THE QUESTION ARISES<br />
INFORMATION<br />
A NEW PROBLEM<br />
CONCERNING<br />
KIRKPAIRICK, FORRESI HUNTER<br />
084?<br />
FOR TOMORROW- MANAGER AND MACHINE<br />
PARTNERS<br />
AUTOMATION, VOL 16, NO. TO, OCTOBER I96T<br />
BUSINESS<br />
INFORMATION, EDUCATION, DECISION ANALYSIS<br />
ORGANIZATION,<br />
ARTICLE IS A DISCUSSION OF MANAGEMENT, AS AN ART<br />
THIS<br />
SCIENCE, 30 OR 40 YEARS IN THE FUTURE. WITH THE NEW<br />
AND<br />
TOOLS NOW AVAILABLE IN THE FIELDS OF<br />
MANAGEMENT<br />
AND ANALYSIS, A NEW KIND OF PARTNERSHIP OF<br />
COMMUNICATION<br />
AND MACHINES IS BEING FORMED. THIS NEW<br />
MANAGEMENT<br />
CAN EXTEND ENORMOUSLY THE CAPABILITIES OF<br />
PARTNERSHIP<br />
BUI IT WILL ALSO CAUSE DRASTIC CHANGES IN THE WAY<br />
MANAGERS<br />
ENTERPRISES ARE ORGANIZED<br />
BUSINESS<br />
ADDITION OF PRECISION TO DECISION-MAKING SUGGESTS<br />
THE<br />
TREND DF RECENTRALIZATICN AND DEPERSONALIZING THE<br />
NEW<br />
AND ITS INHABITANTS. THE EFFECT ON BEHAVIORAL<br />
ENTERPRISE<br />
SUGGESTS AN ORGANIZATION PATTERN WITHOUT THE<br />
SCIENCES<br />
RELATIONSHIP, WITH INDIVIDUAL DECISION<br />
SUPERIOR-SUBOROINAIE<br />
FREE AND EASY POLICY, ADEQUATE INFORRATION A<br />
CENTERSt<br />
OF REWARD AND RISK AN ENHANCEMENT OF THE RIGHTS DF<br />
BALANCE<br />
INDIVIDUAL AND EMPHASIS ON EDUCATION.<br />
THE<br />
WUNDERLICH CARLE R.<br />
0848<br />
ELECTRONIC PROSPECTOR<br />
ALDENS<br />
AUTOMATION VOL. LBt NO 0 OCTOBER, 1967<br />
BUSINESS<br />
MAKING, INFORMATION EVALUATE ANALYZED
A CHICAGO-BASED MAIL ORDER FIRM, IS<br />
GAMBLE-ALDENS,<br />
ITS COMPUIER AND TELECOMMUNICATIONS IN A MARKETING<br />
USING<br />
TO ATTRACT NEW CUSTOMERS AS WELL AS MORE ORDERS OTHER<br />
MOVE<br />
AIMS OF THIS PROJECT ARE TO GAIN DETAILED<br />
PRIMARY<br />
ABOUT THE NEW CUSTOMERS AND TO COMPLTER-ANALYZE<br />
INFORMATION<br />
EVALUATE THE INFORMATION TO ACHIEVE PROFILES OF<br />
AND<br />
BUYING HABITS<br />
CUSTOMERS<br />
PROJECT CENTERS AROUND RESPONSES TO A CATALOG<br />
THE<br />
INSERT VIA A JET PHCNE SYSTEM WHICH USES ThE<br />
MAGAZINE<br />
LINES IHIS IS JUST A BEGINNING IN MAKING CATALOG<br />
IN-WATS<br />
EASIER ALTHOUGH THE COMPLETE RESULTS CANNOT YET BE<br />
ORDERING<br />
THE PROJECT WILL INDICATE THE SOURCE OF THE MAIL<br />
ANALYZED,<br />
BLSINESS AND FLTURE PROMOTIONS WILL BE CIRECTED<br />
ORDER<br />
TO THE DATA PROJECTIONS.<br />
ACCORDING<br />
JR ALLSTON<br />
BUDGELL<br />
MANAGERS STAKE IN QUALITY CONTROL.'<br />
THE<br />
REVIEW, VCL 56, NO II NOVEMBER, 1967 5P<br />
MANAGEMENT<br />
CONTROL<br />
SATISFACTIONt<br />
PROVIDE MAXIMUM CUSTOMER SATISFACTION, MOST<br />
TO<br />
RELY ON INSPECTION AhC QUALITY CONTROL SYSTEMS<br />
COMPANIES<br />
TO SPOT AND ELIMINATE DEFECTIVE COMPONENTS OR<br />
DESIGNED<br />
BEFORE THEY REACH THE CONSUMER FOR MANY COMPANIES<br />
PRODUCTS<br />
COST OF QUALITY CONTROL IS RUNNING FROM FIVE TO THIRTY<br />
THE<br />
CENT OF SALES BILLED WHEN FAILURES OCCUR MANY MANAGERS<br />
PER<br />
NOT QUESTION THEIR APPROACH TO QUALITY CONTROL BUT THEY<br />
DO<br />
IHAT EVEN MORE ELABORATE INSPECTION SYSTEM IS NEEDED<br />
DECIDE<br />
THE PROBLEM LIES WITH THE EMPLOYEE HE IS<br />
OFTEN<br />
FROM THE OVERALL COMPANY GOALS AND IS INCLINED NOT<br />
ISOLATED<br />
OFFER THE BEST PERFORMANCE HE IS CAPABLE OF HIS ATTITUDE<br />
TO<br />
CONSISTS OF BELIEVING IF HIS WORK IS NOT -UP TO PAR-<br />
OFTEN<br />
WILL BE CAUGHT AD CORRECTED ALONG THE ASSEMBLY LINE IN<br />
IT<br />
CASES FOREMEN REFUSE TC LISTEN TO IDEAS OF SKILLED<br />
MANY<br />
WHICH MIGHT IMPROVE PRODUCT QUALITY THE AUTHOR<br />
EMPLOYEES<br />
ELEVEN POINTS WHICH WILL IF EMPLEYED PROPERLY CORRECT<br />
OFFERS<br />
SITUATION<br />
THIS<br />
ANDREW<br />
VAVASIS<br />
PROGRAMS CN TARGET, AN INTEGRATED APPROACH.<br />
KEEPING<br />
REVIEW, VDL 56, NO IL, NOV [967, 9P<br />
MANAGEMENT<br />
PLAN, PERSONNEL, CONTROL<br />
PROGRAM,<br />
IS THE CONTENTION OF THE AUTHOR THAT THE ABSENCE DF<br />
II<br />
SCHEOULING AND FAILURE TO DESIGN APPROPRIATE<br />
SYSTEMATIC<br />
CONTROLS CONTRIBUTE MORE TO THE UNSATISFACTORY<br />
PROGRAM<br />
OF NEW PROGRAMS THAN ANY OTHER FACTOR THIS<br />
RESULTS<br />
TO EXPENSIVE DELAYS AND WASTE OF EXECUTIVE AND<br />
CONTRIBLTES<br />
PERSONNELS VALUABLE IIME<br />
TECHNICAL<br />
INTEGRATED APPROACH IS NEEDED IF PROGRAMS ARE TO BE<br />
AN<br />
ON SCHEDULE AND ATTAIN THE GOALS SET FOR THEM<br />
KEPT<br />
IS A MASIER CHART CONTAINING A DESCRIPTION OF NEW<br />
ADVOCATED<br />
WITH STARTING AND COMPLETION DATES INCLUDING A<br />
PROJECTS<br />
OF THE PARTICIPANTS INVOLVED IN EACH PHASE OF THE<br />
LISTING<br />
IHIS IS TERMEb MANAGEMENT PLANNING AND CETROL<br />
PLAN<br />
IT PROVIDES MANAGERS WITH AN OVERALL PICTURE OF<br />
SCFEDULE<br />
ENTIRE PLAN THE ARTICLE DESCRIBES THAT METHODS THAT ARE<br />
THE<br />
IN FORMULATING THE CHART WITH EXAMPLES INDICATIVE<br />
UTILIZED<br />
EACH STEP<br />
OF<br />
H LEVINE, G N WRIGHT C R<br />
HYMAN,<br />
EXPERT INFORMANTS BY SURVEY METHODS<br />
STbDYING<br />
OPINION QUARTERLY, VOL 31, NO. le SPRING 1967. 17P.<br />
PUBLIC<br />
PLANNED INFORMATION, QUESTIONNAIRE<br />
PROGRAMS<br />
A VALID SAMPLE OF INFCRMED KNOWLEDGEABLE EXPERTS<br />
CAN<br />
MANY COUNTRIES BE OBTAINED TO GIVE REASONABLY RELIABLE<br />
FROM<br />
ON THE INTRODUCTION OF PLANNED PROGRAMS OF CHANGE IN<br />
REPORTS<br />
COUNTRIES IN OTHER WORDS, CAN PUBLIC OPINION<br />
DEVELOPING<br />
METHODS BE USED TO OBTAIN EXPERT INFORMATION AS WELL<br />
SURVEY<br />
GENERAL PUBLIC OPINION IN CROSS-NATIONAL STUDIES OF<br />
AS<br />
COUNTRIES IN SPITE OF MANY DIFFICULTIES, IHIS<br />
DEVELOPING<br />
BELIEVES THAT IT HAS DEVISED AND USED SUCH A IDOL IN<br />
ARTICLE<br />
RECENT CROSS-NATIONAL STUDY OF THIRTEEN COUNTRIES ALL<br />
THIER<br />
HAD TO MEET THE CRITERIA OF EXPERTNESS SINCE<br />
INFORMANTS<br />
THE MAIL QUESTIONNAIRE NOR THE INTERVIEW ARE<br />
NEITHER<br />
THE BLENDING OF THE TWO IS THE BEST POSSIBLE<br />
INFALLIBLE*<br />
ALL WASNT PERFECT BUT THERE WERE CHECKS ON ALL<br />
ARRANGEMENT<br />
OF ERRORS.<br />
SOURCES<br />
ROBERT<br />
AXELRODt<br />
STRbCTURE OF PUBLIC OPINION CN POLICY ISSUES<br />
THE<br />
OPINION QUARIERLY, VOL 31, NO*I, SPRING 1967, 12P.<br />
PUBLIC<br />
ANALYSIS<br />
MEOICARE<br />
AUTHOR OF THIS PAPER USES CLUSTER ANALYSIS TO<br />
THE<br />
THE STRUCTURE OF PUBLIC OPINION ON POLICY ISSUES A<br />
ASSESS<br />
OF ISSUES IS CONSIDERED A CLUSTER IF EVERY PAIR IN THAT<br />
SET<br />
HAS A DEGREE OF SIMILARITY GREATER THAN SOME FIXED<br />
SET<br />
VALUE THE DISCOVERY MADE IS THAT THERE IS NO<br />
THRESHOLD<br />
PATTERN, THAT IS, NO WELL-OESIGNEO IDEOLOGY WIDELY<br />
STRONG<br />
BY THE PUBLIC TO RELATE ISSUES TC EACH OTHER THE<br />
SHARED<br />
FINDS A WEAK CLEAVAGE THAT RESEMBLES THE POPULISM OF<br />
AUTHOR<br />
18905 AND IS A MORE DISTINCT DIMENSION THAN EITHER<br />
THE<br />
OR INTERNATIONALISM-ISOLATIONISM<br />
LIBERALISM-CONSERVATISM<br />
PEOPLE TEND TO VIEW EACH ISSUE INDEPENDENTLY DF<br />
APPARENTLY<br />
OTHERS, FOR EXAMPLE, THINKING OF SICK PEOPLE WHEN ASKED<br />
THE<br />
GOVERNMENT INSURED MEDICARE<br />
ABOUT<br />
LEWIS<br />
DONOHEW,<br />
GATEKEEPERS AND FORCES IN THE NEWS CHANNELo<br />
NEWSPAPER<br />
OPINION QUARTERLY, VOL 31, NO i, SPRING 1967 7P.<br />
PUBLIC<br />
ANALYSIS, ADMINISTRATION, QUESTIONNAIRE<br />
INFORMATION,<br />
FACTORS ARE RELATED ID THE DECISIONS BY NEWSPAPER<br />
WHAT<br />
TO RUN CERTAIN PIECES OF INFORMATION ANO NOT<br />
GATEKEEPERS<br />
THIS STLDY INVOLVES AN INTEGRATED APPROACH TO THIS<br />
OTHERS<br />
OF DECISION-MAKING PROCESS INCLUDING ANALYSIS OF<br />
VIEW<br />
ADMINISTRATION OF A QUESTIONNAIRE, AND GATHERING OF<br />
CONTENT,<br />
DATA THE STUDY COVERS THREE KINOS OF FORCES AWE<br />
DEMOGRAPHIC<br />
RELATIONSHIPS TO NEWS DECISIONS IN SUMMARY THE<br />
THEIR<br />
IN THIS STUDY, PROVIDE FURTHER EVIDENCE THAT<br />
FINDINGS<br />
ATTITUDE IS AN IMPORIANT FORCE IN THE NEWS CHANNEL<br />
PUBLISHER<br />
NOT CONSISTENT WITH STATEMENTS INDICATING THAT<br />
ARE<br />
PUBLIC OPINION ALIERS GATEKEEPING BEHAVIOR, AND 3.<br />
PERCEIVED<br />
DO NOT SUPPORT THE HYPOTHESIS THAT CONVENIENT<br />
GENERALLY<br />
161<br />
ARE RELATED TO CCVERAGEe ALTHOUGH SOME<br />
CONDITIONS<br />
NEGATIVE CORRELATIONS WERE FOUND.<br />
SIGNIFICANT<br />
SMITH, D H.<br />
0854<br />
FOR RESPONSE SETS IN OPINION ATTITUCE SURVEYS<br />
CORRECTING<br />
OPINION QbARTERLY VOL 31, NO.I, SPRING 1967 8P<br />
PUBLIC<br />
PSYCHOLOGISTS<br />
TEST,<br />
HAVE BEEN CONCERNED WITH THE PROBLEM OF<br />
PSYCHOLOGISTS<br />
IN THE WAY PEOPLE RESPOND TO PERSONALITY TEST<br />
-DISTORTION-<br />
RECENTLY, INVESTIGATION OF -RESPONSE SET-, A PERSONAL<br />
ITEMS<br />
TO RESPOND IN A SPECIFIED WAY WITHIN A TESTING OR<br />
TENDENCY<br />
SITUATION IS REPLACED BY AN EARLIER EMPHASIS ON<br />
INTERVIEW<br />
VERSUS DISTORTION THE -SOCIAL DESIRABILITY RESPO<br />
FRANKNESS<br />
SET- OR NERO FOR APPROVAL IN SURVEY RESEARCH IS<br />
NSE<br />
TO HANDLE, MANY TIME RESPONDENTS ARE ASKED ABOUT<br />
DIFFICULT<br />
PERCEPTIONS OF SOCIAL NORMS WHERE THERE IS NO PROBLEM<br />
THEIR<br />
SD SET BUT WHEN YOU WANT TO KNOW AN INOIVICUALS OWN TRUE<br />
OF<br />
THE EFFECTS OF SO SET NEED TO BE TAKEN INTO<br />
ATTITUOE,<br />
ACCOUNT<br />
0 NEILL, H W<br />
0855<br />
STYLE INFLUENCE IN PUBLIC OPINION SURVEYS<br />
RESPONSE<br />
OPINION QLARTER/Y VDL.31, NO i, SPRING 1967, 8P<br />
PUBLIC<br />
SELECT, QUESTIONNAIRE<br />
TESTS,<br />
INVENTORIES AND QUESTIONNAIRES POSE THE PROBLEM OF<br />
ALL<br />
DISTORTION OF THE CATA THROUGH AN INDIVIDUALS<br />
POSSIBLE<br />
PATTERN OF RESPONDING TO THE ITEMS. SUCH BEHAVIOR<br />
PARTICbLAR<br />
OF TWO GENERAL TYPES RESPONSE STYLES* WHERE THE<br />
ARE<br />
TENDS TO SELECT DISPROPORTIONATELY A PARTICULAR<br />
INDIVIOUAL<br />
CATEGORY REGARDLESS OF ITEM CONTENT, AND,<br />
RESPONSE<br />
SETS WHERE THE INDIVIDUAL RESPONCS TO ITEM CONTENT<br />
RESPONSE<br />
SpCh A WAY AS TO PORTRAY HIMSELF IN OTHER THAN A TRUE<br />
IN<br />
THE CONCLUSIONS TO BE DRAWN FROM TESTS MADE ARE THAT<br />
LIGHT<br />
STYLE CAN DISTORT CATA BUT THIS NEED NOT DISCOURAGE<br />
RESPONSE<br />
RESEARCH, II NEED ONLY MAKE THE RESEARCHER MORE<br />
SURVEY<br />
THE IRUE EXTENT OF RESPONSE-STYLE DISTORTION IN AN<br />
CAUTIOUS<br />
SURVEY CAN NEVER BE KNOWNt NOR CAN ITS EFFECT EVER<br />
OPINION<br />
ELIMINATED COMPLETELY<br />
BE<br />
MENDLESOHN, A ROSENTHAL, H<br />
C856<br />
ROPER CENTER AUTOMATED ARCHIVE.<br />
THE<br />
OPINION QUARTERLY VOL 31, NO 1, SPRING 967,<br />
PUBLIC<br />
INFORMATION<br />
PROGRAMMED,<br />
ROPER PUBLIC OPINION RESEARCH CENTER IS AN<br />
THE<br />
SURVEY ARCHIVE THE CENTER HOLDS 6,000 SAMPLE<br />
INTERNATIONAL<br />
COVERING 12 MILLION INTERVIEW CARDS THE NEED FOR<br />
SURVEYS<br />
PERFORMANCE OF RESEARCH SERVICES HAS LED THE<br />
EFFECTIVE<br />
TO ACQUIRE AN RCA COMPUTING SYSTEM SPECIFICALLY<br />
CENTER<br />
FOR A SOCIAL SCIENCE APPLICATION. THIS ARTICLE<br />
OESIGNED<br />
THE SOFTWARE SYSTEM BY BEGINNING WITH AN ACCOUNT<br />
DESCRIBES<br />
THE VOLUME OF MAIERIAL TC BE STORED. ONCE CERTAIN BASIC<br />
OF<br />
ARE PROGRAMMED MORE SOPHISTICATED USES, SUCH AS<br />
OPERATIONS<br />
WILL BE ADDED TO THE SYSTEM THE RESEARCHER<br />
PRE-ANALYSIS,<br />
BE ABLE TO LEARN IF A GIVEN BODY OF INFORMATION IS<br />
WILL<br />
IN THE ARCHIVE AND TO CHECK IF THE COMPUTATIONS<br />
AVAILABLE<br />
BEEN CORRECTLY SPECIFIED<br />
HAVE<br />
HAGA, ENOCH<br />
0857<br />
A COMMENCEMENT<br />
CAT<br />
AUTOMATION, VOL 14, NC 11e NOVEMBER 1967,<br />
BUSINESS<br />
LEARNING EDUCATION<br />
COMPUTERIZED<br />
ASSISTED INSTRUCTION PROMISES TO BE A BONANZA<br />
COMPUTER<br />
HARDWARE MANUFACTURERS AS WELL AS FOR EDUCATORS, BUT THE<br />
FOR<br />
TO PAYOFF IS A LONE ONE SUDDEN INTEREST BY GOVERNMENT<br />
PATH<br />
IN FUNDING COMPUTER ASSISTED INSTRUCTION<br />
AGENCIES<br />
PROJECTS, AND THE RESULTS FROM THOSE PROJECTS<br />
EXPERIMENTAL<br />
CAUSED MANUFACTURERS TO TAKE A NEW LOOK AT THIS FIELO<br />
HAVE<br />
THEY PREVIOUSLY IGNOREO<br />
WHICH<br />
EDUCATIONAL MACHINE EXPERIMENTS BY DOCTOR PATRICK<br />
THE<br />
SUPPES AT BRENTWCOD SCHOOL PROVIDES THE MOST ACCURATE<br />
C<br />
OF TECHNIQUE EFFECTIVENESS. MUCH IS STILL<br />
OBSERVAIION<br />
ABOUT THE IRUE WORTH OF THE TECHNIQUE AS AN<br />
UNKNOWN<br />
LEARNING TOOL RELATIVE TO THE REQUIRED HIGH<br />
INDIVIOUAL<br />
EXPENDITURES.<br />
KELLER, ARNOLD<br />
0858<br />
CONSULTANTS PRO AND CON<br />
E.D<br />
AUTOMATION VOL 14, ND 11, NOVEMBER, 1967 6P<br />
BUSINESS<br />
RULES, PERSONNEL DATA-PROCESSING<br />
SELECTING,<br />
THE CONTINUING SHORTAGE OF QUALIFIED PERSONNEL AT<br />
WITH<br />
O.P MANAGEMENT LEVEL, AND THE CONTINUING LACK OF<br />
THE<br />
ABOUT E D P POWER AT THE TOP-MANAGEMENT<br />
UNDERSTANDING<br />
DATA-PROCESSING CONSULTANTS SEEM DESTINED TO PLAY AN<br />
LEVEL<br />
INCREASING ROLE AT THE INSTALLATION LEVEL. WHETHER<br />
EVER<br />
MAKE A CCNTRIBUTIDN DEPENDS LARGELY ON HOW MUCH<br />
CONSULTANTS<br />
THE CLIENT EXPENDS IN SELECTING THE CONSULTING FIRM<br />
EFFORT<br />
HIS PROBLEM AND OUTLINING OBJECTIVES THERE ARE NO<br />
DEFINING<br />
RULES GUARANTEEING GOOD RESULTS BUT BASIC<br />
INFALLIBLE<br />
CAN HELP.<br />
GUIDELINES<br />
ACCURATE AND DETAILED DEFINITION OF THE PROBLEM IS<br />
AN<br />
CAREFUL AND THOROUGH CONSULTANT SELECTIONt BASED ON<br />
BASIC.<br />
AND PAST SERVICE REFERENCES IS wISE FOR GREATER<br />
INTERVIEWS<br />
OF PROJECT SbCCESS<br />
CHANCE<br />
SCHAFFER, ROBERT H.<br />
C859<br />
ACTION INTO PLANNING<br />
PUTTING<br />
BUSINESS REVIEW VOL 45 NO 6, NOVEMBER-DECEMBER<br />
HARVARD<br />
7P<br />
967,<br />
MAKING, CONTROL, ANALYSIS<br />
PLAN,<br />
PROCEDURES OF RESEARCH AND ANALYSIS,<br />
THE<br />
AND PLAN MAKING TFE CLASSIC APPROACH<br />
OBJECTIVE-FORMATION,<br />
PLANNING* ARE WEAK IN THAT THEY O0 NOT ACCELERATE<br />
TO<br />
IN MANY AREAS WHERE PROGRESS IS NECESSARY TO GAIN<br />
PROGRESS<br />
OVER WHERE THE ENTERPRISE IS GOING IF CORPORATE<br />
CONTROL<br />
IS TO MAKE ITS FULL CONTRIBUTION TO MANAGEMENTe IT<br />
PLANNING<br />
HAVE TO BE REDESIGNED SO THAT IT NOT ONLY EXPANDS THE<br />
WILL<br />
OF EXECOIIVES TO ANALYZE AND CCNCEPTUALIZE BUT<br />
CAPACITY<br />
INCREASES THEIR ABILITY TO SHIFT CORPORATE DIRECTIONS<br />
ALSO<br />
TO ACCOMPLISH NEW OBJECTIVES WITH THE SAME RESOURCES.<br />
AND<br />
-DEVELOPMENI APPROACH- MESHES CORPORATE PLANNING<br />
THE<br />
CORPORATE ACTION BY USING PLANNING CISCIPLINES TO<br />
AND<br />
IMMEDIATE AND URGENT BUT SIMPLE GOALS<br />
ACCOMPLISH
LAWRENCE, PAUL R LORSCH, JAY W<br />
0860<br />
MANAGEMENT JOB THE INTEGRATOR<br />
NEW<br />
BUSINESS REVIEW VDL.45, ND 6, NOV -DEC [96?, lOP.<br />
HARVARD<br />
JOB, EDUCATION<br />
ORGANIZATION,<br />
ADVANCES CF SCIENCE AND TECHNOLOGY INCREASE THE<br />
THE<br />
OF CHANGE IN SOME COMPLEX BUSINESS ORGANIZATIONS,<br />
TEMPO<br />
THE REQUIREMENTS FOR REGULARITY AND STANDARDIZATION<br />
WHILE<br />
IN OTHERS THIS CONTINUOUSLY INCREASES TEE NEED FOR<br />
REMAIN<br />
GREATER SPECIALIZATION AND FOR TIGHTER COORDINATION A<br />
BOTH<br />
STUDY OF TEN ORGANIZATIONS IN THREE INDUSTRIES<br />
COMPARATIVE<br />
TO THE EMERGENCE OF A NEW MANAGEMENT FUNCTION TO HELP<br />
POINT<br />
HIGH DIFFERENTIATION AND HIGH INTEGRATION<br />
ACHIEVE<br />
SIMULTANEOULY<br />
ELABORATENESS OF THE INTEGRATING FUNCTION SHOULD<br />
THE<br />
BOTH WITH THE COMLEXITY DF THE PRCBLEMS AND WITH THE<br />
VARY<br />
OF THE GAP THAT SPECIALIZATION CREATES BETWEEN THE<br />
SIZE<br />
DEPARTMENTS SPECIFIC ORGANIZATION PRACTICES, SUCH AS<br />
BASIC<br />
ORIENIATIGN, PERFORMANCE RECOGNITION AND CONFLICT<br />
BALANCED<br />
CONTRIBUTE TO /HE EFFECTIVENESS INTEGRATORS<br />
RESOLUTION,<br />
HAVE A COMBINATION OF BROAD WORK EXPERIENCE,<br />
SHOULD<br />
AND CERTAIN PERSONALITY TRAITS<br />
EDUCATION<br />
PRESTON, LE<br />
086I<br />
SEMANTIC DIFFERENTIAL AN INFORMATION SOURCE<br />
THE<br />
OF MARKETING, VOL 3[,NO 4, OCTOBER 1967t 5P<br />
JOURNAL<br />
ATTITUDINAL<br />
AUTHORS PROPOSE THAT THE SEMANTIC DIFFERENTIAL, AN<br />
IHE<br />
SCALING DEVICE, BE EMPLOYEO BY RETAILERS AND<br />
ATTITUDINAL<br />
SERVICE INSTITUTIONS TO IDENTIFY FACTORS UNOERLYINC<br />
CONSUMER<br />
PATRONAGE DECISIONS THREE SPECIFIC AREAS OF<br />
CONSUMER<br />
DESCRIBED ARE, JUST PRICK TO OPENING A NEW<br />
APPLICATION<br />
SHORTLY AFTER A NEW STORE HAS OPENED, AND ONCE<br />
STORE,<br />
STORE HAS REACHED A STAGE OF RELATIVE MATURITY EMPEASIS<br />
A<br />
IS ON THE OPERATIONAL IMPLICATIONS CF INFORMATION<br />
THROUGHOUT<br />
BY APPLICATION OF THE SEMANTIC DIFFERENTIAL<br />
PRODUCED<br />
SMITH, W.R COOKE, B.<br />
0862<br />
EDUCATION AND PERSONNEL AS RESEARCH AREAS<br />
MARKETING<br />
OF MARKETING, NGL 31, NO 4 OCTOBER [967, 5P<br />
JOURNAL<br />
JOB EVALUATING, EDUCATION<br />
PERSONNEL,<br />
IS THE SECOND OF TWO REPORTS DEVELOPED BY THE<br />
THIS<br />
MARKETING ASSOCIATION OF RESEARCH ON BASIC<br />
AMERICAN<br />
PROBLEMS IHE AUTHORS ASK FOR RESEARCH TO GUIDE<br />
MARKETING<br />
EDUCATORS IN RELAIING EDUCATION TO JOB PERFORMANCE<br />
MARKETING<br />
WELL AS EVALUATING CURRICULA AND TEACHING METHODS IT IS<br />
AS<br />
POINTED OUT THAT THE BEST MEANS OF IDENTIFYING,<br />
ALSO<br />
AND STIMULATING PEOPLE SHOULD BE STUDIED<br />
ATTRACTING,<br />
BANKS COMMENTS ON THIS ARTICLE BY RAISING THE<br />
SEYMOUR<br />
OF EDUCATION IN MARKETING VERSUS EDUCATION FOR<br />
QUESTION<br />
MARKETING<br />
GRAHAM, E. H<br />
0863<br />
COMPUTER TECHNOLOGY AND MANAGERIAL PRINCIPLES<br />
MODERN<br />
EXECUTIVE, VOL 33 13, DECEMBER [965t Z PAGES<br />
FINANCIAL<br />
DECISION-MAKING<br />
BALANCE BETWEEN CENTRALIZED DECISION-MAKING AND AUT-'<br />
A<br />
OPERATIONS HAS BEEN ACHIEVED AT CHRYSLER CORPORATION<br />
DNOMOUS<br />
COMPUTER DAIA BANK CONCEPTS, CONCURRENT WITH THE<br />
IHROUGH<br />
OF OPERATIONS THERE IS NEED FOR PROVIDING MORE<br />
EXPANSION<br />
AND SIGNIFICANT INFORMATION FROM WHICH TOP LEVEL CAN<br />
TIMELY<br />
ITS DECISIONS. THE ABILITY TO PROVIDE THIS INFORMATION<br />
BASE<br />
BEEN MULTIPLIED BY THE INSIALLATION OF HIGH SPEED COM-'<br />
HAS<br />
PUTERS<br />
PLANNING OF FUTURE INFORMATION SYSTEMS AT CHRYSLER<br />
THE<br />
EXPANDING THE USE OF THE DATA BANK CONCEPTS THIS<br />
INCLUDES<br />
PROVIDE FOR THE COMPREHENSIVE STORAGE OF CURRENT AND<br />
WILL<br />
INFORMATION IN LARGE-SCALE ELECTRONIC MEMORIES<br />
HISTORICAL<br />
CENTRALIZED LOCATIONS<br />
AT<br />
FEINBERGm M.<br />
0864<br />
GENTLE ART OF EXECUTIVE PERSUASION<br />
THE<br />
REVIEW AND MODERN INDUSTRY, VOL 86, 6e DEC 1965, PP<br />
DUNS<br />
BUSINESSMAN HAS A GREAT NEED FOR THE ABILITY TO<br />
EVERY<br />
PEOPLE THIS NOTED PSYCHOLOGISI SIATES THAT ThE MAN<br />
PERSUADE<br />
MOVES AHEAD, AND STAYS AHEAD, IS THE MAN WHO HAS THE<br />
WHO<br />
TO GET OIHERS TO SEE THINGS HIS WAY, TO CONVINCE<br />
TALENT<br />
THAT THEY SHOULD TAKE ACTION ALONG THE LINES HE RE-'<br />
OTHERS<br />
COMMENDS<br />
FUNDAMENTAL OBJECTIVE OF PERSUASION IS TO MODIFY AN<br />
IHE<br />
BUT THIS IS DIFFICULT FOR THREE REASONS FIRST<br />
AIIITUDE<br />
ACCENTUATE CERTAIN ASPECTS GF A MANS ENVIRONMENT<br />
ATTITUDES<br />
ATTITUDES SIMPLIFY LIFE THIRDLY, ONCE A MAN HAS AN<br />
NEXT,<br />
HE WILL DD ALL HE CAN TO PROVE HIMSELF RIGHT WITh<br />
ATIITUDE,<br />
IN MINO THERE ARE SEVERAL BASIC RULES TO PERSUASION<br />
THIS<br />
IS IMPORTANT TO KNOW THE KIND OF MAN ONE IS DEALING WITH<br />
IT<br />
DO NOT DEBATE, BUT SELL YOUR ATTITUDES ALSO, BE<br />
SECONDLY,<br />
TO STAY IN CHARACTER AVOID EXACGERATIOhS AND PLAT-'<br />
CERTAIN<br />
ESTABLISH YOUR EXPERTNESS AND AUTHORITY FINALLY<br />
ITUDES<br />
A MAN AGREES TO YOUR PLAN ASK HIM TO PUT IT ON RECORD<br />
ONCE<br />
ZWERSKIm L<br />
0865<br />
OVERSELL--A MAJOR PITFALL IN COLLEGE RECRUITMENT<br />
THE<br />
JUURNAL VOL 45 NO 3 MARCH, 1966 2 PAGES<br />
PERSONNEL<br />
PURPOSE OF THIS ARTICLE IS TO IDENTIFY A MAJOR<br />
THE<br />
AREA IN COLLEGE ON-CAMPUS RECRUITMENT AND TO<br />
PROBLEM<br />
BRIEFLY THE RAMIFICATIONS IN TERMS OF LONG-RANGE<br />
EXAMINE<br />
RELATIONSHIPS<br />
COLLEGE<br />
OVERSELL IS A MAJOR PITFALL IN COLLEGE RECRUIT-'<br />
THE<br />
ROUGHLY DEFINED THE OVERSELL IS THE CONVEYING OF<br />
MENT<br />
DIRECILY OR INDIRECTLY, DURING THE COURSE OF<br />
INFORMATION,<br />
WHICH SERVES TO MISREPRESENT THE JOB OR THE<br />
RECRUITMENT<br />
IN A FAVORABLE LIGHT<br />
ORGANIZATION<br />
DIRECT, DELIBERATE OVERSELL IN ACTUAL PRACTICE,<br />
THE<br />
RELATIVELY RARE IN THE Oh-CAMPUS RECRUITMENT SITUATION<br />
IS<br />
FORM OF OVERSELL OF CONCERN HERE IS THAT WHICH RESULTS<br />
IHE<br />
THE RECRUITER WHO, FILLED WITH ENTEUSIASM AND PROB-'<br />
FROM<br />
LACKING IN INFORMATION, UNINTENTIONALLY COLORS THE<br />
ABLY<br />
THROLGH IMPLICATION OR ERRCNEOUS INFORMATION<br />
ORGANIZATION<br />
COMPANYS REPUTATION CN THE CAMPUS CAN THUS BE<br />
A<br />
162<br />
SHCULD BE PDRE CNCERNED ABOUT OVERSELL<br />
RUINED--COMPANIES<br />
LIPSETT, LAWRENCE GEBHARDT, MAHLON<br />
0866<br />
MANAGERS<br />
IDENTIFYING<br />
JOURNAL, VCL 45, NO 4, APRIL, 1966, 4 PAGES<br />
PERSONNEL<br />
SELECTION, INTELLECTUAL, ABILITY, LEADERSHIP, DRIVE<br />
TESTING,<br />
STUDY OF 1,427 MANAGERS AND EXECLTIVES INDICATED<br />
A<br />
DRIVE, INTELLECTUAL ABILITY, LEADERSHIP, ORGANIZING<br />
THAT<br />
ANO INITIATIVE ARE SIGNIFICANT CHARACTERISTICS<br />
ABILITY,<br />
ALL LEVELS AND TYPES OF MANAGERS THIS ARTICLE SEEKS<br />
FOR<br />
DEFINE THESE CHARACTERISTICS AND SUGGEST SOURCES OF<br />
TO<br />
IDENTIFICATION IN THE PROCESS OF PERSONNEL<br />
IHEIR<br />
SELECTION<br />
WEALTH OF INFORMATION ABOUT THESE CHARACTERISTICS<br />
A<br />
AVAILABLE FROM IHE APPLICATION BLANK THE EMPLOYMENT<br />
IS<br />
AND PERSONNEL INVESIIGATION PROVIDING<br />
INTERVIEW,<br />
APPROPRIATE QUESTIONS AND RELEVANT VALUE JUDGMENTS<br />
THAT<br />
USED<br />
ARE<br />
RECENT YEARS IT HAS BECOME MORE COMMON TO USE<br />
IN<br />
TESTS IN THE SELECTION CF MANAGERS HOW-'<br />
PSYCHOLOGICAL<br />
TESTING DOES NET SUBSTITUTE FOR INFORMATION FROM<br />
EVER<br />
SOURCES<br />
OTHER<br />
WNLK, JCSEPH JR<br />
086?<br />
ADDITIONAL APPROACH<br />
MORALE--AN<br />
JOURNAL, VOL 45, NO 4, APRIL, I966, 4 PAGES<br />
PERSONNEL<br />
EVALUATION<br />
SELECTION,<br />
EMPLOYEE ATTITUDE SURVEYS PRODUCE INFORMATION AS<br />
MOST<br />
THE EFFECTS OF LCW MORALE ON PRODUCTION HERE IS AN<br />
TO<br />
TO IDENTIFY SOME OF THE CAUSES OF LOW MORALE AMONG<br />
ATTEMPT<br />
ONCE THESE CAUSES ARE ESTABLISHED THEN POSI<br />
EMPLOYEES<br />
ACTION CAN BE TAKEN TO CORRECT THE SITUATION<br />
TIVE<br />
MAIN FOCUS OF THIS STLDY IS ON THE MORALE OF THE<br />
THE<br />
WITHIN THE GROUP EXTERNAL AND INTERNAL ASPECTS<br />
INDIVIDUAL<br />
DELINEATED<br />
ARE<br />
NEED FOR A POSITIVE GOAL, A FEELING OF TOCETHERNESSt<br />
A<br />
NEED TO DO SOMETHINS AND A SENSE OF ADVANCEMENT ARE<br />
A<br />
CAUSES TO LOW MORALE AND HENCE THESE ARE THE FACTORS<br />
BASIC<br />
SHOULD BE MEASLRED WHEN ATTITUDE SURVEYS ARE TAKEN<br />
THAT<br />
MEASUREMENT SHOLLD BE ThE SEMANTIC CIFFENENTIAL--<br />
THE<br />
PROVIDES TWO DIMENSIONS CF AN ATTITUDE I.E THE DIRECTION<br />
IT<br />
AN ATTITUDE WHICH IS INDICATED BY THE SELECTION OF<br />
OF<br />
TERMS AND ThE INTENSITY WHICH IS INDEXED BY HOW FAR<br />
POLAR<br />
ALONG THE EVALUATION DIMENSIGN FROM SIGN SCORE LIES<br />
OUT<br />
DEAN, C<br />
0868<br />
DATA BANK KEEPS PAYING DIVIDENDS<br />
FORDS<br />
AUTOMATION VOL [3, 4 APRIL, [966 3P<br />
BUSINESS<br />
DATA-PROCESSING<br />
ALL THOSE CARS AT FORD MOTOR COMPANY IS A VERY<br />
BEHIND<br />
DATA-PROCESSING OPERATION EMPLOYING BCTH CENTRAL-'<br />
EFFECTIVE<br />
AND DECENTRALIZED SYSTEMS IN THIS ARTICLE A CORPORATE<br />
IZED<br />
OF FORD EXPLAINS FROM THE MANAGEMENT VIEWPOINT<br />
EXECUTIVE<br />
DATA-PROCESSING HAS ACCOMPLISHED FOR HIS COMPANY, AND<br />
WHAT<br />
ITS CAPABILITIES ARE EXPECTED TO CONTRIBUTE EVEN GREATER<br />
HOW<br />
IN THE FUTLRE<br />
BENEFITS<br />
MAJOR -BATCH PROCESSING- DATA HANDLING ACTIVITIES<br />
FORDS<br />
LARGELY BEEN MECHANIZED THIS HAS RESUTLE0 IN LOWER<br />
HAVE<br />
COSTS, GREATER INCREASED CAPACITY, AND A MECH<br />
PROCESSING<br />
DATA BASE THAT LAYS IHE GROUNDWORK FOR SOPHISTICATE<br />
ANIZED<br />
CONTROL SYSTEMS LOOKING TO THE FUTURE, SOME OF<br />
MANAGEMENT<br />
MOST PROMISING APPLICATIONS INCLUDE INCREASED USE OF<br />
THE<br />
FOR COMMUNICATIONS SWITCHING, APPLICATION OF<br />
COMPUTERS<br />
PROCESS CONTROLS AND MECHANIZE MONITORING<br />
CLOSED-LOOP<br />
IN THE BASIC MANUFACTURING PLANTS, ANO IHE USE OF<br />
SYSTEMS<br />
BANKS.<br />
DATA<br />
MOBLEY, SYBIL C<br />
0869<br />
CONCEPT OF REALIZATION- A USEFUL DEVICE<br />
THE<br />
ACCOUNTING REVIEW VCL 41, APRIL 1966 5P<br />
THE<br />
INCOME<br />
BUDGET,<br />
IS A CONTRELLING CONCEPT IN THE MEASUREMENT<br />
REALIZATION<br />
REPORTING DF ENTERPRISE INCOME A SPECIFIC POINT OF<br />
AND<br />
MUSI BE SELECTEO FROM ALL PSSSIBLE POINTS.<br />
REALIZATION<br />
HAVE CONCENTRATED CN MODIFICATIONS OF THE TYPICALLY<br />
ACCOUNTS<br />
-SALES- POINT OF REALIZATION THIS pAPER SUGCESTS<br />
SELECTED<br />
THERE ARE SEVERAL IMPORTANT POINTS OF REALIZATION<br />
THAT<br />
PRODUCE SEVERAL DIFFERENT, USEFUL MEASURES OF INCOME<br />
WHICH<br />
THAT THE SELECTION OF ANY SINGLE SET OF TESTS IN THE<br />
AND<br />
OF PRODUCING -THE- APPROPRIATE INCOME MEASURE UNNECES-'<br />
HOPE<br />
RESTRICTS ACCOUNTING TO SERVING CNLY THOSE PURPOSES<br />
SARILY<br />
THAT SINGLE MEASURE TENDS TO ACCOMODATE REALIZATION<br />
WHICH<br />
BE VIEWED AS A USEFUL DEVICE WHICH PERMIIS ACCOUNT-'<br />
SHOULD<br />
TO OBSERVE, MEASURE, AO REPORT ON THE ENTERPRISE FROM<br />
ANTS<br />
POINTS GF INTEREST THIS PROVIDES THE GREATEST<br />
SEVERAL<br />
FOR THE PROFESSION TO IMPROVE BOTH THE EXTENT<br />
OPPORTUNITY<br />
QUALITY OF ITS SERVICES<br />
AND<br />
WEINGARINER, H MARIIN<br />
08?0<br />
BUDGETING F INTERRELATED PROJECTS<br />
CAPITAL<br />
SCIENCE VGL [2, ? MARCH, [966 30P<br />
MANAGEMENT<br />
OPTIMIZING<br />
PREGRAMMING,<br />
CAPITAL BUDGETING DECISION PROCEDURES BECOME MORE<br />
AS<br />
THEY MUSI ALLOW FOR MORE ASPECTS DF THE REAL WORLD<br />
COMPLEX<br />
PRESENT ARTICLE SURVEYS THE TECHNIQUES AVAILABLE TO<br />
THE<br />
THE IMPORTANT AND GENERALLY NE&LECTED PROBLEM OF<br />
HANDLE<br />
INTERRELATICNSHIPS SUCH AS MUTUAL EXCLUSION AND<br />
PROJECT<br />
THE TECHNIQUES UTILIZED ARE LINEAR AND<br />
INTERDEPENDENCIES<br />
PROGRAMMING, DYNAMIC PROGRAMMING AND ThE DISCRETE<br />
INTEGER<br />
PROCEOURE OF REITER PROJECT INTERRELATIONSHIPS<br />
OPTIMIZING<br />
FROM RANDOMNESS OF OUTCDMES AND NONLINEAR UTILITY<br />
ARISING<br />
ARE ALSO SUBJECTED TO SCRUTINY BY APPLICATION OF<br />
FUNCTIONS<br />
PROCEDURES, AND ADDITIONAL INTERRELATIONSHIPS, ARISING<br />
THESE<br />
THE CONTEXT OF RESEARCH AND DEVELOPMENT BUDGETS, ARE<br />
IN<br />
A DYNAMIC PROGRAMMING CODE FOR THE MULTIDIMEN<br />
ANALYZED<br />
0-2 KNAPSACK PROBLEM IS ALSO PRESENTED<br />
SIGNAL<br />
RAYMOND, R C<br />
0871<br />
COMPUTER IN BUSINESS PLANNING AND BUDGETING<br />
TIME-SHARING<br />
SCIENCE VOL [2, APRIL, 1966<br />
MANAGEMENT<br />
THE TIME-SHARING COMPUTER SYSTEM NOW BEING OPERATED IN
BY THE GENERAL ELECTRIC COMPUTER DEPARTMENT OFFERS<br />
PHOENIX<br />
ENTIRELY NEW CAPABILITY TO EXPLORE AND PREPARE BUSINESS<br />
AN<br />
THE SYSTEM DOES THE ARITHMETIC AND PRINTS THE<br />
FORECAS]So<br />
IN THE PRIVACY OF THE USERS OFFICE IN A FEW MINUTES<br />
RESULTS<br />
ThE SYSTEM, THE PLANNER CAN STATE hIS BASIC DATA AND<br />
WITh<br />
OBSERVE THE RESULTSt ANO ThEN MODIFY ANY OF<br />
ASSUMPTIONS,<br />
ASSUMPTIONS HE CHOOSES AND GET NEW RESULTS WITHIN A FEW<br />
THE<br />
BY FOLLOWING THIS PROCEDURE SEVERAL TIMES IT IS<br />
MINUTES<br />
TO EXPLORE THE EFFECTS CF A VARIETY OF ENVIRON-'<br />
POSSIBLE<br />
ASSUMPTIONS, SUCH AS MARKET AND PRICE STRUCTURE FOR<br />
MENTAL<br />
NEW PRODUCT, AND TO FIND CUT WHAT BUOGET OF COSTS MUST BE<br />
A<br />
TO YIELD ACCEPTABLE BUSINESS RESULTS AN EXAMPLE<br />
REALIZEO<br />
A RECENT NEW BUSINESS STUDY IS GIVEN.<br />
FROM<br />
BORCHt KARL<br />
08?2<br />
LTILITY FUNCTION DERIVED FROM A SURVIVAL GAME<br />
A<br />
SCIENCE VOL 12, B APRIL, 1966 9P<br />
MANAGEMENT<br />
DECISION-ANALYSIS<br />
STARTING POINT OF THE PAPER IS A FIRM ENGAGED IN<br />
THE<br />
RISKY BUSINESS IT IS ASSUMED THAT THE FIRMS GAIN IN EACH<br />
A<br />
PERIOD IS A STOCHASTIC VARIABLE IS IS FURTHER<br />
OPERATING<br />
THAT THESE STOCHASTIC VARIABLES ARE INDEPENDENT AND<br />
ASSUMED<br />
DISTRIBUTED IF THE CAPITAL OF THE FIRM BECOMES<br />
IDENTICALLY<br />
THE FIRM IS RUINED, AND MUST GO OUT OF BUSINESS<br />
NEGATIVE,<br />
OPTIMAL DIVIDEND POLICY IS DEFINED AS THE POLICY<br />
THE<br />
WILL MAXIMIZE THE EXPECTED DISCOUNT VALUE OF THE<br />
WHICH<br />
PAID BEFORE RUIN CCCURS IT IS THEN SHOWN THAT THE<br />
DIVIDENDS<br />
OF THE OIVIOEND PROBLEM GIVES THE UTILITY FUNCTIONy<br />
SOLUTION<br />
WILL GOVERN THE FIRMS DECISION UNDER UNCERTAINTY.<br />
WHICH<br />
THIS RESULT IT APPEARS THAT A NUMBER CF OECISIONS<br />
FROM<br />
SEEM IRRATIONAL WHEN STUDIED IN ISOLATIION, BECOME<br />
WHICH<br />
RATIONAL WHEN ANALYSED IN THEIR PROPER DYNAMIC<br />
PERFECTLY<br />
SETTING<br />
MAREMONI, ARNOLD H<br />
0873<br />
RELATIONS- THE TAIL IHAT WAGS THE DOG<br />
PUBLIC<br />
MICHIGAN BUSINESS REVIEW VOL 18 MAYe 1966<br />
PUBLIC RELATIONS PERSUADES MANAGEMENT THAT COR-'<br />
WHEN<br />
SOCIAL RESPONSIBILITY MEANS GIVING AWAY MONEY THAT<br />
PORATE<br />
TO THE SHAREHOLDERS, PUBLIC RELATIONS TRULY BECOMES<br />
BELONGS<br />
TAIL THAT WAGS THE BODY OF EXECUTIVE RESPONSIBILITY FOR<br />
THE<br />
MAKING<br />
PROFIT<br />
THE AUTHORS OPINION, CUR LARGE NATIONAL CORPORATIONS<br />
IN<br />
AMERICA HAVE CREATED WILLIAM H WHYTES ORGANIZATIONAL<br />
IN<br />
AS A PERSON WHOSE MIND IS DOMINATED BY THE WELFARE OF<br />
MAN<br />
CORPORATION THE ORGANIZATION MAN DOES SOME CIVIC WORK,<br />
IHE<br />
IT IS LARGELY ObI OF A SENSE OF OBLIGATION RATHER THAN<br />
BUT<br />
ANY PERSONAL IMPULSE THUS THE MATURE ORGANIZATION MAN<br />
FROM<br />
A ONE-FACETED MAN TO HIM THE QUESTION OF THE SOCIAL<br />
IS<br />
OF BUSINESS ARE SYNOMOUS kiTH THE SOCIAL<br />
RESPONSIBILITIES<br />
CF BUSINESSMEN<br />
RESPONSIBILITIES<br />
HUSE, EDGAR F<br />
C874<br />
ZERO DEFECTS PROGRAMS REALLY MOTIVATE WORKERS<br />
DO<br />
PERSONNEL, VOL AJ, NO 2 MARCH-APRIL, E966 PAGES<br />
IS GENERALLY ACCEPTED THAT MOTIVATION OF WORKERS<br />
IT<br />
CENTRAL TO THE WHOLE ZERO DEFECTS CONCEPT BUT A STUDY<br />
IS<br />
WORKER ATTITUDES TOWARD A ZD PROGRAM, AND TOWARD THEIR<br />
OF<br />
SLGGESTS IHAT THE MOTIVATION MAY LIE IN ECFELDNS<br />
JOBS<br />
LP THE INTERESTING CONCLUSION WAS THAT -ZD PRO-'<br />
HIGHER<br />
WORK NOT BECAUSE THEY MOTIVATE IHE WORKERS BUT<br />
GRAMS<br />
THEY PROVIDE A STRONG IMPETUS FOR MANAGERS TO<br />
BECAUSE<br />
AND TAKE ACIION DN SITUATIONAL PROBLEMS THAT ARE<br />
LISIEN<br />
AT THE ROOT CF MUCH CF THE SUB-STANDARD PERFORMANCE<br />
REALLY<br />
DEPLORE<br />
THEY<br />
SHOULD ASSUME BASIC RESPONSIBILITY FOR<br />
MANAGEMENT<br />
AN ENVORONMENT FOR WORKERS THAT IS AS CLOSE AS<br />
CREATING<br />
TO BEING SCE-FREE -SITUATIONALLY CAUSED ERROR-<br />
POSSIBLE<br />
CHANNELS OF UPWARD COMMUNICATION SHOULD BE<br />
APPROPRIATE<br />
AND MAINTAINED FOR THE CONTINUOUS IDENTIFICA<br />
ESTABLISHED<br />
AND ELIMINATION OF SCES<br />
IION<br />
SMITH PHILIP<br />
0875<br />
PHILOSOPHY OF RESEARCH FOR INDUSTRY<br />
A<br />
BUSINESS HDRIZONS VOL 8, NO 4 WINTER 1965 12 PAGES<br />
TRANSITION CF POWER FROM MANUFACTURING TO<br />
THE<br />
TO RESEARCH AND DEVELOPMENT IS HAMPERED BY THE<br />
SALES<br />
STAFF-LINE ORGANIZATION ASSOCIATED WITH MANU-'<br />
TRADITIONAL<br />
THIS ANALYSIS OF SOME ASSUMPTIGNSt CONCEPTS<br />
FAC?URING<br />
ATTITUDES ON WHICH RESEARCH SUPERVISION HAS BEEN BASED<br />
AND<br />
TO SYNTHESIZE A MORE COMPLETE THEORY FOR RESEARCH<br />
HELPS<br />
ON PRINCIPLES OF MODERN MANAGEMENT<br />
BASED<br />
DISCUSSED ARE THE NATURE OF RESEARCh AND<br />
AREAS<br />
ANALYSIS OF THE SCIENCE-MANAGEMENT RELATION-'<br />
DEVELOPMENT<br />
THEORY OF INDUSTRIAL RESEARCHt AND SOME PRACTICAL<br />
SHIP,<br />
THE AETHOR LOCKS AT THE SCIENTIFIC CLIMATE,<br />
ALTERNATIVES<br />
SCIENIIFIC PUBLICATIONS AND ECUCATION<br />
INCENTIVES<br />
ROGERS JAMES COOK, DONALD<br />
0876<br />
COMPUTER AND THE SCHOOL OF TOMORROW<br />
THE<br />
VOL 12, MAY, 1966 3P<br />
DATAMATION<br />
ADMINISTRATIVE<br />
SELECTEC<br />
MANY SCHDCLS ARE NOW STARTING TO MAKE USE OF<br />
ALTHOUGH<br />
THE DANGER OF DROWNING IN PAPERWORK IS BECOMING<br />
COMPUTERS,<br />
ACLTE THE AUIHORS SUGGEST AN APPROACH TO USE ThE<br />
MORE<br />
EQUIPMENT EFF[CIENTLY TOGETHER WITH A LOOK AT<br />
PRESENI<br />
REQUIREMENTS<br />
FUTURE<br />
SCHOOL DISTRICT OF TOMORROW WILL INCLUEE A CENTRAL<br />
THE<br />
SYSTEM LOCATED AT THE DISTRICTS ADMINISTRATIVE<br />
COMPUTING<br />
EACH OF IHE DISTRICT SCHOOLS WILL BE CONNECTED TO<br />
OFFICES<br />
COMPUTER AND WILL CONTAIN A TERMINAL EQUIPMENT STATION<br />
THE<br />
ADDITION TO IHE ROUTINE OPERATING AND ACCOUkTING PAPER-'<br />
IN<br />
AND ADMINISTRAIIVE DECISION-MAKING, MATERIALS SUCH AS<br />
WORK<br />
PAGES AND WORK SHEETS CAN BE SELECTED BY THE COMPUTER<br />
LESSON<br />
THE IMAGES REPRODUCED IN THE FORM AND LOCATION WHERE<br />
AND<br />
ARE NEEDED THE LESSON SHEETS FOR EACH STUDENT ARE READ<br />
THEY<br />
THE SCANNER AND STORED IN THE BUFFER AND LATER THE LES<br />
BY<br />
ARE GRADED AN IMPORTANT REQUIREMENT CF THIS SYSTEM<br />
SONS<br />
163<br />
BE THE NEED FOR NATURAL-LANGUAGE PROCESSING<br />
WILL<br />
RUSH, HAROLD M F<br />
0877<br />
WIN-LOSE COMPLEX<br />
THE<br />
CONFERENCE BOARD RECORD VDL 3 6 JUNE 1966<br />
THE<br />
INTERPERSONNEL-RELATIONS<br />
WHO TRY TO APPLY THE PRINCIPLES CF PARTICI-<br />
MANAGERS<br />
MANAGEMENT SOMETIMES FIND THEIR EFFCRTS THWARTED BY A<br />
PATIVE<br />
OF INTERPERSONAL AND INTERGROUP CONFLICT KNOWN AS AN<br />
TYPE<br />
OF -WIN-LOSE THIS PHENOMENON OF HUMAN BEHAVIOR IS<br />
ATTITUDE<br />
MAJOR IMPEDIMENT TD EFFECTIVE COMMUNICATION AND GROUP CO<br />
A<br />
WIN-LOSE IS CALLED A COMPLEX BECAUSE THERE ARE<br />
HESIVENESS<br />
SOURCES AND CALSES THAT CREATE IT, AND THE EFFECT OF<br />
MANY<br />
ON AN ORGANIZATION IS DECIDEDLY CUMULATIVE RECDG-'<br />
WIN-LOSE<br />
THAT THE EMOTIONAL HEALTH OF AN ORGANIZATION IS<br />
NIZING<br />
BY PERVADING HOSTILITY- WHETHER IT BE LATENT OR<br />
HARMED<br />
COMPANIES ARE PROVIDING A VARIETY OF EXERCISES AND<br />
OVERT-<br />
TO TRY TO ABATE WIN-LOSE EXAMPLES OF PROJECTS THAT<br />
PROGRAMS<br />
DESIGNED TO DC IHIS ARE BRAINSTORMINGt GROUP PLANNING<br />
ARE<br />
DECISION-MAKING, AND A GROUP DYNAMICS APPROACH IN THE<br />
AND<br />
Oh THE MANAGERIAL GRID<br />
FORM<br />
KELLER, ARNOLD E.<br />
0B78<br />
POWER IN SEARCH OF MANAGEMENT<br />
EDP-<br />
AUTOMATION VOL 13, 6 JE [966 5P.<br />
BUSINESS<br />
DATE-PROCESSING<br />
HAVE SO FEW FIRMS SUCCESSFULLY HARNESSED THE POWER<br />
WHY<br />
ELECTRONIC DATA-PROCESSING WHY HAVE SO MANY COMPANIES<br />
OF<br />
EDP TO BECOME A MONUMENT TO MANAGEMENT VANITY RATHER<br />
ALLOWED<br />
A MANAGEMENT TCOL OF UNPRECEDENTED STRENGTH THIS ART-'<br />
THAN<br />
PINPOINTS THE REASONS AND SUGGESTS SOME REMEDIAL AC-'<br />
ICLE<br />
INCLUDING A SEARCHING LOCK AT THE SO- CALLED PROFES<br />
TICN<br />
EDP MANAGER<br />
SIGNAL<br />
IT IS TRUE THAT MOST DATA-PROCESSING<br />
UNFORTUNATELY<br />
ARE -MANAGER- BY TITLE ONLY IN PRACTICE THEY ARE<br />
MANAGERS<br />
THEY CLOAK THEMSELVES IN A ROBE OF TECHNICAL<br />
TECHNICIANS-<br />
THUS IT IS IMPORTANT THAT ThE OP MANAGER<br />
INDISPENSABILITY<br />
ABLE TO COMMUNICATE HIS OBJECTIVES AND GOALS TO HIS<br />
BE<br />
AND HIS MANAGEMENT. NEXT HE MUST MOTIVATE HIS PEOPLE<br />
PEOPLE<br />
HIMSELF TO ATTAIN THESE OBJECTIVES PRCCEOURES,<br />
AND<br />
SCHEDULING AND COST CONTROLS ARE SOME OF<br />
STANDAROS<br />
TOOLS WHICH WILL ASSIST THE EDP MANAGER WITH THIS<br />
BASIC<br />
TASK<br />
THULIN, W BERNARD<br />
0879<br />
BOOBY TRAP- THE GUEST FOR YOUTH<br />
MANAGEMENT<br />
EXECLIIVE VOL 34, 5 MAY, 1966 7P.<br />
FINANCIAL<br />
LARGE ORGANIZATIONS WHOSE POLICY IS TO PROMOTE FROM<br />
IN<br />
THE MANAGEMENT QUEST FOR YOUTH TAKING THE FORM OF<br />
WITHIN,<br />
PROMOTIONS OF YOUNG MEN TO HIGH-LEVEL JOBS IS SUP<br />
RAPID<br />
BY PLAUSIBLE ARGUMENTS IT IS THE AUTHORS CONTENTION<br />
PORTED<br />
THIS POLICY IS IN THE LONG RUN, SELF-DEFEATING NOT<br />
THAT<br />
ARE THERE STRONGLY ADVERSE EFFECTS ON MORALE BUT THE<br />
ONLY<br />
SUFFERS A BUILT IN REDUCTION IN JOB MOVEMENT.<br />
ORGANIZATION<br />
RIGIDITY TAKES TWO FORMS ONE TYPE OF<br />
ORGANIZATIONAL<br />
RESULTS FROM HAVING A HIGH AbERAGE AGE DF INCUMB-'<br />
RIGIDITY<br />
AT ONE ORGANIZATIONAL LEVEL THE OTHER TYPE RESULTS<br />
ENTS<br />
AN INDIVIDUALS BEING AT THE SAME LEVEL FOR MANY YEARS,<br />
FROM<br />
IN REDUCED PROMOTIONS INTO THAT LEVEL THE LATTER<br />
RESULTING<br />
MAY PROVE TO BE THE MORE GEADLY EVERY TIME A CAPABLE<br />
FORM<br />
MAN IS PASSED OVER FOR PROMOTION IN FAVOR OF A YOUNGER<br />
OLDER<br />
THE FREQUENCY DF FUTURE PROMOTIONS WILL BE REDUCED<br />
MAN<br />
MORE INCUMBENTS WILL -DIE- AT LOWER LEVELS THIS IMPOSES<br />
AND<br />
RIGIDITY UPON THE ORGANIZATION<br />
DEADLY<br />
PRIMMER, ANDREW F<br />
0880<br />
INVESTMENT AhD CORPORATE ADJUSTMENT TECHNIQUES<br />
DIRECT<br />
JOURNAL OF FINANCE VOL 21, 2 MAY, 1966<br />
THE<br />
MAKING<br />
PRCGRAM,<br />
GENERAL, THE EVIDENCE TODAY CLEARLY SUGGESTS THAT<br />
IN<br />
VOLUNTARY PROGRAM IS LIKELY TO BE A MAJOR SOURCE OF THE<br />
THE<br />
IMPROVEMENT IN THE U.S. BALANCE OF PAYMENTS FOR<br />
SUBSTANTIAL<br />
IN MAKING THEIR CONTRIBUTION INDIVIDUAL COMPANIES<br />
1965<br />
RELIED HEAVILY ON EXPORT EXPANSION AS THE PRINCIPAL<br />
HAVE<br />
THE REPATRIATION OF INCOME HAS ALSO BEEN A MAJOR<br />
INSIRUMENT<br />
OF STRENGTH CN THE CTHER HAND THE CONTINUEO HIGH<br />
SOURCE<br />
OF DIRECT INVESTMENT HAS CAMPENED THE OVERALL IMPROVE<br />
RATE<br />
THE GENERAL OLTLOOK FCR 1966 WAS A CONTINUATION OF AN<br />
MENT<br />
HIGH LEVEL OF DIRECT INVESTMENT THE REVISION<br />
EXCEPTIONALLY<br />
THE VOLUNTARY PRCGRAM FOR THE NEXT YEAR WAS CLEARY FD<br />
OF<br />
AT THE OUIFLOW OF FUNDS FROM THE U S TO FINANCE DIR-'<br />
CUSED<br />
INVESTMENT ABROAD THIS TARGET MAY RESULT IN A NET SAV<br />
ECT<br />
OF ROUGHLY 0 BILLION DOLLARS IN 1966 COMPARED TO<br />
ING<br />
ANTICIPATED SAVING IS THE KEY TO THE OVERALL INDUSTRY<br />
THIS<br />
OF SOME A BILLION DOLLARS RECOMMENDED FOR 1966.<br />
TARGET<br />
LATANE HENRY A TUTTLE DONALD L<br />
0881<br />
THEORY AND FINANCIAL MANAGEMENT<br />
DECISION<br />
JOURNAL OF FINANCE VOL 2[, MAY 1966 lOP<br />
THE<br />
PROBLEMS WHICH THE SECURITIES INVESTOR FACES EACH<br />
TWO<br />
ARE INVESTIGATED IN IHIS PAPER GIVEN THE DISTRIBU-'<br />
PERIOD<br />
OF EXPECTED RETURNS FROM A LARGE NUMBER OF STOCKS,<br />
TION<br />
IS THE PROPER CHOICE OF STOCKS TO INCLUDE IN THE PORT<br />
WHAT<br />
AND WHAT IS THE PROPER AMOUNT TO BORROW OR LEND IN THE<br />
FLOIO<br />
RELATIVE TO NEW WCRTH<br />
PORTFOLIO<br />
CHIEF CRITERION IS THE FIRST PROBLEM IS THE GEO-'<br />
THE<br />
MEAN OF ANNUAL COMMON STOCK RETURNS OVER TIME IN<br />
MEIRIC<br />
THE SECOND PROBLEM OF LEVERAGE IN THE CAPITAL<br />
ATTACKING<br />
A VARIABLE REPRESENTING THE RATIO OF RISK ASSETS<br />
STRUCTURE,<br />
EXISTING NET WORTH IS OPTIMIZED AMONG THE CASES SIUDIED<br />
TO<br />
SIMPLEe ONE-STOCK PORTFCLIOS WITH NO BORROWING, ONE--'<br />
ARE<br />
PORTFOLIOS WITH LENOING AND OIVERS[FIED PORTFOLIOS<br />
STOCK<br />
BORROWING IN ALL CASES THE OBJECTIVE IS MAXIMI<br />
WITH<br />
OF LONG-RUN WEALTH UNDER THE ASSUMPTION OF REPEATED<br />
ZATION<br />
OF PORTFOLIO RETURNS IN NEW PORTFOLIOS EACH<br />
REINVESTMENT<br />
AND THE POLICYS ASSOCIATED CUMULATIVE EFFECTS<br />
PERIOD<br />
ROSS, R<br />
0882<br />
RESOURCE ALLOCATICN PROCEDURE<br />
PERTICOSI<br />
ACCOUNTING REVIEW VCL 41e 3 JULYe 1966 3P<br />
THE
-RESOURCE ALLOCATICN PROCEDURE,- A SUPPLEMENT TO<br />
THE<br />
BASIC PERT/COST APPROACH TC MANAGING LARGE AND COMPLEX<br />
THE<br />
OF WORK, IS CONCERNED WITH THE PROBLEM OF EFFICIENT<br />
PROGRAMS<br />
OF LIMITED RESOURCES IN ACCOMPLISHING WORK PRO-'<br />
ALLOCATION<br />
AND IS BASED EN THE PREMISE IHAT ACTIVITIES ON A<br />
GRAMS,<br />
ARE SUBJECT TO TIME/COST TRADE-CFFS THIS SUPPLEMENT<br />
NEIWORK<br />
ITS PRIMARY USEFULNESS IN PLANNING SMALL GROUPS GF<br />
FINDS<br />
ACTIVITIES WHICH REPRESENT ONLY A MINOR PORTION<br />
ASSCCIATED<br />
THE OVFR-ALL PROGRAM OF WORK<br />
OF<br />
WIIH THE PRELIMINARY PROCEDURAL STEPS WHICH<br />
COMMENCING<br />
THE LOWEST TIME/COST ALTERNATIVES CONSISTENT WITH<br />
DETERMINE<br />
DIRECTED DATE, APPLICATION OF THE RESOURCE ALLOCATION<br />
THE<br />
IS COMPLETED BY EVALUATINC THE EFFECTS OF COM-'<br />
PRCCEDLRE<br />
REDUCTIONS OF ACTIVITIES, CRITICAL PATH SHIFTS,<br />
BINATION<br />
COSTS RELATIONSHIPS, AND LEVELING OVER-AND-<br />
VARIABLE/FIXED<br />
UTILIZATION DF RESOURCES<br />
UNDER<br />
ANCNYMOLS<br />
0883<br />
YDLNG MEN TELL WHAT ITS LIKE TO BE A NEGRO IN<br />
FIVE<br />
MANAGEMENT<br />
MANAGEMENT VOL 29, 7 APRIL 1966 16P<br />
BUSINESS<br />
NEGRO, AS MEMBER CF BUSINESS SDCIEIY TFAT IS<br />
TFE<br />
EXCLUSIVELY WHITE, IS A STRANGER THE CORPORATE EX-'<br />
ALMOST<br />
BADLY NEEDS AN EDUCATION ABOUT THE NEGRO IN HIS LC-'<br />
ECbTIVE<br />
COMMUNITY AND IN HISTORY SC AS TO DEVELOP SOME ABILITY<br />
CAL<br />
EXAMINE SITUATIONS FROM THE NEGROS POINT OF VIEW IT WAS<br />
TO<br />
THIS SPIRIT THAT -BUSINESS MANAGEMENT- EDITOR INTER<br />
IN<br />
YOUNG AMBITIOUS NEGROES- ALL OF WHOM ASPIRE TO<br />
VIEWED<br />
TO EDUCATE THIS MAGAZINES READERS<br />
MANAGEMENT-<br />
THE INTERVIEWS, THE MEN CALMLY AND RATIONALLY EX-'<br />
IN<br />
HOW AND WHY NEGRC EMPLOYEES HAVE BEEN MISHANDLED,<br />
PLAINEO<br />
THE NEGRO SEEKS IN THE WHITE MANS BUSINESS WORLD, HOW<br />
WHAT<br />
INTENDS TO GET IT, AND WAT COMPANIES CAN DO TO HELP AL-'<br />
HE<br />
SOME OF THE NEGRO PERSONNEL PROBLEMS THE NOVELTY OF<br />
LEVIATE<br />
ARTICLE IS THAT FOR THE FIRST TIME ARTICULATE AND<br />
THIS<br />
NEGRO EMPLOYEES CAN ADDRESS NATIEkAL TOP MAN-'<br />
THOUGHTFUL<br />
AUDIENCE C AN ISSUE OF NATIDNAL PRCPDRTIONS<br />
AGEMENI<br />
SILBERMAN, CHARLES<br />
C884<br />
CAN LIVE WITH THE -LABOR SHORTAGE-<br />
BUSINESS<br />
FORTUNE, VOL 73, NC B, MAY, 1966, 10 PAGES<br />
NATIONWIDE UNEMPLOYMENT ALREADY DOWN BELOW FOUR<br />
WITH<br />
AND DRAFT CALLS CUTTING INTO THE LABOR FORCEr LOTS<br />
PERCENT<br />
EMPLOYERS THINK THEY ARE -SCRAPING THE BOTTOM OF THE<br />
OF<br />
A MONTH STLOY BY FORTUNE INDICATES THAT THE<br />
BARREL-<br />
IS GREATLY EXAGGERATED WHERE BUSINESS IS RESPONDING<br />
ALARM<br />
THE NEW SITUATION INTELLIGENTLY AND CREATIVELY IT IS<br />
TO<br />
ALL THE WORKERS IT NEEDS SOME EMPLOYERS ARE USING<br />
FINDING<br />
STANDARDS THAT EXCLUDE THE LABOR THAT IS AVAILABLE<br />
HIRING<br />
THE PINCH CAN BE OVERCOME BY TRAINING PEOPLE TU FIT<br />
BbI<br />
REQUIREMENTS AND CHANGING JOB REQUIREMENTS TO FIT<br />
JOB<br />
PEOPLE<br />
BETHLEHEM STEEL CPENEO ITS NEW FINISHING PLANT AT<br />
WHEN<br />
HARBOR, INDIANA, IT -MANLFACTURED- ITS LABOR FORCE<br />
BURNS<br />
THE SITE LOCAL FARMERS AND SALESMEN WERE TRAINED TO<br />
AT<br />
HIGHLY SKILLED JOBS IN MONTHS FOUR-FIFTHS OF TFE<br />
SOME<br />
WORKERS AT BLRNS HARBER ARE NEW TC THE INDUSTRY AND<br />
2,0GO<br />
ARE VERY YOLNG<br />
MOST<br />
SCHWITTER, JOSEPH P<br />
0885<br />
EFFECTS UPON MANAGERIAL ACCOUNTING JOBS<br />
COMPUTER<br />
PERSONNEL JOURNAL, VDL 45, NC 5 MAY, 1966, 4 PAGES<br />
CONDUCTED WITH THE CONTROLLER, THE<br />
INTERVIEWING<br />
ACCOUNTANT DR ASSISTANT ACCOUNTANTS DF NINETEEN<br />
CHIEF<br />
FROM INDUSTRIES OF VARIOUS SIZES INDICATED THAT THE<br />
FIRMS<br />
OF COMPLTERS INCREASED THE DIFFICULTY OF THE<br />
INTRODUCTION<br />
TASK, REQUIRING MORE TECHNICAL ABILITY AND THE<br />
MANAGERS<br />
OF MORE JUDGMENT IN DECISION MAKING NC SALARY<br />
EXERCISE<br />
APPEAR TD HAVE BEEN MADE<br />
ADJUSTMENTS<br />
AND QUALITATIVE CHANGES WERE STUOIED<br />
QUANTITATIVE<br />
CONTENT IN QUANTITATIVE TERMS REFERS TO THE NUMBER OF<br />
JOB<br />
AND TASKS THAT CONSTITUTE THE JOB, AS WELL<br />
SUBORDINATES<br />
SHIFTS IN EMPHASIS OF CERTAIN TASKS EXPRESSED IN TIME<br />
AS<br />
TC PERFORM THEM CHANGES IN SKILL AND KNOWLEDGE<br />
SPENT<br />
DETERMINED BY MATHEMATICAL ABILITY, TECHNICAL<br />
WERE<br />
CDMPDTER PROGRAMMING, SYSTEMS DESIGN, AND<br />
KNDILEOGE<br />
JUDGMENT<br />
REASONS FOR TFE LACK OF SALARY ADJUSTMENTS<br />
POSSIBLE<br />
MENTIONED<br />
ARE<br />
RDTHERY BRIAN<br />
0886<br />
AND ABSIRACTIDN<br />
INFORMATION<br />
PROCESSING VOL 8, 6 dUNE, 1966 2P<br />
DATA<br />
RETRIEVAL<br />
DOCUMENTATION<br />
PROBLEM CF DESCRIBING AND CLASSIFYING ABSTRACTIONS<br />
THE<br />
ONE GF THE SEVERAL SEVERE PROBLEMS IN TFE FIELD OF SPEC-'<br />
IS<br />
INFORMAIION TODAY ROTHERY EXPLCRES THE RAMIFICA<br />
IALIZED<br />
OF IDENTIFYING AND PROCESSING THE COMPLEX IDEAS THAT<br />
TICNS<br />
MUSI COMMUNICATE TO EACH OTHER<br />
MEN<br />
REAL PURPOSE OF DOCUMENTATION IS TO PRODUCE PARER-'<br />
THE<br />
THAT WILL INTELLIGIBLY DESCRIBE HOW THE SYSTEM WORKS<br />
WORK<br />
THERE IS A DIRE NEED FOR LANGUAGES THAT CAN BE UNDER-'<br />
THUS<br />
FOR MODULES, MACROS, SUBROUTINES- IN SHORT CLASSIFI-'<br />
STOOD,<br />
THE SYSTEM CAN BE WRAPPED UP INTO ONE NEAT HUMMING<br />
CATION<br />
BLT DOCLMENTATIDN CF PROGRAMS MUST BE LAID OUT IN UND-'<br />
BOX,<br />
BLOCKS WHICH ARE LOGICAL PARTS OF THE WHOLE<br />
ERSTANDABLE<br />
MUST BE A START, THERE MUST BE CENTRAL UPDATING LOOPS<br />
THERE<br />
DECISION CONTROL, THERE MUST BE EXCEPTIDN PROCEDURES,<br />
UNDER<br />
THERE MUST BE AN END THE NEED FOR DOCUMENTATION WILL<br />
AND<br />
AS LONG AS PROGRAMS ARE SUBJECT TG CHANGE, AND IN<br />
CONTINUE<br />
WORLD, THAT LOCKS LIKE FOREVER<br />
THIS<br />
ROIHERY, BRIAN<br />
C88T<br />
GENERATION OF INFORMATION<br />
THE<br />
DATA PROCESSING MAGAZINE VOL 8, ? JULY, 1966 2P<br />
IT SERVES MEN NC PURPOSE, IF AFTER THEY DEVELOP NEW<br />
164<br />
AND HARDWARE, THEY CANNOT COMMUNICATE HOW TO<br />
TECHNOLCGIES<br />
THESE TOOLS CNE MUST ALSO DEVELOP THE MEANS TO COMMUN<br />
USE<br />
INFORMATION BEITER TO THE POTENTIAL USER THIS ARTICLE<br />
ICAIE<br />
THE CAUSES OF NDNCOMMUNICATION OF INFORMATION, AND<br />
DISCUSSES<br />
IT IS PERPETUATED IN INDUSTRY AND GOVERNMENT<br />
HOW<br />
INFGRMATION IS DEVELOPING AT A PHENOMENAL<br />
COMPUTER<br />
THIS PUTS A GREAT STRAIN DN ITS POWER OF DESCRIBING<br />
RATE<br />
COMMUNICATING, FOR THIS INDUSTRY IS PRODUCING WHOLE<br />
AND<br />
BUT IT IS MOST SUCCESSFUL THERE ARE TWO REASONS FOR<br />
SYSTEMS<br />
SUCCESS FIRST, IT HAS NOT RELIED ENTIRELY CN WRITTEN<br />
ITS<br />
BUT HAS FALLEN BACK ON VERBAL COMMUNICATION<br />
INSIRUCTION,<br />
SECOND REASON IS THAT IT HAS BORROWED ONE OF ITS DWN<br />
THE<br />
THAT OF PROGRAMMING, AND USED IT AS WAY OF EXPRES-'<br />
ARTS<br />
ONE OF THE MAJOR RESULTS OF THIS DISCOVERY IS THE<br />
SICN<br />
OF THE PROGRAMMED INSTRUCTIGN METHOD OF TEACHING<br />
PLICATICN<br />
FORM OF EXPRESSION DEMANDS TIME AND EXPERTISE<br />
THIS<br />
GREENBRGER, MARTIN<br />
0888<br />
PRIORITY PROBLEM AND COMPUTER lIME SHARING<br />
THE<br />
MANAGEMENT SCIENCE VCL. 12 11 JULY 1966 IBP<br />
DECISIONS ARISE WHENEVER LIMITED FACILITIES<br />
PRIORITY<br />
BE APPORTIONED AMONG COMPETITIVE DEMANDS FOR SERVICE<br />
MUST<br />
THESE CONSIDERATIONS AFTEN CUNFLICT, THE PRIORIIY RULE<br />
SINCE<br />
AS A MEDIATOR USE OF A COMMON COST MEASURE CAN HELP<br />
SERVES<br />
THIS MEDIATICN AS RESULTS FROM RECENT JDB SIMULA-'<br />
EFFECT<br />
ILLUSTRAIE<br />
TICNS<br />
PRIORITY OPERATION OF CONTEMPORARY INTEREST IS<br />
A<br />
A TIME-SHARED COMPUTER AMONG ITS CONCURRENT US<br />
SCHEDULING<br />
SERVICE REQUIREMENTS ARE NOT KNOWN IN ADVANCE OF EX--'<br />
ERS<br />
TO KEEP RESPONSE TIMES SHORT FOR SMALL REQUESTS,<br />
COTTON<br />
INTERVALS ARE PARTITIONED AND SEGMENTS ARE SERVED<br />
SERVICE<br />
IN ROUND-ROBIN FASHION A MATHEMATICAL ANALYSIS<br />
SEPARATELY<br />
THE TRACEOFF BETWEEN OVERHEAD AND DISCRIMINATION<br />
PINPOINTS<br />
IN THIS PROCEDURE, AND ALLOWS ALTERNATE STRATEGIES<br />
IMPLICIT<br />
BE COSTED THE OBJECTIVES GF TIME-SHARING ARE ALSO RE-'<br />
TO<br />
AND IMPLICATIONS ARE DRAWN FOR THE DESIGN DF FUTURE<br />
VIEWED,<br />
AND PRICING SYSTEMS<br />
PRIORITY<br />
WIEST, JEROME<br />
0889<br />
PRCGRAMS FOR DECISION MAKING<br />
HELRISTIC<br />
BUSINESS REVIEW, SEPT -OCT 1966 PAGES 29-i3<br />
HARVARD<br />
ARTICLE DESCRIBES HOW NEW VERSIONS OF THE<br />
THIS<br />
SIMPLE CONCEPT ENABLE MANAGERS TC DEAL<br />
BASICALLY<br />
WITH MANY DIFFERENT PROBLEMS THAT DO NOT<br />
SUCCESSFULLY<br />
TO OTHER PROBLEM-SOLVING TECHNIQUES<br />
YIELD<br />
DEFINING HEURISTIC PROGRAMMING, THE AUTHOR CITES<br />
AFTER<br />
FOR ITS USE HE BACKS THESE UP WITH EXAMPLES OF<br />
REASONS<br />
BEING USED IN PORTFOLIO SELECTION, ASSEMBLY-LINE<br />
IT<br />
JOB SHOP SCHEDULING FACILITIES LOCATION,<br />
BALANCING<br />
CONTRCL, WAREHOUWE SITES, ENGINEERING DESIGN, AND<br />
INVENTORY<br />
SCHEDLLING<br />
LARGE-PROJECT<br />
AUTHOR ALSO DISCUSSES BRIEFLY HOW THIS WILL CHANGE<br />
THE<br />
SCOPE OF THE JBS IN MICDLE MANAGEMENT<br />
THE<br />
APPENDIX, COMPLETE kiTH CHARTS AND GRAPHS, PRESENTS<br />
AN<br />
SIMPLIFIED VERSIbN OF A HEURISTIC PROGRAM FOR SCHEDULING<br />
A<br />
PROJECTS<br />
TAYLOR JAMES DEAN, NEAL<br />
0890<br />
TO MANAGE THE COMPLTER<br />
MANAGING<br />
BUSINESS REVIEW, SEPT -OCT 1966 PAGES 98-[10<br />
HARVARD<br />
STUDY OF HOW 83 SUCCESSFUL MAnAFACTURING COMPANIES<br />
TIS<br />
BEEN USING THE COMPUTER CCVERS TRENDS IN COSTS,<br />
HAVE<br />
APPLICATIONS, ORGANIZATIDN EFFECTIVENESS, CONTROL<br />
CRITICAL<br />
COORDINATION<br />
AND<br />
AND CHARTS ARE USED THRCUGHOUT THE ARTICLE TO<br />
GRAPHS<br />
SUCH THINGS AS RELATECNSHIP DR COMPUTER EXPENSE TO<br />
DEPICT<br />
COMPOSITION CF COMPUTER EXPENSES BASIC PATTERNS OF<br />
SALES<br />
ORGANIZATION STRUCTURES AND PLANNING FOR<br />
COMPUTER<br />
INTEGRATION<br />
ARTICLE CONCLUDES WITH A LIST CF CHARACTERISTICS<br />
THE<br />
EFFECTIVE MANAGEMENT PRACTICES TO BE USEC AS GUIDELINES<br />
OF<br />
EVERY CCMPUIER USER<br />
FOR<br />
CRAWLEY, WILLIAM<br />
089I<br />
WE INTEGRATE SYSTEMS WIIHOUT INTEGRATING MANAGEMENT<br />
CAN<br />
OF DATA MANAGEMENT VOL 4 MO 8 AUGUST 1966 7 PAGES<br />
JOLRNAL<br />
ANALYSIS<br />
JOB,<br />
SHOULD RECOGNIZE THAT IN MANY CASES INTEGRATED<br />
WE<br />
OFFER AN ECONOMICAL AND EFFICIENT MEANS OF GATHERING<br />
SYSTEMS<br />
SYNTHESIZING MASS DATA EF CUANTITIVE NATURE WE HAVE NO<br />
AND<br />
YET THAT THEY ARE EFFECTIVE IN EXTRACTING THE IN-'<br />
PROFF<br />
THAT A GCCD MANAGER CCULD OBTAIN COLLECTION AND<br />
FERENCES<br />
OF MASS QUANTITATIVE DATA IS ENLY ONE ASPECT OF<br />
SYNTHESIS<br />
SOLVING ANOTHER ASPECT IS THE EXTRACTION OF MEAN-'<br />
PROBLEM<br />
CONCLUSIONS FROM THE DAIA<br />
INGFUL<br />
THESE SYSTEMS PROCESS ONLY QUANTITATIVE DATA<br />
SECONDLY,<br />
ARE CHIEFLY INTERNALLY GENERATED EXCEPT FOR SOME<br />
WHICH<br />
APPLICATIONS THEY DO NET PROVIDE COLLECTION AND<br />
MINOR<br />
OF EXTERNAL AND QUALITATIVE DATA.<br />
ANALYSIS<br />
WILL BECOME INTEGRATED AS A RESULT OF JOB<br />
MANAGEMENT<br />
AND PRCMDTICN OF CAPABLE EOP GENERALISIS<br />
ROIATICn<br />
BEGED-CDV, A G<br />
B892<br />
ONLY FEW DPERATICNS-RESEARCHERS MANAGE<br />
WHY<br />
SCIENCE VCL 12, 12 AUGUST, I966 14P<br />
MANAGEMENT<br />
EDUCATICN<br />
DPERATICNS-RESEARCH,<br />
CENTRAL CONTENTICN OF THIS PAPER IS THAT TE SINGLE<br />
THE<br />
RELIABLE INDICATOR OF HOW EFFECTIVE IS 0 R IS THE<br />
MOST<br />
OF OPERATIONS-RESEARCHERS WHO EVENTUALLY ATTAIN<br />
PROPORTION<br />
MANAGEMENT RESPONSIBILITIES HOWEVER, THE SURPRISINC<br />
GENERAL<br />
IS THAT NUMERDLS SCIENTISTS AND ENGINEERS ARE TODAY<br />
FACT<br />
SOME OF THE NATIONS LARGEST CORPORATIONS THE MAIN<br />
HEADING<br />
STANDING IN THE WAY CF CONDUCTING SUPERIOR OPER-'<br />
OBSTACLES<br />
ARE DISCUSSED<br />
ATICNS-RESEARCH<br />
TO THE NEWNESS OF THE PROFESSION AND TH SMALL<br />
DLE<br />
OF DPERATIONS-RESEARCHERS CURRENTLY EMPLOYED, IT HAS<br />
NUMBER<br />
BEEN POSSIBLE FOR A NOTICEABLE NUMBER OF CAPABLE MEMBERS<br />
NOT<br />
THE PROFESSION TO FIRST DEMCNSTRATE THEIR ABILITIES AN<br />
OF
ASSUME RESPONSIBLE POSITIONS ALSO, MANY HIGH-LEVEL<br />
THEN<br />
DOUBT THAT THE ACCOMPLISHMENT OF -OR- IN BUSINESS<br />
MANAGERS<br />
GREATER RESPONSIBILITIES FOR OPERATION-RESEARCH-'<br />
JUSTIFIES<br />
FINALLY, OR EDLCATION IS NOT EFFECTIVE IN PREPARING CR<br />
ERS<br />
FOR SLPERIOR CR PERFORMANCE AND FOR MANAGEMENT<br />
GRADUATES<br />
W<br />
GUZZAROI<br />
YOUNG EXECUTIVES 3, AT THE CRUCIAL POINTS OF DECISION)'<br />
THE<br />
SEPTEMBER, Ig64<br />
FORTUNE<br />
THIRD ARTICLE IN FORTUNES SERIES ON YOUNG EXECU-'<br />
ThIS<br />
SHOWS THERE IS NO CONFORMIST PATTERN IN THE AGGRES-'<br />
TIVES<br />
INDEPENDENT AITITUDES OF THESE MEN IT ALSO REVEALS<br />
SIVELY<br />
ENORMOUS POWER THAT ACCRUES TO MEN IN THE SECOND LAYER<br />
THE<br />
CORPORATE MANAGEMENT, OFTEN AS A RESULT OF A MERGER OR<br />
OF<br />
RATHER THAN CONSTRICT THE CREATIVE ROLE OF YOUNC<br />
SPIN-OFF<br />
THE LARGE CORPORATION IS VERY LIKELY TC PLACE HIM AT<br />
MAN<br />
CRUCIAL POINTS OF DECISION THIS ARTICLE STUDIES THE<br />
THE<br />
THAT POSSESS AND SOMETIMES OBSESS THESE YOUNG MEN,<br />
MATTERS<br />
THEIR COMPANIES, THEIR PROBLEMS<br />
THEMSELVES,<br />
ARTICLE DISCUSSES FOUR EXEMPLARY SITUATIONS ALL<br />
THE<br />
CASES IN WHICH YOUNG EXECUTIVES DEAL IN BUSINESS SITUA-'<br />
ARE<br />
AGAINST A BIG-COMPANY BACKDROP WITHOUT BEING CAST INTE<br />
TIONS<br />
MOLDS THE AUTHOR BELIEVES THE REASEN FOR THIS IS<br />
CORPORATE<br />
THE COMPANY POLICY, NOR THE CHARACTER OF TFE MAN, BUT<br />
NOT<br />
THE UNIQUENESS OF THE SITUATIONS THAT EACH MAN<br />
RATHER<br />
COPE WITH IN ThE BUSINESS WORLD TODAY<br />
MUST<br />
NJ<br />
SIMLER,<br />
UNEMPLOYMENT AND PUBLIC POLICY<br />
LONG-TERM<br />
AMERICAN ECONOMIC REVIEW DEC 64 VOL LIV NO 6<br />
THE<br />
AUTHOR FEELS THAT THE RISE IN LONG-TERM UNEMPLCY-'<br />
THE<br />
CANNOT BE EXPLAINED BY THE OVER-ALL RATE, AND AFTER<br />
MENT<br />
THE CRITICISMS CF THIS STRUCTURAL HYPOTHESIS,<br />
SUMMARIZING<br />
TO IDENTIFY FACTORS CAUSING THE LONG-TERMS RATES, TD<br />
SEEKS<br />
A THEORY OF LONG-DURATION UNEMPLOYMENT, AND TO<br />
ESTABLISH<br />
CONCLUSIONS RESPECTING PUBLIC POLICY<br />
DRAW<br />
SHOW THAT PERSISTANT LONG-TERM UNEMPLOYMENT CAN<br />
DATA<br />
INCREASE, AND CONCENTRATE AMONG OLDER WORKERS WITH<br />
EMERGE,<br />
CHANGE IN STRUCTLRE, INHERING THAT STRUCTURAL EMPLOYMENT<br />
NO<br />
CAN BE THE RESULT AND NOT THE CAUSE OF OVER-ALL<br />
INCREASES<br />
UNEMPLOYMENT<br />
SUGGESTS THAT SUCCESSFUL MONETARY, FISCAL, AND<br />
SIMLER<br />
MARKET POLICIES WOULD INCREASE OUTPUT TO ITS POTENTIAL<br />
LABOR<br />
THE VOLUNTARY, FREE-CHOICE EF THE PEOPLE BETWEEN WORK<br />
BY<br />
LIESURE<br />
AND<br />
MR PENZER, WN<br />
FEINBERG,<br />
ANALYSIS OF A SALES SECTION BATTERY<br />
FACTOR<br />
PSYCHGLOGY SEPTEMBER, 1964<br />
PERSONNEL<br />
RECRLITMENT<br />
SELECTION,<br />
SALES EXECUTIVE SELECTICN BATTERY FROM 458 APPLICANTS<br />
A<br />
SUBJECTED TO A PRINCIPAL COMPONENTS FACTOR ANALYSIS US-'<br />
WAS<br />
VARIMAX FACTOR ROTATIONS THE STUDY WAS UNPERTAKEN BE-'<br />
ING<br />
OF THE GAPS CREATED BY THE ALMGST NONEXISTENT FACTOR-'<br />
CAUSE<br />
STUDIES OF AN OPERATIONAL SALES SELECTION BATTERY THE<br />
IAL<br />
ROTATED MATRIX YIELDED SEVEN FACTORS WHICH SUGGESTED<br />
FINAL<br />
THE BATTERY OF IHE ORIGINAL 28 SCALES COULD BE RE-'<br />
THAT<br />
CONSIDERABLY THE FACTORS IDENTIFIED WERE LEVEL OF<br />
DUCED<br />
TECHNICAL INTEREST, ANTI-AESThETICISM, RE-'<br />
ASPERAIION,<br />
VALLES, SOCIAL ACQUIESCENCE, COMPUTATIONAL--'<br />
LIGIOUS-SOCIAL<br />
AND INTELLECT<br />
CLERICAL,<br />
OF THE FACTOR ANALYSIS PATTERNS ARE DIS-'<br />
IMPLICATIONS<br />
IN THE ARTICLE TABLES AND LISTS ARE USED TO<br />
CUSSED<br />
INFORMATION<br />
SUMMARIZE<br />
LH<br />
AFFINITO,<br />
OF INTEREST--WHERE ARE WE NOW<br />
CONFLICTS<br />
PRICE WATERHOUSE REVIEW WINTER, 1964<br />
THE<br />
ARTICLE STATES THAT THE INTEREST OF COMPANIES OVER<br />
THIS<br />
OF INTEREST AMONG THEIR EMPLOYEES HAS hOT SUBSIDED<br />
CONFLICT<br />
AUTHORS TAKE A SLRVEY OF CURRENT POLICIES AND PRACTICES<br />
THE<br />
FIFTEEN MAJOR bS CORPORATIONS IN A VARIETY OF INCUSTRIESo<br />
OF<br />
THESE COMPANIES ARE TYPICAL, A GREAT DEAL HAS BEEN AND IS<br />
IF<br />
DONE TO AVOID CONFLICTS OF INTEREST NOT OnLY IN THE<br />
BEING<br />
OF KEY EXECUTIVES BUT ALSO IN MIDDLE MANACEMENT AND<br />
RANKS<br />
EVEN IN THE ENTIRE EMPLOYEE AREA<br />
SOMETIMES<br />
OF<br />
CLELAND,<br />
PROJECT MANAGEMENT<br />
WHY<br />
BUSINESS HORIZONS WINTER, Ig64<br />
PRODUCTS AND MARKETING STRATEGY OFTEN DO NOT FIT<br />
NEW<br />
PURELY FU CTIONAL TYPE CF ORGANIZATION, A NEW MANAGERIAL<br />
THE<br />
IS NEECED THAT HAS nO ORGANIZATIONAL OR FUND-'<br />
PHILOSOPHY<br />
CONSTRAINIS SUCH A PHILOSOPHY IS PROVIDED BY PROJECT<br />
TIONAL<br />
A METHOD FOR MANAGING LARGE AGGREGATIONS CF RE-'<br />
MANAGEMENT,<br />
ACROSS FUNCTIONAL AND ORGA&IZATIONAL LIKES OF<br />
SOURCES<br />
THE AUTHOR DISCUSSES THE NEED FOR THIS NEW TYPE<br />
AUTHORITY<br />
MANAGEMENT AND THE NEW PROJECT MANAGER WHOSE DIFFERENT-'<br />
OF<br />
CHARACTERISTICS ARE LISTED<br />
IATING<br />
DEPARTMENT OF DEFENSE IS GIVEN AS AN EXAMPLE OF<br />
THE<br />
MANAGEMENT IN ACTION CHARTS IN THE ARTICLE DEPICT<br />
PROJECT<br />
VARIOUS ORGANIZATIONAL ARRANGEMENTS POSSIBLE THESE<br />
THE<br />
ALSO HELP TO CLARIFY AUTHORITY RELATIONSHIPS<br />
CHARTS<br />
ANONYMOUS<br />
IMPERATIVES OF AUTHORITY<br />
THE<br />
REVIEW AND MODERN INDUSTRY FEBRUARY, I965<br />
DUNS<br />
MOTIVATE<br />
SUPERVISION,<br />
WORD AUTHORITY HAS A STRONG NEGATIVE CONNOTATION<br />
THE<br />
OUR SOCIETY, AND NO EXECUTIVE CAN BE SUCCESSFUL UNTIL HE<br />
IN<br />
WHAT MOTIVATES PEOPLE TO 00 A GOOD JOB GRASP<br />
UNDERSTANDS<br />
THE PSYCHOLOGY OF AUTHORITY IS VITAL TO THE SMOOTH<br />
OF<br />
OF CORPORATE CHAINS OF COMMAND<br />
FUNCTIONING<br />
THE MANAGER HAS ASCRIBED AUTHORITY OR ACHIEVED<br />
WHETHER<br />
HIS DIRECTIVE MUST BE UNDERSTOOD, AND IF IT IS<br />
AUIHORITY<br />
WITH THE AIMS OF THE ORGANIZATION THE PROBABILITY<br />
COMPATIBLE<br />
ITS BEING OBEYED IS HIGH A MANAGER SHOULD HAVE NO<br />
OF<br />
CONFLICT IN THE SITUATION OF BEING BOTH A SUBORDINATE AND<br />
165<br />
PROVIDING HIS STATUS IS WELL DEFINED. MANAGERS MUST<br />
BOSS,<br />
THE KIND OF DIRECTION THAT SUBORDINATES FOLLOW<br />
PROVIDE<br />
THEY WANT IC, NOT BECAUSE ThEY HAVE TC ThE<br />
BECAUSE<br />
OF ALTHORITY IS NOT TO MAKE THE EMPLOYEES hAPPY<br />
IMPERATIVE<br />
TO MAKE THEM PRODUCTIVE<br />
BUT<br />
ANCNYMOUS<br />
0899<br />
VIDEOFILE SYSTEM<br />
THE<br />
IT ST, JANUARY, 1965<br />
DATAMATION<br />
INFORMATION-RETRIEVAL<br />
ARTICLE DISCUSSES NEW INFORMATION RETRIEVAL<br />
THE<br />
WHICH USES MAGNETIC VIDEO TAPE FOR STORING GOCUMENTS<br />
SYSTEM<br />
SYSTEM ACQUIRES AND STORES MATERIAL BY TELEVISION<br />
THE<br />
TELEVISION TAPE RECORDINGS THIS VIOEOFILE SYSTEM IS<br />
AND<br />
FIRST TO PROVIDE THE THREE REQUIREMENIS OF AN ACTIVE<br />
THE<br />
SYSTEM--FAST AUTOMATIC ACCESS, FLEXIBILITY IN<br />
STORAGE<br />
ND COMPRESSIGN OF STORED DATA<br />
UPDATING,<br />
ANONYMOLS<br />
CO0<br />
FORM SPEEDS ONE-SHOT PURCHASES<br />
COMBINATION<br />
VOL 58-3 78-80, FEBRUARY IT, 1965<br />
PURCHASING<br />
DRDER-FCRS<br />
TYPING,<br />
USING REQLISITICNS AS PURCHASE ORDERS, AND<br />
BY<br />
THE SYSTEM WITH A UNIQUE NUMBERING TECHNIQUE,<br />
COTROLLING<br />
H K PORTER PLANT TAKES TFE DRUDGERY OUT CF MISCELLANEOUS<br />
AN<br />
THE INNOVATION ELIMINATED REPEAT TYPING, ASSURED<br />
PURCHASES<br />
AND SAVED MONEY O FORMS<br />
ACCURACY,<br />
HAUSER, CC<br />
0901<br />
TAX PROBLEMS AND ESTATE PLANNING<br />
CORPORAIE<br />
JOLRNAL OF TAXAIION, VOL 22-2 92-97, FEBRLARY, 1965<br />
THE<br />
TFE PROPER USE OF THE CORPORATE FORM WITF<br />
SYNCHRONIZING<br />
SHAREHOLDER ESTATE PLANNING GOALS COVERS VAST AREA,<br />
THE<br />
MANY DIVERSE AND SPECIAL PROBLEMS MR HAUSER DISCUSSES<br />
WITH<br />
CORPORATE PROBLEMS WHICH ARE TYPICALLY ENCOUNTERED IN<br />
THOSE<br />
THE ESTATES OF STOCKHOLDERS IN CLOSELY HELD FAMILY<br />
PLAANIkG<br />
WHERE FAMILY CONTROL IS Tb CENTINUE DESPITE<br />
CORPORATIONS,<br />
DEATH OF THE PRINCIPLE SHAREHOLDER<br />
THE<br />
TO BE RESOLVED AT THE TIME DF INCORPORATION<br />
QUESTIONS<br />
DISCUSSED--AMONG THEM EQUITY VS DEBT RELATIENSHIPS AND<br />
ARE<br />
AND SINGLE CORPORATIONS THE AUTHOR ALSO PROBES<br />
MULTIPLE<br />
PROBLEMS, SPIN CFFS, STCK REDEMPTIONS AND<br />
RECRGANIZATIDN<br />
HOLDING COMPANIES AND THEIR RELATION TO ESTATE<br />
PERSONAL<br />
PLANINC<br />
BASSETI, GA<br />
COD2<br />
HOLMES AND THE CASE CE THE MISSING QUALIFICATIONS<br />
SHERLOCK<br />
JOURNAL VOL 4-2 80-B5, FEBRUARY, Ig65<br />
PERSONNEL<br />
SELECTION, RECRUITMENT, EVALUATION, QUALIFICATIONS<br />
TESTING,<br />
TO SORT CUT THE GOED JOB APPLICANT FROM THE POOR<br />
HOW<br />
THE JOB OF EVERY PERSONNEl MANAGER DIFFERENT APPROACHES<br />
IS<br />
BASES FOR SELECTION ARE DISCUSSED IN THIS ARTICLE<br />
AND<br />
CORRECT APPROACH WITH TESTING AND INTERVIEW DATA IS<br />
THE<br />
TREAT IT AS SAMPLED BEHAVIOR FROM WHICH TO PREDICT<br />
TO<br />
JOB BEHAVIOR IT IS PERHAPS TIME TU OEEMPPASIZE<br />
FUTURE<br />
FRALD DETECTION FUNCTION OF BACKGROUND INVESTIGATION<br />
THE<br />
TO CONCENTRATE CN ITS PREDICTIVE ASPECTS<br />
AND<br />
BACKGROUND DATA CAN TAKE A VARIETY OF<br />
GATHERING<br />
CALLS, LEITERS, CREDIT REPORTS OR FORMAL<br />
APPROACHES--PHONE<br />
MAY BE USED CAREFUL ATTENTION TO THE<br />
INVESTIGATION<br />
OF INFORMATION, FOLLOW-UP STUDY ON REFERENCE<br />
RELIABILITY<br />
AND ASSLRANCE TE EACH RESPCNDANT MAY BE MGRE<br />
INFORMATION<br />
THAN TESTING<br />
VALID<br />
APPROACH PERHAPS IS TC USE A STANDARD<br />
BETTER<br />
ON EVERYONE FOR ANY CLASS OR LEVEL CF JOBS<br />
EVALUATION<br />
HARTMAN, RI<br />
003<br />
MANPOWER PLANNING--A KEY TD SURVIVAL<br />
MANAGERIAL<br />
JOURNAL VDL 44-2 86-91, FEBRUARY, TO65<br />
PERSONNEL<br />
PERFORMANCE-APPRAISAL, EVALUATION<br />
ORGANIZATIONAL,<br />
IMPENDING SHORTAGE OF MANAGEBIAL TALENT IN THIS<br />
THE<br />
CAN BE OVERCOME ONLY IF ORGANIZATIONS TODAY PREPARE<br />
COUNTRY<br />
HOR THE SUCCESSFUL DEVELOPMENT OF MANAGERIAL MANPOWER<br />
PLANS<br />
PROVIDE CONTINUATION OF COMPETENT MANAGERIAL PERSONNEL<br />
TO<br />
CESSFUL MANAGERIAL MANPOWER PLANNING CAN BE<br />
SL<br />
BY THE PERFORMANCE OF THE FOLLOWING ACTIVITIES-<br />
ACCOMPLISHED<br />
OF ORGANIZATIONAL REQUIREMENTS<br />
DETERMINATION<br />
PERFORMANCE APPRAISAL,<br />
MANAGERIAL<br />
DEVELOPMENT PROGRAMS<br />
4<br />
OF THE ABOVE ACTIVITIES IS GONE INTO IN DEPTH.<br />
EACh<br />
CHART IS USED AS AN EXAMPLE OF MANAGERIAL INVENTOYR<br />
A<br />
A PARTICULAR DEPARTMENT<br />
IN<br />
HOWELL, W<br />
C04<br />
OF GENERALLY ACCEPTED ACCOUNTING PRINCIPLES<br />
INVENTORY<br />
JOURNAL OF ACCCUNTANCY, VOL II9-3 29-5, MARCH, 1965<br />
THE<br />
ARTICLE PRESENTS A REVIEW AND EVALUATION OF AC-'<br />
THIS<br />
RESEARCH STUDY NO BY THE FIRST CHARIMAN OF THE<br />
COLNTING<br />
PRINCIPLES BOARD IT ALSO COMMENTS C SPECIFIC<br />
ACCOUNTING<br />
OF THE INVENTORY, REASONABLY CLEAR OUTLINE CF THE<br />
FEATURES<br />
UF FINANCIAL ACCOUNTING AS IT STANDS TODAY THE<br />
FRAMEWORK<br />
FEELS THAT THIS NEW WORK SHOULD BE EXTREMELY HELPFUL<br />
AUTHOR<br />
THE ACCOUNTING PRINCIPLES BOARD IN DETERMINING WHICH OF<br />
FOR<br />
BULLETINS OF THE FORMER CDMMITTEE ON ACCOUNTING PROCE-'<br />
THE<br />
SHOULD BE MAINTAINED IT SHOULD ALSO IMPLEMENT THE<br />
DGRE<br />
OF PRACTICE AND THEORY<br />
BLENDING<br />
ARTICLE DISCUSSES OTHER ASPECTS OF STUDY NO T, A-'<br />
THE<br />
THEM PRICE-LEVEL CHANGES, SUBSTANTIAL AUTHORITATIVE<br />
MONG<br />
FOR PRINCIPLES, SOURCES OTHER THAN EXPERIENCE, THE<br />
SUPPORT<br />
OF HISTORICAL FINANCIAL STATEMENTS AS A BASIS<br />
LIMITATIONS<br />
INVESTMENT DECISIONS, ALTERNATIVE ACCOUNTING METHODS,<br />
FOR<br />
SEVERAL MINOR POINTS NOTED IN REVIEWING THE INVENTORY<br />
AND<br />
BURNS, AF<br />
C05<br />
AND PRICES BY FORMULA<br />
WAGES<br />
HARVARO BUSINESS REVIEW ) 55-5@, MARCH-APRIL, Ig55<br />
AUTHOR CLAIMS THAT THE CRITICAL NEED IS NOT FOR<br />
THE<br />
FOR MANAGEMENT IN WAGES AND PRICES, BUT FOR<br />
GUIDELINES<br />
IN FORMULATING ITS OWN ECONOMIC POLICIES<br />
WASHINGTON<br />
GENERAL GUIDEPOSTS FOR WAGES ANC PRICES HAD THE<br />
IF
INTENDED, THE AUTHOR BELIEVES THAT THEY COULD<br />
INFLUENCE<br />
THE FORCES OF COMPETITION, BECOME A DRAG ON<br />
THROTTLE<br />
GROWTH ANC EFFICIENCY, AND LEAD TO AN ECONOMY<br />
ECONOMIC<br />
IS ALMOST INDISTINGUISHABLE FROM ONE IN WHICH WAGES<br />
WHICH<br />
PRICES ARE FIXED BY GOVERNMENT<br />
AND<br />
THE INTENDED EFFECT OF AVOIDING INFLATION AND<br />
THUS,<br />
MORE RESPONSIBLE LABCR-MANAGEMENT LEADERSHIP<br />
PROVIDING<br />
NOT RESULT UNLESS SENSIBLE GUIDELINES FOR MONETARY<br />
WILL<br />
FISCAL POLICIES ARE BASED LPON THE RELATION BETWEEN<br />
AND<br />
NUMBER OF UNEMPLOYED AND THE NUMBER OF JOB VACANCIES.<br />
THE<br />
GUIDELINE IS MERELY A CREAM NOW, BUT hOPEFULLY WIll<br />
THIS<br />
POSSIBLE IN A FEW YEARS<br />
BE<br />
OOIORNE, GS.<br />
EgO6<br />
S MOTIVATION MUDDLE<br />
MANAGEMENT<br />
BUSINESS REVIEW, VCL XVII-2 2T-32 MARCH, 1965<br />
MICHIGAN<br />
JOB-BEHAVIOR<br />
IS MISUNDERSTOOD, HIS-USED, AND MIS-APPlIED<br />
MOTIVATION<br />
MANAGEMENT, MR OOIORNE RELIEVES HIS ARTICLE SUGGESTS<br />
BY<br />
HAS BEEN AN ATTEMPT TO EXPLAIN JOB BEHA-'<br />
MOTIVATION<br />
BUT UNSUCCESSFULLY THE FOCUS, RATHER SHOULD BE ON<br />
VIOR,<br />
MANAGEMENT BEHAVIOR AND THE STIMULI THAT SHAPE IT<br />
CHANGING<br />
MOTIVATION SHOULD NGT BE CGNSIDERED A CURE FOR JOB<br />
2<br />
PROBLEMS BECAUSE THESE PROBLEMS ARE NCI UNDERSTOOD<br />
BEHAVIOR<br />
TEACHING OF MOTIVATION OFTEN AIMS AT AMATEUR PSYCH-'<br />
3.<br />
ANO A RESENTED INVASION OF PRIVACY<br />
OLOGY<br />
AS A PROPOSED EXPLANATION OF JOB BEHAVIOR IS<br />
MOIIVATION<br />
FAULTY AND MAY EVEN CONSIITUTE MISUNDERSTANDING THE<br />
OFTEN<br />
RELIABLE OF THE FINDINGS OF BEHAVIORAL RESEARCH ARE<br />
MORE<br />
TO PHYSICAL MOTIVES, ACQUIRED, SOCIAL, SECONDARY<br />
RELATED<br />
OR PSYCHOGENIC MOTIVES, WITH A CONCLUSION THAT WE<br />
LEARNED<br />
LEARN MORE ABOUT BEHAVIORAL RESEARCH AND USE AND TALK<br />
SHOULD<br />
II LESS THE PRACTICAL AND PHILOSOPHICAL UNIQUENESS<br />
ABOUT<br />
MAN IN GENERAL AND IN THE CORPORATION IS DISCUSSED<br />
OF<br />
DELBECQ, AL<br />
0907<br />
LEADERSHIP STYLES IN PROBLEM-SOLVING CONFERENCE-'<br />
MANAGERIAL<br />
OF MANAGEMENT JOURNAL, VOL ?-4 255-268, DEC, 1964<br />
ACADEMY<br />
ARTICLE DESCRIBES A STUDY OF EFFECTIVE MANAGEMENT<br />
THIS<br />
IN CONFERENCE GROUPS WHICH WERE HE10 WITHIN A<br />
LEADERSHIP<br />
ORGANIZATION AND DEALT WITH A DECISION-TASK<br />
BUREAUCRATIC<br />
JUDGEMENT AND HEURISTIC PROBlEM-SOLVING<br />
NECESSITATING<br />
CONCLUSIONS OF PRIOR RESEARCH IS PRESENTED IN PRO-'<br />
THE<br />
FORM, FOllOWED BY DISCUSSION OF THE STUDIES SUP-'<br />
POSITIONAL<br />
THESE PROPOSITIONS THE CENTRAL HYPOTHESIS OF IHE<br />
PORTING<br />
STUDY IS STATED AND EXPLORED ACCOMPANIED BY SEVERAl<br />
RESEARCH<br />
MR DELBECQ THEORY IS AS FOLLOWS--A DEFINITION<br />
COROLLARIES<br />
ROLE OF EXPECTATIONS BY THE LEADER BASED ON THE LOGIC DF<br />
RF<br />
GROUP TASK IN A JUDGMENTAL CONFERENCE |REQUIRED SOLUTION<br />
THE<br />
WIll RESULT IN A GREATER DISPERSION OF lEADERSHIP<br />
STRATEGY)<br />
IHROUGHOUT THE GROUP THAN WOULD OTHERWISE BE THE CASE,<br />
ACTS<br />
FACILITATING A MOVEMENT TOWARD THE COLLEGIUM TYPE OF<br />
THUS<br />
IMPLICIT IN THE JUDGMENTAL SOLUTION STRATEGY<br />
BEHAVIOR<br />
BROWN, DS<br />
0908<br />
VIEWS OF INEFFECTIVE EXECUTIVE BEHAVIOR<br />
SUBORDINATES<br />
OF MANAGEMENT JOURNAL, VCL 7-4 288-299, DEC 1964<br />
ACADEMY<br />
ARTICLE DESCRIBES A SURVEY WHICH EXPLORED CERTAIN<br />
THIS<br />
OF INEFFECTIVE SUPERVISION THE CHARACTERISTICS MOST<br />
ASPECTS<br />
CITED INVOLVED FAILURE TO RECOGNIZE AND MAKE USE<br />
FREQUENTLY<br />
THE FULL CAPABILITIES OF OTHERS. RESPONDENTS ALSO MEN-'<br />
OF<br />
LACK OF CONFIDENCE BY THE SUBORDINATES CREATED BY THE<br />
TIONED<br />
AND POOR PERSONAL HABITS<br />
BOSS,<br />
OF BEHAVIOR OF SUPERIORS WERE GIVEN BY RES-'<br />
EXAMPLES<br />
THE MOST COMMON BEING DEGREDATION OF SUBORDINATES.<br />
PONDENTS,<br />
SUCH BEHAVIOR EXISTED, IT WAS WIDELY DISCUSSED BY<br />
WHERE<br />
SUBORDINATES.<br />
FOR ALLOWING SUCH BEHAVIOR WERE SUCGESTEO--UN-'<br />
REASONS<br />
TO BELIEVE IT UNAWARENESS, AND INCOMPETENCE TO<br />
WILLINGNESS<br />
WITH IT.<br />
DEAL<br />
ARE CRITICAL OF THEIR SUPERIORS FOR A WIDE<br />
SUBORDINATES<br />
OF REASONS, THE ARTICLE EMPHASIZES THESE REASONS<br />
VARIETY<br />
SHOWN IN A NUMBER OF TABULATIONS<br />
ARE<br />
MILES, RE.<br />
0909<br />
TOWARD MANAGEMENT THEORY AS A FACTOR IN MANAGERS<br />
ATTITUDES<br />
RELAIIONSHIPS WIIH THEIR SUPERIORS<br />
STUDY REPORTED IN THIS ARTICLE EXAMINED THE SUG-'<br />
THE<br />
RELATIONSHIp BETWEEN THE ATTITUDES, ASSUMPTIONS, AND<br />
GESTED<br />
WHICH A MANAGER HOLOS AND THE AMOUNT OF SUPPORT AND<br />
THEORIES<br />
HE RECEIVES FROM HIS OWN SUPERIOR THE HYPOTHESIS<br />
HELP<br />
WAS THAT HIGH-RATED SUBORDINATE MANAGERS, WHOSE<br />
TESTED<br />
AND SUGGESIIONS MOST PREFERRED BY THEIR SUPERIOR<br />
JUDGMENT<br />
AITITUDES TOWARD MANAGEMENT CONCEPTS AND IHEORIES MORE<br />
HAVE<br />
TO thOSE OF THEIR SUPERIORS THAN DO THEIR LOWER<br />
SIMILAR<br />
FELLOW MANAGERS<br />
RATED<br />
WERE AS EXPECTED TABULATION OF THESE FINDINGS<br />
FINDINGS<br />
GIVEN IN A COMPREHENSIVE CHART RESULTS DO NOT SHOW<br />
IS<br />
SIMILARITY OF OPINION IS A REASON FOR OR A BY-PRO-'<br />
WHETHER<br />
OF THE RANKING SIMILARITY OF ATTITUDES IS FURTHER EX-'<br />
DUCT<br />
PLCRED.<br />
JACKSON, EW<br />
0910<br />
YARDSTICKS FOR CREATIVITY<br />
HUNTING<br />
MANAGEMENT REVIEW, VOL 54-3 38-1 MARCHt 1965<br />
GOVERNMENT AND INDUSTRY HIGHLY PRIZE CREATIVITY,<br />
THE<br />
HAVE BOTH SPONSORED A GREAT DEAL OF RESEARCh CREATIVITY<br />
AND<br />
ARE OF TWO GENERAL TYPES--THOSE MEASURING PERFORMANCE<br />
TESTS<br />
THOSE ASSESSING CREATIVE PERSONALITY AND BEHAVIOR EX-'<br />
AND<br />
OF SEVERAL TESTS ARE GIVEN IN THE ARTICLE<br />
AMPLES<br />
VARIOUS STUDIES HAVE INDICATED THAT--<br />
THE<br />
CREATIVITY IS THE ABILITY TO MAKE NEW COMBINATIONS--IT<br />
I)<br />
PROBLEM-SOLVING.<br />
IS<br />
CREATIVE PERSONS PREFER COMPLEXITY, INDEPENDENCE AND<br />
2)<br />
VARIETY.<br />
CREATIVE MEN ARE MORE EMOTIONAL AND SENSITIVE<br />
3)<br />
CREATIVITY IS HINDERED, NOT HELPED, BY MENTAL ILLNESS<br />
5)<br />
166<br />
NEUROTIC CONFLICT<br />
AND<br />
SHAW, SJ<br />
091[<br />
SCIENCE OFFERS FRESH INSIGHTS ON NEW PRODUCT<br />
BEHAVIORAL<br />
ACCEPTANCE<br />
JOLRNAL OF MARKETING 29 9-13, JANUARY, [965<br />
ESTIMATED 90 PERCENT OF ALL NEW PRODUCTS FAIl<br />
AN<br />
FOUR YEARS OF THEIR INTRODUCTION THE AUTHOR CLAIMS<br />
WITHIN<br />
THIS IS NOI BECAUSE CONSUMER BEHAVIOR IS FICKLE AND<br />
THAT<br />
BUT RATHER THAT MARKETING MANAGERS DO NOT<br />
UNPREOICTABLEt<br />
UNDERSTAND THE PROCESSES BY WHICH CONSUMERS ACCEPT<br />
FULLY<br />
REJECT AN INNOVAIION<br />
DR<br />
HIS ARTICLE HE INDICATES WHAT THE CONTRIBUTIONS<br />
IN<br />
THE BEHAVIORAL SCIENCES MIGHT BE FOR EXAMPLE, THE<br />
OF<br />
GROUP LEADERS ARE WHO INFLUENCE THE SPREAD AND<br />
SMALL<br />
OF INNOVATIONS, WHAT THE NATURE OF THE INNOVATION<br />
ADOPTION<br />
IS, AND WHICH ATTRIBUTES OF THE INNOVATION ITSELF<br />
PROCESS<br />
ITS RATE OF ADOPTION THE ANSWERS TO THE ABOVE<br />
INFLUENCE<br />
HELP TC IDENTIFY TASTEMAKERS, TO COMPARE THE<br />
PROBLEMS<br />
ECONOMIC OR SOCIAL ADVANTAGES OF THE PRODUCT AND<br />
RELATIVE<br />
TO COMMUNICATE THE NEW IDEA<br />
HELP<br />
OARR, JW<br />
09[2<br />
MANAGEMENT-AS-A-PROCESS CONCEPT<br />
THE<br />
MANAGEMENT REVIEW VOL 6-[. 4[-49 FALL, [964<br />
INDLSTRIA1<br />
AGREEING THAT AS OF NOW THERE IS NO GENERAL<br />
AFTER<br />
OF MANAGEMENT, THE AUTHOR PROPOSES THAT A MEANINGFUL<br />
THEORY<br />
OF THE USABILITY OF THE PROCESS THEORY OF<br />
DEMONSTRATION<br />
CAN BE MADE HE IDENTIFIES AND DISCUSSES THE SIX<br />
MANAGEMENT<br />
OF MANAGEMENT THEORY AS LISTED BY KOONTZ<br />
SCHEOLS<br />
MANAGEMENT-PROCESS SCHOOL REGARDS MANAGEMENT AS<br />
THE<br />
UNIVERSAL IN THAT THE PRACTICE OF MANAGEMENT IS<br />
BEING<br />
THE SAME REGARDLESS OF THE GOALS TO BE ACHIEVED<br />
ESSENTIALLY<br />
THE RESPONSIBILITY-AUTHCRITY LEVELS OF PARTICIPATION<br />
AND<br />
THE GOAL-SEEKING GROUP HE CONCLUDES HIS ARGUEMENT<br />
WIIHIN<br />
THAT THE CONCEPTUALIZATION, APPLICATION AND PRACTICE<br />
STATING<br />
MANAGEMENT AS A PROCESS APPEARS TO PROVIDE FOUNDATION<br />
OF<br />
THE ACHIEVEMENT OF SERVICE, SOCIAL AND PROFIT<br />
FOR<br />
OBJECTIVES<br />
ANONYMOUS<br />
C913<br />
REPORTS--A CBS SPECIAL<br />
PERSONNEL<br />
AUTOMATION VOL [2-3. 51-53, MARCH, 1965<br />
BUSINESS<br />
SELECTION, EVALUATION<br />
COCING<br />
BROADCASTING COMPANY HAS DEVELOPED AN ALL PURPOSE<br />
THIS<br />
PROGRAM THAT MAKES IT ECONOMICALLY FEASIBLE TO<br />
COMPUTER<br />
VARYING COMBINAEIDNS OF DAIA FROM EMPLOYEE MASTER<br />
RETRIEVE<br />
FOR SPECIAL REPORTS INFGRMATION SUCH AS SKILLS,<br />
RECORDS<br />
LEVEL, LOCATION, IS EASILY OBTAINABLE AND THE<br />
EDUCATIONAL<br />
HAS PROVED INVALUABLE IN SOLVING PROBLEMS IN THIS<br />
SYSTEM<br />
AREA<br />
METHOD INVELVES A MINIMUM OF TIME AND EFFORT BY THE<br />
THE<br />
PROCESSING GROUP AND ENABLES THE REQUESTING INDIVIDUAL<br />
DAIA<br />
WRITE HIS OWN INSIRUCTIOkS ON A CODING SHEET. STUDIES CAN<br />
TO<br />
MADE TO ASSIST IN REVIEWING PROMCTION PGSSIBILITIES, TC<br />
BE<br />
AND CONIROL OVERTIME BY DEPARTMENTS ANC TO PROJECT<br />
ANALYZE<br />
BUDGETS<br />
DEPARTMENT<br />
FUTURE USES OF ThE hEW PRDCEEDURE ARE EXECUIIVE<br />
AMCNG<br />
SEARCHES AND AUTOMATIC CREATION CF AN INTERNAL<br />
TALENT<br />
TELEPHONE DIRECTORY<br />
CORPORATE<br />
NIEDERHOFFER, V<br />
C914<br />
OF STOCK PRICES<br />
CLUSTERING<br />
RESEARCH, VOL [-2 258-265, MARCH-APRIL, [965<br />
OPERATIONS<br />
STUDY CONTAINS DATA THAT THROW SUBSTANTIAL DOUBT<br />
THIS<br />
THE APPLICABILITY OF THE RANDOM WLAK MODEL TC STOCK<br />
ON<br />
SAMPLES CF THE BOOKS CF THE SPECIALIST INDICATE THAT<br />
PRICES<br />
MARKET DECISION MAKERS PLACE THEIR LIMIT AND STOP AT<br />
STOCK<br />
WITH WHICH THEY ARE ACCUSTOMED TO DEAL CONGESTION<br />
NUMBERS<br />
LIMIT ORDERS, IN COMBINATION WITH THE SPECIALIST S RE-'<br />
OF<br />
TO TRACE FOR HIS OWN ACCOUNT, CREATES A SITUATION<br />
LUCTANCE<br />
HIGHER PRICED ISSUES TRADE MAINLY AT THE INTEGERS.<br />
WHERE<br />
SAMPLES OF TWO HUNDRED LOW PRICED ISSUES UNCHANGED<br />
SIX<br />
THE DAY, AND TWC SAMPLES OF ISSUES STAIIONARY UNTIL NCCN<br />
FOR<br />
THAT THESE PRICES SETTLE AT ROUND NUMBERS INTEL-'<br />
INDICATE<br />
TRADING OF FLOOR TRACERS AND SPECIALISTS CAUSES THE<br />
LIGENT<br />
OF HIGHS ANO LOWS TO BE GREATER THAN AT ?/B AND LESS<br />
RATIO<br />
AT [/8<br />
THAN<br />
BARRATI, G<br />
09[5<br />
IMPORTANCE OF STATEMENT 33<br />
THE<br />
THE ARTHUR ANDERSEN CHRONICLE VOl 25-2 20-28, APRIL, [965<br />
PURPOSE OF THIS ARTICLE IS TO STIMULATE DISCUSSION<br />
THE<br />
STATEMENT 33 WITHIN THE ACCOUNTING PROFESSION TO PROMOTE<br />
OF<br />
BETTER UNDERSTANDING OF THE RESPONSIBILITIES OF THE CPA<br />
A<br />
THE SIGNIFICANCE OF THE AUDITORS OPINION ON HIS<br />
AND<br />
OF FINANCIAL STATEMENTS THE SUBJECT MATTER IN<br />
EXAMINATION<br />
33 IS PRESENTED IN RELATIO OT THE TEN GENERALLY<br />
SIAIEMENT<br />
AUDITING STANDARDS WHICH HAVE BEEN APPROVED AND<br />
ACCEPTED<br />
BY THE MEMBERSHIP OF THE AICPA<br />
ADOPTED<br />
MCDANIE1, CD<br />
0916<br />
COMMON MARKEI TODAY<br />
THE<br />
THE ARIHUR ANDERSEN CHRONICLE VOL 25-2 7-11, APRIL, 1965.<br />
ARTICLE TRACES THE GROWIH OF THE CDMMCN MARKET TO<br />
THIS<br />
PRESENT STAIE A SHORT DISCUSSION ON THE PROBLEMS IT<br />
ITS<br />
TODAY SUCH AS SQUEEZING OF PROFIT MARGINS, HARDENING<br />
FACES<br />
INTEREST RATES ANC INCREASING LABOR DEMANDS LEADS INTO<br />
OF<br />
SPECULATIONS ON THE FUTURE<br />
SOME<br />
THE COMMON MARKET DEVELOPS IT WIll GENERATE A GREAT<br />
AS<br />
OF ITS OWN PURCHASING POWER AND OFFER A VERY LARGE<br />
DEAL<br />
IN MANY LINES BEFORE IT REACHES SATURATION POINT AT<br />
FIELD<br />
SAME TIME, AS MANUFACTURING OPERATICNS BECOME<br />
THE<br />
INIO LARGER UNITS WITH INCREASED USE OF PGWER<br />
CONSOLICATED<br />
A LESSER DEPENDENCE UPON MANUAL LABOR, WE ARE GOING TO<br />
AND<br />
FACED WITH SOME REAL COMPETITION BUSINESS IS BECOMING<br />
BE
INTERNATICNAL ALL THE TIMEr AND WHETHER OUR COMPANIES<br />
MORE<br />
THIS COMPETITION IN THE COMMON MARKET ITSELF, CN<br />
MEET<br />
GROUNO, OR wAIT FOR ITS PRODUCTS TO INVAOE OUR<br />
NEUTRAL<br />
WILL BECOME AN INCREASINGLY IMPORTANT FACTOR IN THE<br />
MARKETS<br />
OF AMERICAN BbSINESS<br />
FUTLRE<br />
NM<br />
HANSEN,<br />
INVESTMENT IN AN AGGLOMERATION<br />
MUNICIPAL<br />
ECONOMICS VOL 41-I 49-56, FEBRUARY 1965<br />
LAND<br />
PAPER DEVELOPS A GENERAL METROPOLITAN<br />
THIS<br />
PROTOTYPE AND EXAMINES ITS CONSEQUENCES FOR<br />
AGGLOMERATION<br />
MUNICIPAL INVESTMENT THE GIVISION OF<br />
INTRA-AGGLOMERATICN<br />
INVESTMENT INTO SOCIAL AND ECONOMIC CCMPONENTS HELPS<br />
TOTAL<br />
THE GENERAL ANALYSIS THE PROTOTYPE IS THEN<br />
CLARIFY<br />
IN LIGHT OF EMPIRICAL EVIDENCE FROM THE BELGIAN<br />
EXAMINED<br />
OF EAST FLANDERS<br />
PRIVINCE<br />
PRESENT ANALYSIS MAY HELP TO EXPLAIN SOME OF THE<br />
THE<br />
EVIDENCE WHICH HAS ARISEN OUT OF STUDIES OF<br />
CONTRADICTORY<br />
URBAN AGGLCMERATIONS THE RESULTS SUGGEST THAT THE<br />
AMERICAN<br />
CITY DOES SUPPORT A NET BURDEN, IN RELATION TO THE<br />
CENTRAL<br />
METROPOLITAN AREA THE DATA OF THIS STUDY<br />
SURRDbNDING<br />
THAT THE CENTRAL CITY IS NOT SURROUNDED BY A<br />
INDICATE<br />
GROUP OF SUBURBS AND THAT PROBLEMS EF URBAN<br />
HOMOGENEOUS<br />
FINANCE CANNOT BE ANALYZED DR SOLVED ON THIS BASIS.<br />
CAPITAL<br />
LM SEASTDNE, CA<br />
HARTMAN,<br />
GOALS AND ORGANIZATION OF DECISION-MAKING FOR THE<br />
WELFARE<br />
OF WATER RESOURCES<br />
ALLOCATION<br />
LANO ECONOMICS VCL 4I-i 21-30, FEBRUARY, I965<br />
PURPOSE OF THIS PAPER IS TO IDENTIFY, DESCRIBE, AND<br />
THE<br />
INSTITUTIONAL ARRANGEMENTS FOR TRANSFERRING WATER<br />
APPRIASE<br />
bSES IT IS CONCERNED WITH DECISION REGARDING WATER<br />
AMONG<br />
WHERE EFFICIENCY PROBLEMS ARE IMPORTANT<br />
USE<br />
APPEARS THAT PUBLIC PROPRIETORYSHIPS AS THEY HAVE<br />
IT<br />
IN CALIFORNIA AND AS THEY HAVE BEEN DISCUSSED BY<br />
DEVELOPED<br />
AND BREWER, OFFER THE GREATEST POTENTIAL FOR ACPIEVINC<br />
SMITH<br />
EFFICIENT USE CF WATER RESObRCES THESE DISTRICT<br />
AN<br />
CAN ENCOMPASS MANY USES AND OFFER POTENTIAL<br />
ORGANIZATIONS<br />
BRINGING THE ECONOMIC INTERESTS AFFECTED BY A CHANGE IN<br />
FOR<br />
INIO THE DECISION PROCESS THE PUBLIC DISTRICT SERVES<br />
USE<br />
WATER RESObRCE DEVELOPMENT AND ALLOCATION OBJECTIVES,<br />
BOTH<br />
AFFCROS A FRAMEWCRK FOR THE PROCESS OF INTERNAL<br />
AND<br />
OECISION-MAKING IN THE COMMUNITY THIS<br />
POLITICAL<br />
HAS THE POTENTIAL TO ACHIEVE EFFICIENT TRANSFER<br />
ORGANIZATION<br />
IS DESERVING OF CONTINUED STbDY<br />
AND<br />
R MACDONALD, GD<br />
TOLGH,<br />
NEW ZONING AND NEW YORK CIIYS NEW LOOK<br />
THE<br />
LAND ECCNOMICS VCL I-i I-48, FEBRUARY, 1965<br />
YORK CITY NOW HAS AN ORDINANCE BASED 0N A SERIES OF<br />
NEW<br />
PRINCIPLES AND EMBODYING TYPES OF REGULATIONS WHICh<br />
ADVANCED<br />
ENFORCED, WILl CHANGE THE LAND USE WITHIN THE METROPOLIS<br />
IF<br />
EXPERIENCE TO DATE, HOWEVER, INDICATES THAT CONTINUOUS<br />
THE<br />
WILL BE MADE TO NEGATE THE EFFECTS OF ThE NEW<br />
EFFORTS<br />
THE CONTINUED CRITICISMS BY SPECIAL INTEREST<br />
LEGISLATION<br />
ALSO INDICAIES THAT PUBLIC OPINION IS FAR FROM CLEAR<br />
GROUPS<br />
ON THE VALUES OF THE NEW LAW FROM THE INDIVIDUAL POINT<br />
CUT<br />
VIEW, THE NEW ORDINANCE WILL EFFECT MONETARY LOSSES FROM<br />
OF<br />
PUOLIC POINT CF VIEW, A NEW TYPE OF SYMBOLIC BUILDING,<br />
THE<br />
WHICH REPRESENTS A LESS CROWDED AND A MORE RATIONAL USE<br />
ONE<br />
LAND IS POSSIBLE FURTHERMORE, IT MAKES POSSIBLE A CITY<br />
OF<br />
OPEN SPACES, SUNLIGHT AND ATTRACTIVE ARCHITECTURE THE<br />
OF<br />
OF A NEW ERA IN LRBAN DEVELOPMENT<br />
FORERUNNER<br />
H<br />
MATEER<br />
ALLOCATION--A MACRO APPROACH<br />
TAX<br />
THE ACCOUNTING REVIEW, VOL 40 NO JULY 1965, 4 PAGES<br />
DISCUSSES HIS APPROACH TO PROBLEM OF DETERMININC<br />
ALTHOR<br />
AMOUNT OF TAX TO DEDUCT IN OBTAINING A NET--INCOME FIG-'<br />
THE<br />
FOR FINANCIAL STATEMENTS BEFORE--TAX INCOME DETERMINA-'<br />
URE<br />
IS NO PROBLEM AS ONE ONLY HAS TO DECIDE ON A DEPRECIA-'<br />
TICN<br />
METHOD<br />
TICN<br />
HIS APPROACH, HE ATTEMPTS TO SHOW THAT INCOME TAXES<br />
IN<br />
PROPERLY CLASSIFIED AS EXPENSES BECAUSE THEY DO HAVE<br />
ARE<br />
AND THEY DO CONTRIBUTE TC REVENUES AS SUCH, A TRUE<br />
VALUE<br />
LIABILITY SHOULD BE DETERMINABLE AND AMOUNTS DIFFERENT<br />
TAX<br />
ACTUAL CASH ASSESSMENTS SHOULD BE ALLOCATED TO OTHER<br />
FROM<br />
PERIODS<br />
ACCOUNTING<br />
H W<br />
ROBINSON,<br />
WAITING FOR THE MULTIPLE-ACCESS COMPUTER<br />
NORTH<br />
PROCESSING, VOL 7-9, SEPTEMBER 1965, 4 PAGES<br />
DAIA<br />
ROBINSON FCRSEES THE ADVENT OF COMPUTERS WHICH CAN<br />
OR<br />
USED BY A GREAT NbMBER OF USERS AT THE SAME TIME EACH<br />
BE<br />
WILL EXPERIENCE INSTANIANEOUS, UNDISTURBED ACCESS TO<br />
USER<br />
PROMPT SERVICE FROM THE SYSTEM WITH MAXIMUM EFFICIENCY<br />
AND<br />
USE INSTEAD OF MANY INSIALLATIONS, A HUGE CENTRAL, MUL-'<br />
OF<br />
COMPLTER WILL PERFORM TASKS WITH LOWER TGTAL<br />
TIPLE-ACCESS<br />
PER PERSON OPERATING COSTS<br />
AND<br />
MANY FIRMS HAVE BEGUN DEVELOPING MULTIPLE-'<br />
CURRENTLY,<br />
COMPUTERS WITH MANY PILET PROJECTS ALREADY IN SERVICE<br />
ACCESS<br />
ARE THAT MAC WILL RESULT IN EXTENSIONS OF USERS<br />
INDICATIONS<br />
CAPABILITIES<br />
INTELLECTUAL<br />
ECONOMIC SIGNIFICANCE OF MAC IS THE GREAT BREAK-'<br />
THE<br />
IN COST-PER-CALCULATIO CORPORATIONS WILL ALSO FIND<br />
THROUGh<br />
INSTALLATION OVERHEAD DISAPPEARING THERE WILL BE A<br />
COMPUTER<br />
INCREASE IN THE ROLE OF THE SERVICE BUREAU HOWEVER,<br />
GREAT<br />
MAY BE MANY YEARS BEFORE MULTIPLE-ACCESS-COMPUTERS CAN BE<br />
IT<br />
COMMERCIALLY FEASIBLE<br />
PROVED<br />
R<br />
CAITANEO,<br />
SEMINAR IN PRINT<br />
TIME-SHARING<br />
PROCESSING, VOL 7-9, SEPTEMBER 1965, 6 PAGES<br />
DATA<br />
PURPOSE OF THIS ARTICLE IS TG EXPLAIN THE GROWTH OF<br />
THE<br />
IN COMPLTER TIME-SHARING THIS IS A METHOD OF COM-'<br />
INTEREST<br />
MUTER OPERATION WHICH PERMITS ON-LINE, REAL-TIME COMPUTER<br />
167<br />
BY MANY USERS SIMULTANEOUSLY, GIVING EACH USER PROCES-'<br />
USE<br />
TIME WHEN HE NEEDS IT<br />
SING<br />
INCREASING COMPUTING SPEED, IDLE COMPUTER TIME<br />
WITH<br />
A PROBLEM TO COMBAT THIS INEFFICIENCY, TIME-SHARING<br />
BECAME<br />
ECONOMICALLY ESSENTIAL<br />
BECAME<br />
WITH TIME-SHARING OPERATIONS SUGGEST A<br />
EXPERIENCES<br />
TOWARD MEMORY-CENTERED, AS OPPOSED TO PROCESSOR-CEN<br />
TREND<br />
SYSTEMS hEW COMPUTER HARDWARE AND SOFTWARE DEVELOP-'<br />
TERED<br />
HAVE SOLVED PROBLEMS INVOLVING STCRAGE PROTECTION AND<br />
PENIS<br />
COMMbNICATIONS<br />
MAN-MACHINE<br />
SHARING SYSTEMS USED IN COMMERCIAL AND SCIENTIFIC<br />
TIME<br />
PERMITS LOWER USER COSTS WITH HIGHER, FASTER<br />
APPLICATIONS<br />
NEW TECHNIQUES REQUIRE NEW TIME-SHARING SOLUTIONS<br />
RETURNS<br />
COMPLTER APPLICATIONS GRCWo<br />
AS<br />
WEISS, A<br />
0923<br />
USE OF COLORS IC IMPROVE OPERATING EFFICIENCY<br />
THE<br />
NEW YORK CERTIFIED PUBLIC ACCOUNTANT, VOL 35, I0<br />
THE<br />
1965, PAGES<br />
OCTOBER<br />
CODING, FILING, CLERICAL<br />
TRAINING,<br />
USEFULLNESS OF COLOR IN FORMS, ON FILES, ATTACH<br />
THE<br />
TO MERCHANDISE AND EQbIPMENT AND OTHER RESPECTS IS<br />
PENIS<br />
FASCINATING AS A MEANS OF IMPROVING OPERATING EFFIC-'<br />
TRbLY<br />
IN OFFICE AND FACTORY WEISS PRESENTS A SKETCH OF THE<br />
IENCY<br />
USES OF COLOR Ih THESE AREAS<br />
MANY<br />
CODING IS USED TC SAVE TIME AND EFFORT IN<br />
COLOR<br />
ITEMS, TO PERMIT SIGHT-CHECKS FOR CORRECTION OF<br />
IDENTIFYING<br />
GR SORTING ERRORS, TO FACILITATE FILING AND THE RE-'<br />
FILING<br />
OF ITEMS TC FILES, TO ALERT PERSONNEL TO ACTION SIT-'<br />
TURN<br />
EXCEPTIONS, OR PRIORITIES, TO CLASSIFY INFORMATION<br />
UATIONS,<br />
SEVERAL WAYS SIMbLTANEOUSLY BY USING BACKGROUND COLORS<br />
IN<br />
STRIPES AS INDICATORS OF THE VARIOUS CATEGORIES, TO<br />
ANO<br />
PRESENTATIONS, ANG TC REDUCE TRAINING TIME FOR<br />
DRAMATIZE<br />
PERSONNEL<br />
NEW<br />
DIAMOND, D<br />
C92<br />
SHIFTS IN NEGRO EMPLOYMENT<br />
OCCUPATIONAL<br />
TOPICS, VOL 13 NO 3, SUMMER 1965, 13 PAGES<br />
BUSINESS<br />
THERE HAS BEEN AN APPRECIABLE UPGRADING OF THE<br />
ALTHOUGH<br />
POSITION OF THE NEGRO DURING THE LAST 50 YEARS,<br />
OCCUPATIONAL<br />
IS STILL CONCENTRATED IN OCCUPATIONS WHICH IN TERMS OF<br />
HE<br />
SKILLS, PAY LEVELS, AND EMPLOYMENT SIABILITY ARE<br />
EDLCATICN,<br />
TO THOSE HELD BY MOST WHITES THIS IS DUE TO THE<br />
INFERIOR<br />
INABILITY TO JOIN PROPORTIONATELY WITH WHITES IN THE<br />
NEGROES<br />
IO THE HIGHER PAYING SERVICE OCCUPATIONS AS A RESULT<br />
SHIFT<br />
HAS MADE LIITLE PROGRESS IN IMPROVING HIS RELATIVE INCOME<br />
HE<br />
SINCE IglO<br />
POSITION<br />
BETWEEN QUAtITY AND QUANTITY OF NEGRO ANO<br />
DIFFERENCE5<br />
EDUCATION ARE AT THE RCOT OF THE PROBLEM IN ADDITION,<br />
WHITE<br />
ALL MAJOR OCCbPATIONAL GROUPS, NEGROES EARN SIGNIFICANI-'<br />
IN<br />
LESS THAN WHITES kITH THE SAME EDUCATIONAL BACKGROUND.<br />
LY<br />
EMPLCYERS CAN PLAY A KEY ROLE IN PRESENTING THE<br />
PRIVATE<br />
COMMUNITY WITH BOTH OPPORTUNITY AND CHALLENGE ONLY IF<br />
NEGRO<br />
SOCIETY IS WILLING TO MULTIPLY ITS PRESENT COMMITMENTS<br />
OUR<br />
THE OUTLOOK CHANGE TABLES<br />
WILL<br />
KIMBALL,<br />
0925<br />
OF THE INTUITIVE MANAGER<br />
AGE<br />
REVIEW AND MODERN INDUSTRY, VOL 87 l, JAN 1966 PPo<br />
DbNS<br />
CHAIRMAN OF EBS MANAGEMENT CONSULTANTS, ONE<br />
KIMBALL<br />
THE ELECTRIC BONO AND SHARE COMPANIES LOOKS AHEAD AND<br />
OF<br />
THAT MANAGEMENT TODAY NEEDS MORE MAVERICKS SLOWLY<br />
FORECASTS<br />
SURELY THE TABLES ARE BEING TURNED ON THE INTUITIVE<br />
BUT<br />
MAhAGER<br />
AND WHAT, IHEN, IS THE INTbITIVE MANAGER FIRST AND<br />
WHO<br />
HE HAS THE VISIONARY AND ANTICIPATORY UALITIES OF<br />
FOREMOST<br />
ENTREPRENEUR OF THE PAST HE IS A MAN WHO LEANS HEAVILY<br />
THE<br />
HIS INSTINCTS, WHO SENSES OPPORTUNITIES AHEAD, ANO WO IS<br />
ON<br />
BY THE SHEER CONVICTION OF HIS BELIEFS TO PROPEL FOR<br />
ABLE<br />
MAJOR DECISIONS ONE AREA IN WHICH THE INTUITIVE EXEC-'<br />
WARD<br />
IS CRITICALLY NEEDED IS IN PLANNING SINCE HIS MAIN<br />
UTIVE<br />
ARE FLEXIBILITY AND NEW IOEAS, IT IS IMPORTANT<br />
ATTRIBUIES<br />
HE SHOULD BE PART OF THE PLANNING PROCESS<br />
THAT<br />
WILKINSON, t<br />
Og26<br />
CONTROL OF INTERNATIONAL OPERATIONS<br />
AUDIT<br />
PRICE WATERHOUSE REVIEW, VOL 10-4, WINTER 1965, 7 PAGES<br />
AUTHOR STATES THAT TO ONDERSTAND THE PROBLEMS FAD-'<br />
THE<br />
THE AUDITOR OVERSEAS, TFE VARIOUS ASPECTS OF INTERNA-'<br />
ING<br />
BUSINESS MUSI BE UNDERSTCCD<br />
TIONAL<br />
ORGANIZATION OF A FOREIGN BUSINESS MUST BE MATCHED<br />
THE<br />
THE CUSTOMS AND LAWS OF THE COUNTRY CLOSE CO-OPERATION<br />
TO<br />
OVERSEAS DIVISIONS IS A GOOD WAY TO ELIMINATE AREA<br />
BETWEEN<br />
THE ARTICLE DISCUSSES FIVE OF THE MOST IMPORTANT<br />
PRCBLEMS<br />
AND RISKS OF DOING BUSINESS ABROAD<br />
PROBLEMS<br />
MOST IMPORTANT POLICY TO CONSIDER WHEN INSTALLING<br />
THE<br />
CONTROLS IN FOREIGN OPERATIONS IS TO MAKE<br />
MAKAGEMENT<br />
FIT THE CIRCUMSTANCES THE PRACTICES FOUND VARY DUE<br />
SYSTEM<br />
LEGAL TRADITIONS AMERICAN MANAGEMENT MUSI UNDERSTAND AND<br />
TO<br />
LOCAL ACCObNTING METHODS PUBLIC ACCOUNIS HAVE A<br />
RESPECT<br />
ROLE TO THE INTERNAL AUDITOR IN OVERSEAS OP-'<br />
SUPPLEMENTARY<br />
ERATIONS<br />
ARTICLE CCNCLbDES WITH A SECTION ON HOW TO SET UP<br />
THIS<br />
INTERNATIONAL INTERNAL ALOIT GROUP<br />
AN<br />
TOPIOL, JACK<br />
0927<br />
FOR PUBLIC HEALTH NURSING ASSOCIATIONS<br />
ACCOUNTING<br />
ACCOUNTING REVIEW VCL i, AN 1966 9P<br />
THE<br />
DISCUSSION, IT IS HOPED, WILL STIMULATE INTEREST<br />
THIS<br />
OOME OF IHE DIFFICULTIES FACED IN ACCOUNTING FOR NONPRC<br />
95<br />
ENTERPRISE IN GENERAL AND IN ACCOUNTING PROD-'<br />
FIT-ORIENTED<br />
OF PUBLIC HEALTH NURSING AGENCIES IN PARTICULAR DUES-'<br />
LENS<br />
HAVE BEEN RAISED WITH REGARD TO PRINCIPLES AND PRACT-'<br />
TICNS<br />
AS THEY RELATE TO STATEMEhT PRESENTATION, ISCLOSURE<br />
ICES<br />
MATERIALITY CRIIERIA, COST ACCOUNTING FOR PRICING PUR-'<br />
AND<br />
THE ENTITY CONCEPT, AND A VARIETY OF OTHER MATTERS<br />
POSES,<br />
NONPROFIT ORGANIZATIONS ARE ASSUMING AN INCREASINGLY GREATER
IN THE PRODUCTION OF HEALTH SERVICES, ANO THERE IS An<br />
ROLE<br />
NEED TO IOENIIFY AND SOLVE THE ACCOUNTING NEEDS AND<br />
URGENT<br />
FACED BY THEM.<br />
PROBLEMS<br />
BUCKLEY, J W.<br />
0928<br />
AND ACCOUNIING<br />
MEDICARE<br />
ACCOUNTING REVIEW• VOL 41,1• JANUARY 1966, 7 PAGES<br />
THE<br />
FROM THE ACKNOWLEDGED IMPACT ON THE FIELDS OF<br />
APART<br />
AND INSURANCE, MEDICARE WILL UNQUESTIONABLY IMPINGE<br />
MEDICINE<br />
THE FIELDS OF MEDICINE AND INSURANCE TO ESTABLISH THIS<br />
ON<br />
THE AUTHOR TAKES NOTE OF THE MAJOR PROVISIONS OF<br />
PREMISE<br />
AND EXAMINES THE PRESENT SIATE OF THE ACCOUNTING<br />
MEDICARE<br />
AND THE FUIURE REVISIONS THAT WILL BE NEEDED.<br />
SYSTEMS<br />
ACCOUNTING REQUIREMENTS ARE MORE RIGOROUS THAN AP-'<br />
THE<br />
ON THE SURFACE MANY OF THE PROVIDERS WILL FIND IT<br />
PEARS<br />
TO CONVERT FROM THEIR PRESENT CASH METHOD OF<br />
NECESSARY<br />
TO AN ACCRUAL BASIS THAT INCLUDES A COSTING,<br />
ACCOUNTING<br />
COSTING, AND PERIODIC REPORTING CAPABILITY THE<br />
STANDARD<br />
OF THE INTERMEDIARIES RECOGNIZED IN PUBLIC LAW<br />
RESOURCES<br />
WILL BE ABLE TO PROVIDE SOME OF THE MONETARY AND<br />
89-97<br />
ASSISTANCE NEEDED BY THESE INSTITUTIONS TO MEET<br />
TECHNICAL<br />
NEW ACCOUNIING REQUIREMENTS<br />
THEIR<br />
8ERENSONw CONRAD RUHNKEt HENRY 0<br />
0929<br />
DESCRIPTIONS GUIOEL[NES FOR PERSONNEL MANAGEMENT.'<br />
JOB<br />
JOURNALt VOL. 45t ND It JAN 1966, 6 PACES<br />
PERSONNEL<br />
USE OF JOB DESCRIPTIONS AS IN IMPORTANT MANAGERIAL<br />
THE<br />
IS RECOGNIZED, BUT SOME ORGANIZATIONS FAIL TO MAKE<br />
TOOL<br />
USE OF JOB DESCRIPTIONS OR ABUSE THEM JOB DESCRIP<br />
FULL<br />
ARE WRITTEN REPORTS OUTLINING THE DUTIESt RESPDNSI-'<br />
TIONS<br />
AND CONDITIONS ATTENDANT TO THE WORK ASSIGNMENT<br />
BILITIES<br />
ARE DESCRIPTIONS OF JOBS, NOT DF THE INDIVIDUALS WHO<br />
THEY<br />
IHE JOBS.<br />
HOLD<br />
IS IMPORTANT TO HAVE GOOD JOB DESCRIPTIONS THE<br />
IT<br />
DISCUSSES HOW TO BEST DO THIS. NUMEROUS USES FOR JOB<br />
AUTHOR<br />
ARE SUGGESTED<br />
DESCRIPTIONS<br />
DESCRIPTIONS TAKE TINE THEY MUST BE UP-DATED<br />
GOOD<br />
INTENTIONS SHOULD BE SERIOUS THE DESCRIPTIONS<br />
COMPANY<br />
BE ACCESSIBLEt QUANTITATIVE DESCRIPTIONS SHOULD BE<br />
SHOULD<br />
WHENEVER POSSIBLE, THE JOB ANALYST MUST SECURE TFE<br />
USED<br />
OF THE EMPLDYEESARE SOME OF THE PROBLEMS DIS<br />
CONFIDENCE<br />
THE KNOWLEDGE FOR IHE SUCCESFUL APPLICATION OF JOB<br />
CUSSED<br />
IS AVAILABLE. EX DF A JOB DES. IS GIVEN<br />
DESCRIPTIONS<br />
HABBE STEPHEN<br />
0930<br />
IN NEGRO EMPLOYMENT<br />
GOALS<br />
CONFERENCE BOARD RECORO VDL. II 12 DEC 1965 3P.<br />
THE<br />
IN IHREE AREAS DURING RECENT YEARS HAVE<br />
OEVELOPMENTS<br />
MANY PERSONS TO BELIEVE THAT THE NEGRO HAS ATTAINED<br />
LEO<br />
GOALS FOR WHICH HE HAS BEEN STRIVING FOR. THE THREE<br />
THE<br />
ARE PUBLICATIONSt LEG[SLATION AND BUSINESS THIS<br />
AREAS<br />
RELATES THE CONSENSUS OF THE CHIEF EXECbTIVES OF<br />
ARTICLE<br />
COMPANIES FROM COAST TO COAST UPON AN INTERVIEW BY THE<br />
47<br />
ON THE NEGRO EMPLOYMENT PROBLEM<br />
-BOARD-<br />
EXECUTIVES BELIEVE THERE SHOULD BE EQUAL OPPOR<br />
THE<br />
FOR ALL IN EMPLOYMENT. THERE ARE PROBLEMS INVOLVED<br />
TUNITY<br />
PUTTING AN EQUAL EMPLOYMENT POLICY INTO PRACTICE MANY<br />
IN<br />
BECOME INVOLVED AND SOME HAVE NOT FOLLOWED THE<br />
PERSONS<br />
AS CLOSELY AS THE EXECUTIVES WANT THEM TO THE EX-'<br />
POLICIES<br />
HAVE NOT CHANGED NOR ALTERED THEIR GOALS AND HAVE<br />
ECUTIVES<br />
IHOUGHTS OF DOING SO<br />
NO<br />
PECK H. D.<br />
093l<br />
SELECTION FOR PEAK EFFICIENCY.<br />
FURNITURE<br />
MANAGEMENT, VDL 27 NO It JAN 1966<br />
ADMINISIRATIVE<br />
PAGES<br />
11<br />
IS IHE KEY WORD IN SELECTING DFFICE<br />
EFFICIENCY<br />
THE BEST OF THE BASIC CHAIRS, DESKS AND TABLES<br />
FURNITbRE<br />
EFFICIENCY BY SAVING SPACE REOUCING THE MOVEMENTS<br />
PROMOTE<br />
ITS USERS AND IHOS INCREASING PRODUCTIVITY, AND IM-'<br />
OF<br />
THE PSYCHOLOGICAL CONDITIONS BY PROVIDING PLEASING<br />
PROVING<br />
SURROUNDINGS.<br />
THIS ARIICLE THE CONCERN IS WITH THE ACTUAL HARD-'<br />
IN<br />
THE FURNITURE ITSELF, AND AN ATTEMPT TO DEFINE SOME<br />
WAREt<br />
CATEGORIES OF OFFICE FURNITURE AND DESCRIBE THE<br />
BROAO<br />
OF EACH TYPE<br />
FUNCTIONS<br />
CATEGORIES OISCUSSEC ARE THE CHOICE TO BE MADE<br />
BROAD<br />
WOOD AND MEIAL FURNITURE SIZES, HEIGHT, MODULAR<br />
BETWEEN<br />
L-RETURN OESKS, CONFERENCE TABLES, OTHER TYPES OF<br />
DESKS,<br />
SEVERAL KINDS OF OFFICE CHAIRSt CABINETS CREDENZASt<br />
DESKS<br />
AND TABLES THERE ARE SEVERAL PICTURES OF<br />
BOOKCASES<br />
KINDS OF OFFICE FURNITURE.<br />
VARIOUS<br />
COCHRANI BURKE B<br />
0932<br />
ORDERS WITHOUT ERRORS<br />
PHONE<br />
VOL 601 7 APRIL 71 1966 5P.<br />
PURCHASING<br />
COMMUNICATION<br />
TRAINING<br />
92 PERCENT OF ITS ORDERS BY PHONE, TRW SYSIEMS<br />
PLACING<br />
NOT AFFORD MIXUPS ON THE HOT LINE. IT CALLED IN A<br />
COULD<br />
OF EXPERTS IO IRAIN BUYERS IN EFFECTIVE TELEPHONE<br />
TEAM<br />
WITH GARBLED PHONE MESSAGES DOWN TO A BARE<br />
TECHNIQUES<br />
PURCHASING EFFICIENCY HAS ZOOMED AND ADMINISIRATIVE<br />
MINIMUMt<br />
HAVE TUMBLED. IHIS KIND CF ENHANCED COMMUNICATIONS<br />
COSTS<br />
IMPORTANT AT TRW SYSTEMS BECAUSE THE NATURE OF THE BUS-'<br />
IS<br />
MAKES HIGH SPEED PROCUREMENT A MUST- THE FIRM IS<br />
INESS<br />
IN R AND D WORK AND TIGHTLY SCHEOULED AEROSPACE<br />
HEAVY<br />
PROGRAMS. AS FAR AS THE BUYERS ARE CDNCERNEDI THEY<br />
HARDWARE<br />
NOT BE MORE PLEASED WITH THE TRAINING THEY HAVE<br />
COULD<br />
BY FOCUSING ON THE NEEDS OF THE INDIVIDUAL, THE<br />
GOITEN.<br />
FOSIERED A SIRONG SENSE OF PROFESSIONAL IDENTITY<br />
PROGRAM<br />
GAVE EACH BUYER THE STRONGEST POSSIBLE STIMULUS TO<br />
AND<br />
FOR ERROR-FREE PERFORMANCE.<br />
SIRIVE<br />
MCCRACKENt PAUL W.<br />
0933<br />
ACT OBJECTIVES AND OUR PRICE-COST PERFORMANCE.<br />
EMPLOYMENT<br />
BUSINESS REVIEW MOLD 181 3. MAYt 1966. 8P<br />
MICHIGAN<br />
WHAT IS THE RELEVANCE DF THE NATIONS PRICE-COST PER<br />
168<br />
TO THE OBJECTIVES CF THE EMPLOYMENT ACT THE<br />
FORMANCE<br />
QUESTION NATURALLY DIVIDES ITSELF INTO THREE<br />
PRICE-COST<br />
OF DISCUSSION- HOW IMPORTANT IS A REASONABLE STABLE<br />
AREAS<br />
LEVEL TO THE OBJECTIVES OF FULL EMPLOYMENT AND<br />
PRICE-COST<br />
LEVELS OF LIVING, IS THERE A MARKET-POWER DIMENSION<br />
RISING<br />
THE PRICE LEVEL PROBLEM, AND WHAT ARE TPE POLICY IMPLI-'<br />
TO<br />
OF THESE MAITERS FOR THE OBJECTIVES OF THE EMPLOY-'<br />
CATIONS<br />
ACT<br />
MEriT<br />
THE DOMESTIC ECOMONY A REASONABLY STABLE PRICE LEVEL<br />
IN<br />
DESIRABLE IN ITSELF FOR REASONS OF EUITY PROBLEMS AND<br />
IS<br />
ELIMINATE DISTORTIONS OF CAPITAL FORMATION. THERE ALSO<br />
TO<br />
TO BE AN ELEMENT OF THE MARKET-POWER PHENOMENON IN THE<br />
SEEMS<br />
OF OUR PRICE-COST LEVEL TO EDGE HIGHER THE AUTHOR<br />
TENDENCY<br />
WITH A REVIEW ANO APPRAISAL OF THE GUIDELINE AP-'<br />
CONCLUDES<br />
TO PRICE-COST CONTROL<br />
PROACH<br />
FERGUSON, LAWRENCE L<br />
0934<br />
SOCIAL SCIENCE RESEARCH CAN HELP MANAGEMENT<br />
HOW<br />
MANAGEMENT REVIEW VOL 8 4 SUMMER 1966 8P<br />
CALIFORNIA<br />
THE GAP BETWEEN PRACTICING MANAGERS AND RE-'<br />
BRIOGING<br />
SOCIAL SCIENTISTS IS LARGELY THE SCIENTISTS RESPONS<br />
SEARCH<br />
THE GREATEST NEED IS FOR MUTUAL DIRECT ACTIOn IN<br />
IBILITY<br />
AREAS<br />
PROBLEM<br />
WITH THE HELP OF THE SOCIAL SCIENTISTS, MUST<br />
MANACERS<br />
MORE ABOUT THE IMPORTANCE DF PSYCHOLOGICAL FORCES IN<br />
LEARN<br />
WORKING ENVIRONMENT HENCE, THE QUESTION BECOMES -WHAT<br />
THE<br />
WE DO TOGETHER FDR THE BETTERMENT OF THE INDIVICUAL THAT<br />
CAN<br />
TURN WILL IMPROVE BUSINESS EFFECTIVENESS FOR THE ADVAN-'<br />
IN<br />
OF ALL IN THE SUCCESSIVE ADVANCES MADE IN IMPROVING<br />
TAGE<br />
EFFICIENCY AND OUTPUT, FUTURE COMPETITIVE ADVANTAGES<br />
SYSTEM<br />
PROBABLY LIE WITH THOSE MANAGERS WHO ARE BEST ABLE TO<br />
WILL<br />
MEANS FOR MORE FULLY UTILIZING IHE POTENTIAL ABILI-'<br />
PROVIOE<br />
OF ALL THEIR EMPLOYEES<br />
TIES<br />
GERDESt VICTOR<br />
0935<br />
SECURITY AND FAMILY INCOME REQUIREMENTS<br />
SOCIAL<br />
THE JOURNAL OF RISK AND INSURANCE VCL 33, 2 JE 1966 LIP<br />
BENEFIIS, OR FAMILY ALLOWANCES AS THEY ARE MORE<br />
FAMILY<br />
CALLED, ARE WIDELY USED SOCIAL SECURITY INSTRUMENTS<br />
COMMONLY<br />
TO PROVIDE INCOME TO SUPPLEMENT FAMILY REQUIRE-'<br />
DESIGNED<br />
CONSIDERATIOh OF VARIOUS CONTRASTING LIhES OF ADVO<br />
MEhTS<br />
OF FAMILY BENEFIIS ARE MADE IN THIS ARTICLE AND CRITI-'<br />
CACY<br />
IMPLICATIONS ARE DRAWN FROM OBSERVATIONS OF THIS -MIS-'<br />
CAL<br />
GAP<br />
SInG<br />
FEW OF THE ALLEGED MERITS OF THE FAMILY ALLOWANCE<br />
A<br />
OF THE SOCIAL SECURIIY SYSTEM ARE THAT IT ASSISTS IN<br />
BRANCH<br />
PRESERVATION AND PROMOTION OF THE FAMILY, IT PROMOTES<br />
THE<br />
GENERAL WELFARE AND GIVES NATIONAL RECOGNITION TO THE<br />
THE<br />
OF THE INDIVIDUAL YOUTH OF A COUNTRY THE PRIMO-'<br />
IMPORTANCE<br />
ARGUMENTS AGAINST FAMILY ALLOWANCES ARE THAT THEY PRO<br />
IPAL<br />
ONLY A PARTIAL SOLUTION TO THE PROBLEM OF INSECURITY<br />
VIDE<br />
CHILDREN THEY ARE COSTLY, BRING ABOUT AN UNFAIR RE-'<br />
AMONG<br />
OF INCOME, ARE INFLATIONARY AND ARE UN<br />
DISTRIBbTION<br />
IN A HIGH WAGE ECONOMY<br />
NECESSARY<br />
DAVENPORT JOHN<br />
0936<br />
FINE ART OF RAISING CASH ABRCAD<br />
THE<br />
VOL 73t NC 5 MAYt 1966, 9 PAGES<br />
FORTUNE,<br />
ADMINISTRATIONS PROGRAM TO TRIM THE BALANCE-OF-<br />
THE<br />
DEFICIT HAS INHIBIIED U CORPORATIONS FROM USING<br />
PAYMENIS<br />
OWN CAPITAL TC EXPAND FOREIGN OPERATIONS A NUMBER<br />
THEIR<br />
FOUND A SDbRCE OF FUNDS ABROAD--THE SO-CALLED INTER-'<br />
HAVE<br />
CAPITAL MARKET TO FLOAT BONDS IN THIS MARKET,<br />
NATIONAL<br />
COMPANIES AS SOCONY MOBIL, U S RUBBER, ANE DUPONT<br />
SUCH<br />
SET UP FINANCIAL SUBSIDIARIES IN LUXEMBOURC<br />
HAVE<br />
THE INTERNATIONAL MARKET HAS ITS LIMITS IT IS<br />
BUT<br />
SHOWING SIGNS OF OVERHEATING, AND INTEREST RATES<br />
ALREADY<br />
RISEN SHARPLY SUCH AN ARTIFICIAL MONEY MARKET<br />
HAVE<br />
SUBSTITUTE FOR A REALLY FREE FLOW CF CAPITAL AMONG<br />
CANNOT<br />
THAT CAN COME ABOUT ONLY IF EUROPE LETS ITS OWN<br />
NATIONS<br />
CAPITAL MARKETS DEVELOP, AND IT, ABOVE ALL, THE U.S<br />
LOCAL<br />
RIO OF ITS RESTRICTIONS DN CAPITAL MOVEMENTS<br />
GETS<br />
0937 ANDNYMObS<br />
JOURNAL, VOL 45t NO 6, JUNE, 1966, PAGES<br />
PERSONNEL<br />
SUPERVISORS<br />
WAY IN WHICH SUPERVISORS APPRAISE THE ACTIONS<br />
THE<br />
THEIR EMPLOYEES IS A REFLECTION OF THE MANAGEMENT STYLE<br />
OF<br />
THE COMPANY IN WHICH THE APPRAISALS ARE DONE THE<br />
OF<br />
ORIENTED TYPE OF EMPLOYEE APPRAISAL DERIVES FROM THE<br />
GOAL<br />
OF MANAGEMENT BY OBJECTIVES. THE EMPHASIS IS<br />
PHILOSOPHY<br />
JOB GOALS. IN THE ENVIRONMENT OF GOAL ORIENTED MANAGE-'<br />
ON<br />
GOAL ORIENTED PERFORMANCE APPRAISAL SYSTEMS SHOULD<br />
MENT,<br />
6Y CONTRAST, TASK ORIENTED EMPLOYEE APPRAISALS<br />
FLOURISH<br />
FROM THE PHILOSOPHY CF MANAGEMENT CONTROL<br />
DERIVE<br />
ORIENTED PERFORMANCE REVIEWS ARE NOT LIKELY TO SURVIVE<br />
GOAL<br />
SUCH AN ORGANIZATION<br />
IN<br />
CHANGE WAS RECENTLY MADE IN TEXAS ISTRUMENTS<br />
A<br />
TO PERFORMANCE REVIEW FOR ALL SALARIED EMPLOYEES<br />
APPROACH<br />
RATING SCALE APPROACH FORMERLY USED WAS REPLACED BY A NEW<br />
A<br />
THAT ENCOURAGES PERFORMANCE PLANNING AND INDIVIDUAL<br />
CONCEPT<br />
SETTING DISCUSSION OF THIS IN DETAIL WITH<br />
GOAL<br />
-EXHIBITS-<br />
BATTEN 0 MCMAHON= JAMES V<br />
Bg38<br />
WHICH COMMUNICATE<br />
COMMUNICATIONS<br />
JOURNAL, VOL 45, NO 7, JULY-AUGUST 1966,<br />
PERSONNEL<br />
4 PAGES<br />
KEY TO A PERSONS SUCCESS IN BUSINESS TODAY--IN<br />
-THE<br />
THE KEY TO MANS SUCCESS IN LIFE--VARIES DIRECTLY IN<br />
FACT<br />
TO HIS ABILITY TC COMMUNICATE EFFECTIVELY<br />
PROPORTION<br />
WANT TO KNOW WHAT IS EXPECTED OF THEM, HOW MUCH<br />
EMPLOYEES<br />
THEY HAVE TO ACHIEVE THE EXPECTED RESULIS AND<br />
AUTHORITY<br />
WELL THEY ARE DOING WHEN THESE THREE nEEDS ARE BEING<br />
HOW<br />
THROUGH CLEAR COMMUNICATIONS, THE COMPANY HAS A CLIMATE<br />
MET<br />
EVERYONE IENDS TO WORK TOGETHER AS A TEAM<br />
WHERE
IS COMPLETE ONLY WHEN THE RECIPIENT<br />
-COMMUNICATION<br />
WHAT YOU MEAN AND REACTS THE WAY YOU DESIRE<br />
KNOWS<br />
SURE THE ENVIRONMENT IS CONDUCIVE TO CLEAR COMMUNI-'<br />
MAKE<br />
THROUGH SELECTION OF THE TIME AND PLACE PROVIDE<br />
CATIONS<br />
PERSON WITH IHE WHO, WHAT, WHY, WHEN, AND WHERE OF<br />
EACH<br />
ACTIONS MAKE IHE OTHER PERSON SEE THE BENEFIT OF THE<br />
YOUR<br />
TO HIM.- THESE IDEAS AND OTHER BASICS FOR<br />
COMMUNICATION<br />
COMMUNICATIONS ARE DISCUSSED<br />
CLEAR<br />
ALLAN<br />
EASTON,<br />
FORWARD STEP IN PERFORMANCE EVALUATION.'<br />
A<br />
JOLRNAL OF MARKETING, VDL 30, NO 3, JULY, 1966, 7 PAGES<br />
RESPCNSIBIE FOR EVALUATICk OF PERFERMANCE<br />
PERSONS<br />
FOUND USE OF SINGLE-CRITERICN MEASURES INVARI-'<br />
HAVE<br />
LEADS TO CNDESIRABLE SIDE-EFFECTS<br />
ABLY<br />
A REMEDY, DESIGNERS OF EVALUATION METHODS WOULD<br />
AS<br />
TO USE MULTIPLE IN PLACE OF SINGLE CRITERIA, BUT ARE<br />
LIKE<br />
TO HAVE DIFFICULTY IN AMALGAMATING THEIR MULTIPIE<br />
LIKELY<br />
INTO A MEANINGFUL WHOLE<br />
MEASURES<br />
IS A METHOD FOR COMBINING MULTIPLE-CRETERION<br />
HERE<br />
INTO A CONCEPTUALLY SATISFYING, OVERALL FIGURE--'<br />
SCORES<br />
WHICH CAN BE USED TC RANK SUBJECTS OR PROJECTS<br />
OF-MERIT<br />
ORDER OF THEIR EXCELLENCE FIGURES TABLES<br />
IN<br />
SOMERBY<br />
OOWST,<br />
EXPEDITING PUTS DELIVERIES ON SCHEDULE<br />
ADVANCE<br />
VOL 61, 4 AUGUST 25, 1966 4P<br />
PURCHASING<br />
DELIVERIES ON TIME IS ALWAYS A CRITICAL PROBLEM<br />
GETTING<br />
P A DESPITE THE FACT THAT ONE IYPICAL COMPANY CANNOT<br />
FOR<br />
CONTRACTS OR BLANKET ORDERS TO GET THE ITEMS IT NEEOS,<br />
USE<br />
HAS BEEN HIGHLY SUCCESSFUL IN GETTING ON-TIME<br />
PURCHASING<br />
IT CREDITS ITS SUCCESS TO A PLANNED APPROACH<br />
DELIVERIES<br />
DELIVERY PROBLEMS THAT INCLUDES EDUCATING VENDORS TO THE<br />
TO<br />
NEED FOR PROMPT DELIVERY, INSISTING THAT VENDORS SUB-'<br />
FIRMS<br />
WEEKLY JOB PRObRESS REPORTS, GIVING BUYERS CLEAR-CUT<br />
MIT<br />
ON HOa TO ROUTE AND TRACE INCOMING SHIPMENTS,<br />
INSTRUCTIONS<br />
USING A FOLLOWUP FORM THAT GOES BEYOND THE CONVENTIONAL<br />
ANU<br />
QUERY<br />
POSTCARD<br />
FOLLDWUP REPORT HAS PROVED EXTREMELY HELPFUL FOR<br />
THE<br />
FIRM IT NOT ONLY KEEPS PURCHASING UP-TO-DATE DN THE<br />
THIS<br />
OF THE ORDERS OUT ALSO IMPRESSES SUPPLIERS WITH THE<br />
STATUS<br />
UF ON-TIME DELIVERY THE FORM HAS A PRFORATED<br />
IPURTA,ICE<br />
FLAP aITH PRINTED XPEDITINb .UEIES AND SPACE FOR<br />
OVERSIZE<br />
IT MUST Bt AILLD WEkLY ANJ GOES FIRS[-CLAS<br />
ANSRERS<br />
CLARE<br />
GRAVES,<br />
OF WORK STANDARDS<br />
DbTERIURATION<br />
BUSINESS RLVIEW, SLPT -OCT I5 PAGES liT-liB<br />
HAIVARD<br />
AUTHOR BELIEVES THAT THEORY Y, CERTAIN MANAGERIAL<br />
TFIS<br />
STYLES, AND OTHER POPULAR APPROACHES ARE NO SOLUTION<br />
GRID<br />
IHE PROBLEM OF DETERIORATING STANDARDS INSTEAD, HE<br />
TO<br />
USE OF A WHOLLY NEW CONCEPT BASED ON LEVELS OF<br />
PROPOSES<br />
BEHAVIOR<br />
HUMAN<br />
NEW CONCEPT DEALS WITH SEVEN CEFINABLE LEVELS<br />
THIS<br />
HUMAN EXlSTANCE THESE SEVEN LEVELS ARE SHOWN IN AN<br />
OF<br />
AND ARE ALSO EXPLAINED IN THE ARTICLE IN A VERY<br />
EXHIBIT<br />
DISCUSSION<br />
OVERSIMPLIFIED<br />
PRACTICAL APPLICATIONS OF THIS NEW CONCEPT IN<br />
SOME<br />
AREAS OF PERSONNEL TRANSFER, REORGANIZATION OF WORK,<br />
THE<br />
CHANGE OF BOSSES ARE THEN DISCUSSED BY THE AUTHOR<br />
AND<br />
SUPPORT OF HIS THEORY<br />
IN<br />
ROBERT<br />
MARSH,<br />
FISHES OUT DATA ON $2 MILLION DOLLAR CATCH<br />
COMPUTER<br />
OF DATA MANAGEMENT VOL 4 NO AUGUST 1965 4 PAGES<br />
JOURNAL<br />
PRODUCTS INC WAS EXPERIENCING A SERIOUS TIME<br />
OCEAN<br />
IN POSTING WAREHOUSE TRANSACTION BY MANUAL METHODS<br />
LAG<br />
MANAGEMENT INSTALLED A NEW IBM 144011311 COMPUTER<br />
RECENTLY,<br />
WHICH COMBINES RAPID HANDLING OF BUSINESS DATA WITH<br />
SYSTEM,<br />
INQUIRY SERVICE THE NEW COMPUTER-BASED SYSTEM<br />
MANAGEMENT<br />
A BASIC DATA BANK CONCEPT FILES OF INFORMATION ARE<br />
EMPLOYS<br />
ON DISC STORAGE, READILY ACCESSIBLE WHEN MANAGE-'<br />
MAINTAINED<br />
WANTS TO SEE CERTAIN RECORDS AND UPDATED WEN NEW<br />
MENT<br />
NOTICES ARE RECEIVED CONSEQUENTLY, THIS INFOR-'<br />
TRANSACTION<br />
CAN BE BROCGHT TO BEAR ON DOZENS OF MANAGEMENT-BRO-'<br />
NATION<br />
NEGOTIATIONS IHIS ABILITY TO REVIEW SPECIFIC<br />
KER-CUSIOMER<br />
QLICKLY AND KNOW THAT THEY ARE ACCURATE HAS ENABLED<br />
FACTS<br />
TO REOLCE INVENTORIES BY THIRTY PERCENT.<br />
MANAGEMENT<br />
DEAN<br />
AMMER,<br />
OF BUSINESS-'<br />
PULSE<br />
VOL 6i, OCTCBER 6, [966 3P<br />
PURCHASING,<br />
HALF THE LEADING BUSINESS INDICATORS ARE NOW DE-'<br />
ABOUT<br />
THIS TREND DOES NOT CONCLUSIVELY PROVE THAT IhE<br />
CLINING<br />
IS OVER BUT IS DOES INDICATE THAT IHEU S ECONOMY WILL<br />
BOOM<br />
CERTAINLY GROW SLOWLY IN THE FIRST HALF OF 1967.<br />
ALMOST<br />
EARLIER THIS YEAR<br />
THAN<br />
NATIONAL PRODUCT IS STILL INCREASING ABOUT AS FA-<br />
GROSS<br />
AS IT WAS A YEAR AGO, BUT THE GROWTH IS BECOMING MORE AND<br />
ST<br />
ILLUSARY, REFLECTING PRICES HIGHER RATHER THAN REAL<br />
MORE<br />
I OUIPUT IF CONGRESS SUSPENTS THE ? PERCENT INVEST-'<br />
GAINS<br />
CREDIT, THE GOVERNMENT MAY BE TAKING MORE FROM INOUSIRY<br />
MENT<br />
CORPORATE TAXES PLANT AND EQUIPMENT SPENDING IS<br />
THROUGH<br />
LEVELING OFF. EVEN OPTIMISTIC ECONOMISTS COUBT THAT<br />
ALSO<br />
AND EQUIPMENT WILL ADVANCE MORE THAN ABOUT PERCENT<br />
PLANT<br />
1967 INVENTORIES HAVE BEEN SOARING WHILE MANUFACTURERS<br />
IN<br />
HAVE MADE NO PROGRESS SINCE LAST SPRING THIS SITUA-'<br />
SALES<br />
IS CHARACTERISTIC OF CYCLE PEAKS AS FOR TEE CREDIT IT<br />
TION<br />
NDT BECOME EASIER UNTIL BUSINESS ACTIVITY DECLINES<br />
WILL<br />
PHILIP<br />
LESLY,<br />
RELATIONS IS ONE PART OF PROMOTION<br />
PUBLIC<br />
AND SALES PROMOTION, VO1 14 NO. 11,<br />
ADVERTISING<br />
NOV X966, PAGES 64-65<br />
THIS ARTICLE, A PUBLIC RELATIONS MAN<br />
IN<br />
OUT THE ROLE OF PUBLIC RELATIONS IN<br />
POINTS<br />
169<br />
THE EFFECTIVENESS OF BOTH ADVERTISING<br />
INCREASING<br />
SALES PROMOTICN, AND HE MAKES SOME SUGGESTIONS<br />
AND<br />
IMPROVING YOUR RESULTS<br />
FOR<br />
DISCUSSES HOW TO ESTABLISH A FAVORABLE<br />
HE<br />
CLIMATE IN WHICH IO INFLUENCE YOUR<br />
TOTAL<br />
IHIS TYPE OF APPROACH MAY NOT YIELD<br />
AUDIENCES<br />
GREATEST IMMEDIATE SALES AND PROFITS, BUT<br />
THE<br />
AUTHOR BELIEVES THAT LONG-RANGE FUTURE<br />
THE<br />
ARE MORE IMPCRTANT THAN IMMEOIATE RESULTS.<br />
RESULTS<br />
WELLS, WILLIAM O. LO SCIUTO, LEONARD A.<br />
0945<br />
OBSERVATION OF PURCHASING BEHAVIOR<br />
DIRECT<br />
OF MARKETING RESEARCH, VOL , NO. 3, AUGUST,<br />
JOURNAL<br />
7 PAGES<br />
1966,<br />
SURVEY-TECHNIQUE<br />
QUESTIONNAIRE,<br />
MARKET RESEARCH RELIES ON CONSUMERS RETROSPECTIVE<br />
MUCH<br />
OF PURCHASING BEHAVIOR THIS ARTICLE SHOWS THAT<br />
REPORTS<br />
IS POSSIBLE TO SUPPLEMENT AND ENRICH QUESTIONNAIRE<br />
IT<br />
BY MAKING DIRECT OBSERVATIONS OF PURCHASING<br />
RESULTS<br />
DESCRIBES THE OBSERVATION TECHNIQUE DISCUSSES ADVAN-'<br />
IT<br />
AND LIMITATIONS, AND PRESENTS SOME SPECIMEN RESULTS.<br />
TAGES<br />
WEBSTER, FREDERICK E JR.<br />
0946<br />
THE INDUSTRIAL BUYING PROCESS<br />
MODELING<br />
OF MARKETING RESEARCH VOL 2, NO. 4, NOV 1965<br />
JOLRNAI<br />
PAGES<br />
6<br />
OF THE INDUSTRIAL BUYING PROCESS HAS BEEN<br />
STLDY<br />
BY THE LACK OF A CCNCEPTUAL FRAMEWORK, OR MODEL.<br />
HINDERED<br />
AN ANALYTICAL SIRUCIURE, IT IS DIFFICULT TO IDENTIFY<br />
WITHOUI<br />
CRITICAL VARIABLES AND RELATIONSHIPS WHICH NEED<br />
THE<br />
A PRELIMINARY DESCRIPTIVE MODEL IS OFFERED<br />
EXPLANAIION<br />
BREAKS THE INDUSTRIAL BUYING PROCESS INTO FOUR ELE-'<br />
WHICH<br />
PROBLEM RECOGNITION, ASSIGNMENT OF ORGANIZATIONAL<br />
MENTS,<br />
THE SEARCH PROCESS, AND THE CHOICE PROCESS<br />
RESPONSIBILITY,<br />
DAY, RALPH<br />
094T<br />
PAIRED COMPARISONS IN PREFERENCE ANALYSIS<br />
SYSTEMATIC<br />
DF MARKETING RESEARCH, VOL 2 NO. 4, NOV 1965,<br />
JOURNAL<br />
PAGES<br />
6<br />
TESTS CAN YEILC MEANINGFUL INFORMATION ABOUT<br />
PRODUCT<br />
PREFERENCES ONLY WHEN CAREFULLY PLANNED AND<br />
CONSUMER<br />
THIS ARTICLE PRESENTS AN APPROACH TO PREFER-'<br />
ANALYZED<br />
ANALYSIS WHICH SEEKS TO REDUCE SOME OF THE OIFFI-'<br />
ENCE<br />
IN INTERPRETING THE RESULTS OF PRODUCT TESTS THE<br />
CULTIES<br />
DISTRIBUTION CONCEPT IS UTILIZED AS THE OR-'<br />
PREFERENCE<br />
FRAMEWORK FOR A SYSTEMATIC PATTERN OF PAIRED<br />
GANIZING<br />
TESTS USING PRODCCT SAMPLES CONTAINING DIFFER-'<br />
COMPARISON<br />
LEVELS OF A PARTICULAR ATTRIBUTE. THE USEFULNESS OF<br />
ENI<br />
METHOD IS ILLLSTRATED BY A STUDY CF PREFERENCES FOR<br />
THE<br />
ICE CREAM<br />
CHOCOLATE<br />
HOOFNAGLE, WILLIAM<br />
0948<br />
DESIGNS IN MEASURING PROMOTION EFFECTIVENESS<br />
EXPERIMENTAL<br />
OF MARKET{NO RESEARCH, VOL 2, NO 2, MAY, 1965,<br />
JOURNAL<br />
9 PAGES<br />
THAN EVER, BUSINESS FIRMS ARE WANTING TO KNOW<br />
MORE<br />
RESULTS ARE BEING ACHIEVED FDR THEIR OUTLAY OF<br />
WHAT<br />
FOR ADVERTISING AND PROMOTICN THIS PAPER GIVES<br />
FUNDS<br />
EXPERIMENTAL DESIGNS THAT HAVE BEEN SUCCESSFULLY<br />
SOME<br />
IN QUANTITATIVELY MEASURING THE EFFECTS OF SPECIFIC<br />
USED<br />
EFFORTS<br />
PROMOTIONAL<br />
GREENBERG, JOHN<br />
0949<br />
GOODS- SIANCARD CONIRACTS ANO HAGGLING<br />
CAPITAL<br />
PURCHASING VOL 61, IT DEC. I, 1966 Po<br />
TERMS AND CONDITIONS CAN MAKE ACCURATE E-'<br />
CONFLICTING<br />
OF PRCPDSALS IMPCSSIBLE CRUCIBLE STEEL SOLVES<br />
VALUATION<br />
PROBLEM WITH ITS OWN STANDARD TERMS AS A NEGOTIATION<br />
THE<br />
BASE<br />
GAINS IN SEVERAL WAYS FROM ITS STANDARD TERMS<br />
CRLCIBLE<br />
FIRST BID ANALYSIS IS DRASTICALLY SIMPLIFIEO ALSO,<br />
PROGRAM<br />
FIRM ENTERS NEGOTIATIONS IN A STRONGER POSITION SINCE<br />
THE<br />
SETS THE PATTERN FINALLY, NEGOTAITIONS TAKE LESS<br />
CRUCIBLE<br />
CREDIT FOR THE SUCCESS OF THE PROGRAM BELONGS EQUALLY<br />
TIME<br />
THE 3 DEPARTMENTS THAT HELPED TO DRAW UP THE STANDARD<br />
TO<br />
CONDITIONS- ENGINEERING, LEGAL, AND PURCHASING.<br />
CONTRACT<br />
PURCHASE AGREEMENTS HELD VENDORS BY TELLING THEM<br />
STANDARD<br />
WHERE CRUCIBLE STANDS THE AGREEMENTS CLEARLY SPELL<br />
EXACTLY<br />
THE FIRMS RESPONSIBILITIES AND ALSO THE SUPPLIERS THE<br />
OUT<br />
CONDITIONS ALSO STATE WHAT CRUCIBLE CONSIDERS ITS<br />
CONTRACT<br />
INTERESTS<br />
VITAL<br />
HUDDLE, FRANKLIN PIERCE<br />
0950<br />
COORDINATION<br />
MANAGEMENT REVIEW, VOL 9, NO. 2, WINTER 196,<br />
CALIFORNIA<br />
PAGES<br />
HUMAN ENTERPRISES ARE ASSEMBLED INTO LARGER AND<br />
AS<br />
TOTALITIES, THEY COMPRISE LARGER AND LARGER NUMBERS<br />
LARGER<br />
INOIVIDUAL OPERATIONS -REQUIRING BROADER AND DEEPER<br />
OF<br />
OR COORDINATION<br />
COCPERATION<br />
ARTICLE DISCUSSES COORDINATION, SEEKING A<br />
THIS<br />
OEFINITION OF THE TERM IN THIS SEARCH, THE<br />
WORKING<br />
DISCUSSES SKINNERS THEORIES, CONDITIONING TOOLS<br />
AUTHOR<br />
REACTIONS, AND MARY PARKER FCLLETTS<br />
UNDERSTANDING<br />
ASPECTS OF CDDRDINATIOh<br />
FOUR<br />
REMAINDER OF THE PAPER I3 TAKEN UP WITH TWO<br />
THE<br />
OF LISTS THE FIRST IS A LIST OF 12 TYPES OF<br />
SETS<br />
THE SECOND IS A LIST OF TO ILLUSTRATIVE<br />
CODRDINATION<br />
OF COORDINATING ACTIONS<br />
FORMS<br />
WILLIGES, R C JOHNSTON, W A. BRIGGS,G E.<br />
0951<br />
OF VERBAL COMMUNICATION IN TEAMWORK<br />
ROLE<br />
OF APPLIED PSYCHOLOGY, VOL SO, NO. 6,<br />
JOURNAL<br />
DECEMBER, 966, 6 PAGES<br />
SIMULATED RAOAR-CONTROLLEO AERIAL INTERCEPT TASK<br />
A<br />
USED TO EXAMINE VERBAL COMMUNICATION BETWEEN TEAMMAIES<br />
WAS<br />
UNDER VERBAL,COMMUNICATION NECESSARY, AND VERBAL-VISUAL
UNNECESSARY, CONDITIONS COMMUNICATION<br />
COMMUNICATION<br />
IEAM PERFORMANCE ONLY IN IHE VERBAL CONDITION<br />
FACILITATED<br />
PERFORMANCE, HOWEVER WAS BEST IN THE VERBAL-VISUAL<br />
TEAM<br />
A TRANSFER-OF-TRAINNING PARADIGM WAS EMPLOYED<br />
CONDITIUN<br />
DETERMINE IF VERBAL SKILLS DEVELOPED IN ONE CONDITION<br />
TO<br />
TO THE OTHER CONDITION DIFFERENTIAL<br />
WOULD<br />
OCCURRED NEITHER IN CCMMUMICATION BEHAVIOR NOR<br />
TRANSFER<br />
TEAM PERFORMANCE. IT WAS CONCLUDED THAT VERBAL COMMUNI-'<br />
IN<br />
WHEN NOT REQUIRED BY THE TASK, PLAYS AN INSIGNIFI-A<br />
CATION,<br />
ROLE IN TEAMWORK,AND THAT THIS ROLE APPARENTLY IS<br />
CANT<br />
ENHANCED BY VERBAL TRAINING<br />
NOT<br />
FRIEDMAN, MONROE PETER<br />
0952<br />
CONSUMER CONFUSION IN THE SELECTION OF SUPERMARKET<br />
OF APPLIED PSYCHOLOGY, VCL 50, NU 6,<br />
JOURNAL<br />
1966 6 PAGES<br />
DECEMBER,<br />
MATTER OF TRUTH IN THE PACKAGING AND PRICING OF<br />
THE<br />
IN THE AMERICAN MARKETPLACE HAS BEEN A SUBJECT OF<br />
PRODUCTS<br />
CONTROVERSY IN RECENT YEARS BY TREATING -FRUTH- OR<br />
PUBLIC<br />
AS POINTS ON AN UNDERLYING PSYCHOLOGICAL DI<br />
-CONFUSION-<br />
AN ATTEMPT WAS MADE TO DEFINE THE ISSUES IN THIS<br />
MENSION<br />
MORE OBJECTIVELY THREE BEHAVIORALLY BASED<br />
CONTROVERSY<br />
MEASLRES OF CONFUSION IN UNIT-PRICE INFORMA<br />
QUANTITATIVE<br />
FOR PACKAGED PRODUCTS WERE DEVELOPED, AND APPLIED IN<br />
TION<br />
SUPERMARKET SETTING SUBJECTS WERE INSTRUCTED TO SELECT<br />
A<br />
MOST ECONOMICAL PACKAGE FOR EACH OF 20 PRODUCTS ON<br />
THE<br />
AT A LOCAL SUPERMARKET SIGNIFICANT DIFFERENCES<br />
DISPLAY<br />
FOUND FOR THE SET OF PRODUCTS ON ALL THREE MEASURES OF<br />
WERE<br />
AND THERE IS REASON TO BELIEVE THAT THESE<br />
CONFUSION,<br />
REFLECT, AT LEAST IN PART DIFFERENCES IN<br />
DIFFERENCES<br />
PRACTICES.<br />
PACKAGING<br />
CLEVENGER, THEODORE, JR. LAZIER, GILBERT A<br />
0953<br />
MARGARET LEIINER<br />
CLARK,<br />
OF CORPORATE IMAGES BY THE SEMANTIC DIFFERENTIAL<br />
MEASUREMENT<br />
OF MARKETING RESEARCH VOL 2 NO. I, FEBRUARY Ig65<br />
JOURNAL<br />
PAGES<br />
3<br />
SEMANTIC DIFFERENTIAL APPLIED TO THE IMACES OF TWO<br />
A<br />
CORPORATIONS WAS AOMINISTEREO TO A GRDUP OF<br />
PROMINENT<br />
STUDENTS AND A GROUP OF METROPOLITAN HOUSEWIVES<br />
UNIVERSITY<br />
REVEALED THAT TPE FACTOR PATTERNS CF THE<br />
COMPARISONS<br />
FOR THE IWO CORPORATIUNS AND FOR TFE TWO<br />
DIFFERENTIAL<br />
OF SUBJECTS hERE QUITE SIMILAR<br />
GROUPS<br />
ERAN, MORDECHAI<br />
0954<br />
PERSONALITY TRAITS JOB ATTITUDES<br />
SELF-PERCEIVED<br />
UF APPLIED PSYCHOLCGY VOL 50, ND 5, OCTOBER, I66<br />
JOURNAL<br />
PAGES<br />
MANAGEMENT<br />
STUDY INVESTIGATED THE JOB ATTITUDES OF<br />
THIS<br />
MANAGERS IN RELATION TO THEIR SCORES ON A<br />
LOWER-MIDDLE<br />
PERSONALITY INSTRUMENT 456 MANAGERS<br />
SELF-PERCEPTION<br />
3 COMPANIES FILLED OUT BOTH A JOB-ATTITUDE QUESTION<br />
FROM<br />
AND A FORCED-CHOICE SELF-DESCRIPTION QUESTIONNAIRE<br />
NAIRE<br />
ATTITUDES OF THE 89 RESPDNDENTS, -HIGHS-e WFO DE<br />
THE<br />
THEMSELVES MOST LIKE TOP MANAGERS WERE COMPARED WITF<br />
SCRIBED<br />
B9 RESPONDENTS, -LOWS-, WHO DESCRIBED THEMSELVES<br />
THE<br />
LIKE LOWER-LEVEL MANAGERS RESULTS SHOWED THAT THE<br />
MOST<br />
WERE SIGNIFICANILY MORE SATISFIED AND ALSO THAT THEY<br />
HIGHS<br />
SIGNIFICANTLY MORE EMPHASIS CN THE NECESSITY FOR<br />
PLACED<br />
BEHAVIOR IN IHEIR JOBS RESULTS WERE<br />
INNER-DIRECTED<br />
WITH PREVIOUS JOB-ATTITUDE STUDIES OF MANAGERS.<br />
COMPARED<br />
MCNERNEY WALTER J.<br />
0955<br />
PERSONAL HEALTH CARE SERVICES<br />
COMPREHENSIVE<br />
BESTS INSURANCE NEWS VOL 67, 9, JANUARY, 1967<br />
NEWEST CHART FROM WHICH TO JUDGE THE PROGRESS IN<br />
THE<br />
HEALTH FIELD IS THE REPORT OF THE NATIONAL COMMISSION ON<br />
THE<br />
HEALTH SERVICES THIS ARTICLE DISCUSSES THAT<br />
COMMUNITY<br />
IN VIEW DF HEALTH AS A PRIMARY INVESTMENT OF SOCIETY<br />
REPORT<br />
HUMAN CAPITAL THE REPORT CALLS FOR GENERAL IMPROVEMENT<br />
IN<br />
PRODUCTIVITY, BROAD BASED FINANCING AND BETTER MANAGEMENT<br />
OF<br />
HEALTH SERVICE PROGRAMS THE IMPLICATIONS OF THE REPORT<br />
OF<br />
PROPOSED LEGISLAIION DERIVED FROM IT ARE DISCUSSED<br />
AND<br />
SPERDFF B<br />
C56<br />
TOOL OF LEADERSHIP AND CLIQUE IDENTIFICATION<br />
SOCIOMETRY--A<br />
PERSONNEL JOURNAL, VOL 45, NO I0, NOVEMBER i66 2P<br />
IS IHE SCIENCE OF THE MEASUREMENT OF<br />
SOCIOMETRY<br />
RELATIONS. ITS PURPOSE IS TO ACCURATELY IDENTIFY<br />
SOCIAL<br />
AND GROUP PREFERENCES IN ORDER TO DETERMINE THE<br />
INDIVIDUAL<br />
AND PATTERNS OF INTERPERSONAL RELATIONS THAT EXIST<br />
NATURE<br />
A WORK GROUP<br />
WITHIN<br />
THE CONSTRUCTION OF SOCIOGRAMS, THE MANAGER CAN<br />
BY<br />
THE CLIQUES IN HIS WORK FORCE AND THEIR HIDDEN<br />
IDENTIFY<br />
WORKING THROUGH THESE INFURMAL LEADERS HE MAY BE<br />
LEADERS.<br />
TO FAVORABLY INFLUENCE THE ATTITUDES OF THE MEN<br />
ABLE<br />
IHE OBJECTIVES OF MANAGEMENT<br />
TOWARD<br />
GRUBINGER, ERIC N.<br />
0957<br />
PRACTICAL LOOK AI ON-LINE TIME SHARING<br />
A<br />
AUTOMATION VOL I4 2 FEB 1967 7P<br />
BUSINESS<br />
ANALYSTS<br />
EDUCATION<br />
UTILITY- IS A MISNOMER FOR WHAT SHOULD PROP<br />
-COMPUTER<br />
BE CALLED MULTISUBSCRIBER TIME-SHARING SYSTEMS SUCH<br />
ERLY<br />
WILL NOT BE ALL THINGS TO ALL PEOPLE. FEW, IF ANY<br />
SYSTEMS<br />
WILL BE USED FOR MORE THAN TWO OR THREE GROUPS OF<br />
SYSTEMS<br />
APPLICATIONS<br />
SAY THAT BY 1971 PRACTICALLY ALL COMPUTERS WILL<br />
EXPERTS<br />
CAPABLE OF SIMULIANEOUS RESPONSE OR REAL-TIME OPERATION,<br />
BE<br />
MOST COMPUTERS WILL BE ON-tINE AND 60 PERCENT OF ALL<br />
THAT<br />
WILL BE TIED INTO THE NATIONS COMMUNICATIONS NET-'<br />
COMPUTERS<br />
WORKS<br />
ARE FOUR POTENTIAL PROBLEM AREAS OF MSTS SYSTEMS-<br />
THERE<br />
SPEED, SECURITY, AND THE DATA BASE. SCORES DF INSTAL<br />
COST,<br />
ARE IN EXISIENCE OR DEVELOPMENT TODAY CNE OF THE<br />
LATIONS<br />
EXAMPLES IS THE SYSTEM AT KEYDATA CORP OTHER<br />
EARLIEST<br />
170<br />
OF APPLICATION ARE HOSPITALS, FINANCE -SICCK MARKET<br />
AREAS<br />
HIGHER EDUCATION, AND BANKING<br />
ANALYSTS-,<br />
LEWIS, L S<br />
0958<br />
PRESTIGE ANO LOYALTY OF UNIVERSITY FACULTY<br />
ON<br />
ADMINISTRATIVE SCIENCE QUARTERLY, VCL 2, NO 4, MARCH, 1967<br />
PAPER BASED ON A SAMPLE OF 509 FACULTY MEMBERS<br />
THIS<br />
THE EFFECTS OF INSIITUTIONAL PRESTIGE AND PROFES-'<br />
EXAMINES<br />
PRESTIGE ON LOYALTY TO /HE INSIITUIION IT IS FOUND<br />
SIONAL<br />
THOSE WITH HIGH INSTITUTIONAL PRESTIGE AN£ THOSE WITH<br />
THAT<br />
PROFESSIONAL PRESTIGE ARE MORE LOYAL THAN TFEIR COUNT-'<br />
LOW<br />
AND THAT THOSE WITH A COMBINATION OF HIGH INST[TU<br />
ERPARTS,<br />
PRESTIGE AND LOW PROFESSIONAL PRESTIGE ARE THE MOSI<br />
TIOAL<br />
WFILE THOSE WITH LOW INSTITUTIONAL PRESTIGE AND HIGH<br />
LOYAL<br />
PRESTIGE ARE THE LEAST LOYAL ATTITUDES TOWARD<br />
PROFESSIONAL<br />
CONDIIIONS OR COLLEAGUES O0 NOT DIFFERENTIATE THE<br />
ECONOMIC<br />
FROM THE DISLOYAL, BUT FEELINGS ABOUT INTEGRATION IN<br />
LOYAL<br />
LIFE AND THE HOPE OF FINDING CONDITIONS MORE<br />
UNIVERSITY<br />
FOR RESEARCH ELSEWHERE O0<br />
FAVORABLE<br />
WALLACE, W L<br />
Cg59<br />
INFLUENCES ON STUDENT ACHIEVEMENI<br />
ORGANIZATIONAL<br />
SCIENCE QUARTERLY, VOL 2, NE 4, MARCH 1967<br />
ADMINISTRATIVE<br />
27P<br />
FRATERNITIES<br />
FACULTY<br />
ARE PRESENTED SHOWING POSSIBLE DIFFERENCES IN<br />
DATA<br />
MAGNITUDE, AND KIND OF ACAMEMIC INFLUENCES UN<br />
DIRECTION,<br />
AS EXERTED BY THE COLLEGE TEACHING FACULTY AND BY<br />
STUDENTS<br />
SOCIAL FRATERNITIES THESE POSSIBLE DIFFERENCES<br />
GREEK-LEITER<br />
ATTRIBUTED TO THE OISTINCT KINOS OF RELATIONS THAT<br />
ARE<br />
HAVE TO THESE TWO COLLEGE SUBSTRUCTURES IN THE<br />
SIUDENIS<br />
OF THEORETICAL IMPLICATIONS CF THE FINDINGS THE<br />
DISCUSSION<br />
AND GENERAL PICTURE OFFERED IS OF STUDENT<br />
HYPOTHETICAL<br />
THAT COMPETE AGAINST EACH OTHER IN SEVERAL<br />
ORGANIZATIONS<br />
SIMULTANEOUSLY<br />
AREAS<br />
SCFWARTZ, H A LONG, H. S<br />
C60<br />
INDUSTRIAL TRAINING VIA COMPUTER-ASSISTED INSTRUCTION<br />
REMOTE<br />
OF APPLIED PSYCHOLOGY, VOL 51, NO 1, FEBRUARY,<br />
JOURNAL<br />
6 PAGES<br />
1967,<br />
1965 SEVERAL FIELD ENGINEERS RECEIVEO TEIR REQUIRED<br />
IN<br />
IN NEW COMPUIER TECHNOLOGY THROUGH REFOTE CON-'<br />
TRAINING<br />
INSTRUCTION, CA[ STUDENTS AT TERMINALS<br />
PUTER-ASSISTED<br />
IN 4 MAJOR CITIES COMMUNICATED THROUGH TELL--'<br />
LOCATED<br />
FACILITIES WITH A COMPUTER SYSTEM LOCATED<br />
PROCESSING<br />
STUDENTS EXAMINATION SCORES, COURSE COMPLETION<br />
CENTRALLY<br />
AND ATT[IUDES WERE COMPARED WITH THOSE CF OTHER<br />
TIMES,<br />
WHO RECEIVED THE MATERIAL THROUGH SELF-STUDY<br />
STUDENTS<br />
IN USE AI THE TIME CAI STUDENTS SCORED LOWER ON<br />
TEXTS<br />
OF THE EXAMINAIION BUT COMPLETED THE COURSE IN<br />
PART<br />
LESS TIME THAN THE SELF-STUDY STUDENTS CAT<br />
CONSIDERABLY<br />
ATTITUDES APPEAR IC BE RELATED TO THE AVAILABILITY<br />
STUDENTS<br />
ASSISTANCE WHEN COURSE MATERIAL PROBLEMS ARE ENCOUNTERED<br />
OF<br />
VANDENBERG, STEVEN O STAFFORd, RICHARD<br />
096!<br />
0963<br />
INFLUENCES ON VOCATIONAL PREFERENCES<br />
HEREDITARY<br />
OF APPLIED PSYCHOLOGY, VOL 5, NO. FEBRUARY,<br />
JOURNAL<br />
2 PAGES<br />
196T<br />
VOCATIONAL INTEREST INVENTORY<br />
MINNESOTA<br />
MINNESOTA VOCATIONAL INTEREST INVENTORY, MVII,<br />
THE<br />
OF 53 FRATERNAL PAIRS OF TWINS SHOWED GREATER<br />
SCORES<br />
VARIANCES THAN DID THE SCORES OF 71 IDENTICAL<br />
WITHIN-PAIR<br />
FOR 9 OF THE SCORES AND 4 OF ThE AREA KEYS THE<br />
PAIRS<br />
TEST SHOWED A STATISTICALLY SIGNIFICANT INCREASE IN<br />
F<br />
VARIANCE FOR THE FRATERNAL TWINS. THIS IS<br />
WITHIN-PAIR<br />
AS EVIDENCE FOR A HEREDITARY COMPONENT IN<br />
INTERPRETED<br />
IN OCCUPAIIONS REQUIRING NO SCIENTIFIC ABILITY<br />
INTERESIS<br />
HEREDITARY INFLUENCE OPERATES PROBABLY THROUGH PER<br />
THE<br />
VARIABLES<br />
SONALITY<br />
WELL COMPENSATED ARE NEGRO EXECUTIVES<br />
HOW<br />
MANAGEMENT VOL 32 APRIL= I967 2P<br />
BUSINESS<br />
3 YEARS AGO, IN A SHARP REVERSAL OF PREVIOUS<br />
ABOUT<br />
NEGRO EXECUTIVES BEGA TO RECEIVE ANUAL SALARY<br />
PRACTICE,<br />
COMPARABLE TO THOSE RECEIVED BY WHITE EXECUTIVES<br />
INCREASES<br />
IS THE MOST SALIENT FINDING OF A RECENT SMALL SURVEY<br />
THIS<br />
NEGRO EXECUTIVES BY A MANAGEMENT CONSULTING AND AN EXEC-'<br />
OF<br />
RECRUITING FIRM THESE FINDINGS SHOULO NOT BE VIEWED<br />
UTIVE<br />
CLEAR-CUT PRCOF EF A NATION-WIDE TREND BECAUSE THE SIZE<br />
AS<br />
THE NEGRO SAMPLE WAS VERY SMALL<br />
OF<br />
THE SIMILARITIES IN SALARY INCREASES THE<br />
DESPITE<br />
OF NEGRO EXECUTIVES ARE STILL LAGGING ONE INTER<br />
SALARIES<br />
PHASE OF THE SURVEY SHOWS THAT NEGROES, ON THE WHOLE<br />
ESTING<br />
BETTER OF BUSINESS PAY POLICIES AND PRACTICES THAN<br />
THINK<br />
WHITES DO. BY CONTRAST, 60 PERCENT OF THE NEGROES ARE<br />
THE<br />
WITH THEIR LEVEL OF PAY, COMPARED WITH 70 PERCENT<br />
SATISFIED<br />
THE WHITES<br />
OF<br />
JOFNSTON, WILLIAM A. NAWROCKI, LEON H.<br />
C6<br />
OF SIMULATED SOCIAL FEEDBACK ON INDIVIDUAL<br />
EFFECT<br />
PERFORMANCE<br />
OF APPLIED PSYCHOLDGY, VOL 51, NO 2,<br />
JOLRNAL<br />
1967, 6PAGES<br />
APRIL,<br />
TRACKING PERFORMANCE WAS EXAMINED UNDER<br />
INDIVIDUAL<br />
OF SIMULATED SOCIAL FEEDBACK EACH OF 60<br />
CONDITIONS<br />
WAS TOLD HE HAD A PARTNER ANO THAT POSTTRIAL<br />
SUBJECTS<br />
REPRESENTED THEIR TEAM PERFORMANCE RELATIVE TO<br />
FEEDBACK<br />
TRACKING ABILITY ACTUALLY, SUBJECTS FEEDBACK<br />
AVERAGE<br />
HIS INDIVIDUAL PERFORMANCE RELATIVE TO<br />
REPRESEkTED<br />
MODERATE, OR STRINGENT CRITERION. THESE CRITERIA<br />
LENIENT<br />
PARTNERS DF VARYING ABILITY SUBJECIS BLAMED<br />
SIMULATED<br />
CONTRIVED PARTNERS FOR POOR SCORES RECEIVED UNDER<br />
THEIR<br />
STRINGENT CRITERION. PERFORMANCE OF GGCD TRACKERS WAS<br />
THE<br />
AFFECTED BY CRITERION DIFFICULTY, BUT POOR TRACKERS<br />
NOI<br />
BEST UNDER THE MODERATE CRITERION THE INHIBIIORY<br />
PERFORMED<br />
INFLUENCE OF THE SIRINGENT CRITERION WAS MAGNIFIED DURING
TERMINAL EXTINCTION SESSICN CRITERION DIFFICULTY IS IM-'<br />
A<br />
IN TEAM PERFORMANCE, PERHAPS INDIVIDUAL TASKS ALSO<br />
PORTANT<br />
HAhLEY, CHARLES<br />
0965<br />
RESPONSES AND SOCIAL DESIRABILITY<br />
INDIVIDUAL<br />
OF APPLIED PSYCHOLOGYt VDL 51t NO 2t<br />
JOURNAL<br />
I967, 3PAGES<br />
APRIL,<br />
INVESIIGATIONS INDICATE THAT, FOR THE AVERAGE<br />
SEVERAL<br />
ENDORSEMENT OF PERSONALITY INVENTORY IIEMS HAS<br />
SUBJECT,<br />
A LOW TO MODERATE CORRELATION WITH SOCIAL DESIRABILITYt<br />
ONLY<br />
UNLIKE THE CASE WHEN PRCBABILITY OF ENDORSEMENT BY A<br />
SD,<br />
IS RELATED TO DISIRABILITY THESE STUDIES HAVE USED<br />
GROUP<br />
CORRELATION FOR THE INDIVIGUAL AND THE<br />
POINT-BISERIAL<br />
COEFFICIENT FOR THE GROUP WHEN A SINGLE<br />
PRODUCT-MOMENT<br />
RESPONSES ARE ANALYZED IN A WAY THAT PERMITS<br />
SUBJECTS<br />
OF PROBABILITY OF ENDORSEMENT, THE PRODUCT--'<br />
ESTIMATION<br />
CORRELTAION BETWEEN IHIS PROBABILITY AND SD TYPICALLY<br />
MOMENT<br />
HIGH, APPROACHING MUCH CLOSER TO THE GROUP VALUE HIGH<br />
IS<br />
INDIVIDUAL CORRELATION BETWEEN ENDORSEMENT AND<br />
AVERAGE<br />
DOES NOT PREVENT A DIAGNOSTIC SCALE FROM<br />
DESIRABILITY<br />
BETWEEN DISPARATE GROUPS<br />
DISCRIMINATING<br />
BROWN, JAMES K<br />
0966<br />
RESEARCH- A PROGRESS REPCRT<br />
MEDIA<br />
THE CONFERENCE BOARD RECORD VCL 4 5 MAY, 1967 SP<br />
OF THE ADVERTISING AND RESEARCH FRATERNITIES<br />
MEMBERS<br />
ACKNOWLEDGE THAT THE LAST DECADE HAS SEEN CONSIO<br />
GENERALLY<br />
PROGRESS IN MEDIA RESEARCH THESE GAINS HAVE ENABLED<br />
ERABLE<br />
AND AGENCIES TO DO A BETTER JOB OF MEDIA SEL<br />
ADVERTISERS<br />
AND SCHEDULING MEDIA CHARGERS REPRESENT THE LARGEST<br />
ECTION<br />
IN THE TYPICAL ADVERTISING BUDGET<br />
ITEM<br />
AREAS GF MEDIA RESEARCH WHERE SPECIFIC GAINS HAVE<br />
THE<br />
MADE AND WHICH ARE DISCUSSED ARE- UEFINING AUDIENCE<br />
BEEN<br />
ESTABLISHING THE DIMENSIONS OF MEDIA AUDIENCES,<br />
QUALITYt<br />
EXPOSURE TO ADVERTISING, MEASURING MEDIA CON<br />
ESTIMATING<br />
TO ADVERTISING EFFECTIVENESS, CONSTRUCTING MODELS<br />
TRIBUTICNS<br />
MEDIA PERFORMANCE, IMPROVING RESEARCH AND CLASSIFICATION<br />
OF<br />
DESPITE THESE GAINS PROBLEMS REMAIN IN THE IN-'<br />
PROCEDURES<br />
TO GENERALIZE RESEARCH FINDINGS AND THE TIMING OF<br />
ABILIIY<br />
EVALUATION<br />
MEDIA<br />
REIN M<br />
096?<br />
SCIENCE AND THE ELIMINATION OF POVERTY<br />
SOCIAL<br />
JOURNAL OF THE AMERICAN INSTITUTE OF PLANNERS VOL 33,<br />
THE<br />
NO 3, MAY 1967 lOP<br />
LITERATURE OF THE SOCIAL SCIENCES ABOUNDS IN<br />
THE<br />
CONCERNING THE NON-ECONOMIC CAUSES AND CONSE-'<br />
HYPOTHESES<br />
OF POVERTY, ALTHOUGH THESE ARE OFTEN MORE IMPLICIT<br />
QUENCES<br />
EXPLICIT THEY TENO TO BE ORGANIZEC AROUND THREE QUITE<br />
THAN<br />
PERSPECTIVES- RESOURCE ALLOCATION, SOCIAL AND<br />
DIFFERENT<br />
THEORY, AND INSTITUTIONAL PERFORMANCE EACH<br />
PERSONAL<br />
SUPPORTS A DIFFERENT CONCEPT NEEDS TO BE<br />
PERSPECTIVE<br />
IN POLICY CONSIDERATIONS FREQUENTLY USE OF THESE<br />
STRESSED<br />
REFLECTS BIASES BASED ON THE PERSONAL BELIEFS<br />
PERSPECTIVES<br />
VARIOUS INVESTIGATORS RATHER THAN ON DISPASSIONATE SOCIAL<br />
OF<br />
WHEN EMPLOYED INDIVIDUALLY THEY SUGGEST QUITE<br />
THEORY<br />
PRIORITIES FOR ACTICN ALL THESE PERSPECTIVES ARE<br />
DIFFERENT<br />
AND THE DESIDERATUM IN POLICY IS MIX, NCT CHOICE OF<br />
NEEDED,<br />
AREAS CF INTERVENTION<br />
SPECIFIC<br />
DAY, RALPH L<br />
0568<br />
OF ESTIMATING CONSUMER PREFERENCE DISTRIBUTION<br />
METHODS<br />
MANAGEMENT REVIEW, VCL. 9, NO 4, SUMMER 1967, 7P<br />
CALIFORNIA<br />
ANALYSIS<br />
TEST,<br />
BECOME MORE RESPONSIVE TO THE PREFERENCES OF THEIR<br />
TO<br />
MANUFACTURES MUST HAVE IMPROVED METHODS OF<br />
CUSTOMERS,<br />
AND INTERPRETING THESE PREFERENCES THIS ARIICLE<br />
MEASURING<br />
THREE APPROACHES TC THE ESTIMATION OF CISTRIBUTICNS<br />
PRESENIS<br />
CONSUMER PREFERENCES THE BENSON METHOD TREATS THE<br />
OF<br />
OF DISTRIBUTIONS AS A -PRACTICAL RESEARCH PROBLEM-<br />
FIITING<br />
FITS CURVES DIRECTLY TO DATA WITH SIMPLE PRCCEOURES THE<br />
AND<br />
COMPLEX KUEHN METHOD FITS A DISTRIBUTION WITHOUT PRICK<br />
MORE<br />
ABOUT IlS SHAPE AND ALSO PROVIDES AN ESTIMATE OF<br />
ASSUMPTIONS<br />
BASIC ABILITY OF CONSUMERS TO RECOGNIZE DIFFERENCES IN<br />
THE<br />
PRODUCT ATTRIBUTE BEING STUDIES A METHOD CF FITTING<br />
THE<br />
AND ESTIMATING DISCRIMINATION ABILITY BY<br />
DISTRIBUTIONS<br />
SIMULAIION WAS ALSO DESCRIBED IT IS SIMPLER TG<br />
COMPUTER<br />
IHAN THE KUEHN METHOD AND IS PROPOSED FOR THOSE CASES<br />
APPLY<br />
THE RESEARCHERS PRIOR ASSUMPTIONS ARE SUPPORTED BY<br />
WHERE<br />
ANALYSIS OF PRODUCT TEST DATA<br />
PRELIMINARY<br />
TARR, R G<br />
C969<br />
SURVEYS AND CONSULTANT MANAGEMENT<br />
MANAGEMENT<br />
JOURNAL OF PROPERTY MANAGEMENTt VOL 32, NO.3, MAY-JUNE, 1967<br />
TARR POINTS OUT THAT WHILE A CPM IN RESIOENCE<br />
MR<br />
THE PLANNING STAGES DF A PROJECT DOES hOT ASSURE<br />
DURING<br />
THE PRESENCE OF HIS PROFESSIONAL KNOWLEDGE AND<br />
SUCCESS,<br />
OF HIS EXPERIEhCEC CONSULTATION MICHT RESULT<br />
AVAILABILITY<br />
MAJOR CHANGES OF PLANNED CONSTRUCTION OR EXPENSE<br />
IN<br />
MANAGEMENT SURVEYS HELPFUL TO BUILDING PLANNERS<br />
PROJECTIONS<br />
DISCUSSED IN TERMS OF APPRUACH PURPOSE AND COST<br />
ARE<br />
ROTHERY, BRIAN<br />
09?0<br />
SORTS WIIHOLT SORTING<br />
DISK<br />
PROCESSING VOL 9, NO 5, MAY I967 2P<br />
DATA<br />
CONTROL<br />
JOB,<br />
CERTAIN CASES IT IS POSSIBLE TO USE A DISK SYSTEM AS<br />
IN<br />
SORTER AND TO SAVE TIME OTHERWISE SPENT ON UNIT RECORD<br />
A<br />
OR SPECIAL SORT RUNS THAT IS WHERE A JOB REQUIRES<br />
SORTING<br />
BREAKOOWN BY SINGLE CATEGORIES OR UNITS CF DESCRIPTION A<br />
A<br />
SYSTEM CAN BE bSEO AS A SORTER THIS ARTICLE EXPLAINS<br />
DISK<br />
WAY THIS IS DONE<br />
THE<br />
IS POINTED CUT THAT THE MOST VALUABLE FACILITY OF<br />
IT<br />
STORAGE IS THE AVAILABILITY OF READILY ACCESSIBLE<br />
DISK<br />
ANOTHER FEATURE UF INTEREST IS THE PART THAT A<br />
FILES<br />
INPUT-OUTPUT CONTROL SYSTEM PLAYS IN SUCH A<br />
POWERFUL<br />
TECHNIQUE<br />
171<br />
HUNT, RICHARD A<br />
C971<br />
OTHER SEMANTIC CONCEPTS RELATED TO CHOICE OF VOCATION<br />
SELF<br />
JOURNAL OF APPLIED PSYCHOLOGY, VOL 51 NO 3, JUNE, 1967f 5P.<br />
GROUPS, ENGINEERS, MANAGERS, MINISTERS,<br />
CRITERION<br />
COMPOSED OF 258 PROFESSIONAL MEN JUDGEO 16 SELF-,<br />
TEACHERS,<br />
AND VOCATIONAL CONCEPTS ON 25 SEMANTIC DIFFERENTIAL<br />
OTHER,<br />
CONCEPT INTERRELATIONSHIPS WERE MEASURED WITH A<br />
SCALES<br />
NORMALIZED D SCORE A MULTIPLE-DISCRIMINANT<br />
MODIFIED,<br />
PRODUCED SIGNIFICANI FUNCTIONS BETWEEN THE<br />
ANALYSIS<br />
GROUPS IN A CROSS-VALIDATION GROUP OF MALE<br />
CRITERION<br />
SEMANTIC DIFFERENTIAL PROFILES CORRECTLY<br />
UNbERGRADUATES,<br />
70 TO 139 SUBJECTS ACCORDING TO KUDER<br />
CLASSIFIED<br />
INTEREST INVENTORY, OII, SCORES AND 83 OF 125<br />
OCCUPATIONAL<br />
THESE SUBJECTS ACCORDING TO FIRST CHOICE OF VOCATION<br />
OF<br />
REAL-LIFE DECISIONS CAN BE PREDICTED FROM<br />
COMPLEX,<br />
PATTERNS OF SELF- AND OTHER CONCEPTS RESULTS<br />
INDIVIDUAL<br />
ASSUMPTIONS ABOUT THE SELF-CONCEPT IN THE THEORIES<br />
SUPPORT<br />
ROGERS AND SUPER<br />
OF<br />
BRYAN, JUDITH F LOCKE, EDWIN A<br />
Do?2<br />
SEITING AS A MEANS OF INCREASING MOTIVATION<br />
GOAL<br />
OF APPLIED PSYCHOLOGY VOL 51 NO 3 JUNE, 1967,<br />
JOLRNAL<br />
THE BASIS CF DIFFERENCE IN PERFORMANCE IN RELATION<br />
ON<br />
MAXIMAL ABILIIY AND OIFFERENCE IN ATIITUOE RATINGS ON AN<br />
TO<br />
TASK, A LOW-MOTIVATION AND A HIGH-MOTIVATION GROUP<br />
ADDITION<br />
SELECTED FOR 2 RETESTS ON THE SAME TASK<br />
WERE<br />
GROUP WAS GIVEN SPECIFIC GOALS TC REACH, AND<br />
LOW-MOTIVATION<br />
HIGH-MOTIVATION GROUP WAS TOLD TO 00 THEIR BEST ON EACH<br />
THE<br />
OF EACH RETEST. BY THE END OF THE SECOND RETEST, THE<br />
TRIAL<br />
GIVEN SPECIFIC GOALS HAD -CAUGHT- THE DO-BEST GROUP<br />
GROUP<br />
IN TERMS OF PERFORMANCE AND IN TERMS CF FAVORABLE<br />
BOIH<br />
TOWARD THE IASK THE RESULTS SUGGESTED THAT<br />
AIIITUOES<br />
GOALS CAN BE USED TO MOTIVATE SUBJECTS WHO BRING A<br />
SPECIFIC<br />
DEGREE OF MOTIVATION TO THE TASK SITUATION<br />
LOW<br />
POMERORY RICHARD W<br />
0973<br />
METHODS-MEASUREMENT TECHNIQUES<br />
ADAPTING<br />
JOLRNAL OF INDUSTRIAL ENGINEERING VDL I8,NOo ?, JULYt<br />
THE<br />
49<br />
196T,<br />
PROGRAM PERSONNELe EVALUATING, CONTROL<br />
TRAINING<br />
IS A DISCUSSION CF ADAPTING METHODS-MEASUREMENT<br />
THERE<br />
70 INDUSTRY WHICH HAS EXTREME FLUCTUATIONS IN<br />
TECHNIQUES<br />
FOR ACHIEVING LABOR COST CONTROL AND REDUCTION THE<br />
WORKLOAD<br />
USED HERE IS THEMAIL ORDER INDUSTRY OVER-COMING<br />
EXAMPLE<br />
OF LINE PERSONNEL, REDUCING TRAINING REQUIREMENTS<br />
OBJECTIONS<br />
COSTS, SIMPLIFYING SHORT-TERM STAFFING REQUIREMENTS, AND<br />
AND<br />
RESULTS OF A COST REDUCTION PROGRAM ARE<br />
EVALUATING<br />
DISCUSSED<br />
ANDNYMOLS<br />
0974<br />
A NEW MARKETING MANAGER, AN UNCOMMON APPROACH<br />
ORIENTING<br />
MANAGEMENT JUNE 1967 3P<br />
BUSINESS<br />
JOB<br />
RECRUII,<br />
TAKES A LOT OT TIME, MONEY AND EFFORT T0 RECRUIT AN<br />
IT<br />
MARKETING EXECUTIVE YOU RUN A HIGH RISK OF<br />
OUTSTANDING<br />
IT ALL IF YOU OONT TAKE EQUAL CARE 70 START HIM OFF<br />
LOSING<br />
IN HIS NEW JOB IN MORE COMPANIES THAN NOT, THE MUST<br />
RIGHT<br />
ELEMENT OF THE ORIENTATION PROCEDURE IS UTTERLY<br />
IMPORTANT<br />
PRESENTING THE NEW MANAGER WITH A CHALLENGE IN<br />
LACKING,<br />
ARTICLE, OUTSPOKEN MANAGEMENT CONSULTANT JOE D BATTEN<br />
THIS<br />
A FRESH WAY 70 GET A NEW MAN STARTED AND KEEP HIM<br />
SUGGESTS<br />
ONE WARNING, IF YOU THINK ORIENTATION CONSISTS<br />
STIMULATED<br />
INTRODUCING A NEW MARKETING MANAGER TO HIS PEERS AND<br />
OF<br />
AND HANDING HIM A STANDARD PCLICY MANUAL, THINK<br />
SIAFF,<br />
THE REAL JOB DF ORIENTATION STARTS WHERE THESE MORE<br />
AGAIN<br />
PERFUNCTORY- PRACTICES LEAVE OFF<br />
CUSTOMARY-AND<br />
HENRY, KENNETH<br />
0975<br />
ON PUBLIC RELATIONS<br />
PERSPECTIVE<br />
HARVARD BUSINESS REVIEW VOL 45, 4, JULY-AUGUST, 1967, 14P<br />
ARTICLE LOOKS OVER LITERATURE OF THE PAST FEW<br />
THIS<br />
THAT EXAMINES HOW, AND HCW WELL, MANAGEMENT IS USING<br />
YEARS<br />
RELATIONS TO MAINTAI AND IMPROVE THE CORPORATIONS<br />
PUBLIC<br />
PAUL BURTONS BOOK, CORPORATE PUBLIC RELATIONS,<br />
REPUTATION<br />
THE CORPORATION AND ITS PUBLICS- ESSAYS ON THE CORPORATE<br />
AND<br />
BY JOHN W RILEY AND MARGUERITE LEVY ARE SINGLED OUT<br />
IMAGE<br />
DISCUSSED AND OLTLINEO CUITE CLOSELY<br />
AND<br />
SAMPLING OF BOOKS SUGGESTS THAT THE SUBJECT IS<br />
THIS<br />
IN IMPORTANCE AND THAT WRITERS FORESEE IMPENDING<br />
GROWING<br />
IN IHE PRACTICE OF PUBLIC RELATIONS. PUBLIC RELATID<br />
CHANGES<br />
PLAYING IN INCREASING ROLE IN SHAPING THE CORPORATIONS<br />
IS<br />
CONSCIENCE AND APPLIES THE BEHAVIORAL SCIENCES MORE<br />
SOCIAL<br />
PALEY, NORTON<br />
0976<br />
A PROMOTION STRATEGY<br />
PLANNING<br />
ADVERTISING AND SALES PROMOTION VOL 15, 8, AUGUST, 1967,<br />
ARTICLE PRESENTS A SYSTEMATIC WAY OF APPROACHING<br />
THIS<br />
PROBLEM IHAT SHOULD HELP 70 INCREASE EFFICIENCY<br />
MARKETING<br />
TO MAKE SURE THAT EVERYBODY KNOWS WHAT EVERYBODY ELSE IS<br />
AND<br />
DEFINITIONS DISTINGUISH STRATEGY AND TACTICS,<br />
DOING<br />
OUT THAT STRATEGY CONCERNS WHAT TO DO AND TACTICS<br />
POINTING<br />
HOW 70 DE IT THE BENEFITS OF DEVELOPING A<br />
CONCERNS<br />
PLAN ARE PRESENTED ALONG WITH A SUGGESTED OUTLINE<br />
MARKETING<br />
DEVISING THE PLAN IN GENERAL, A MARKETING PLAN<br />
FOR<br />
MARKETING GOALS AND DEVELOPS A STRATEGY FOR<br />
SPECIFIES<br />
THEM MARKETING PLANS CAN BE AS DETAILED AS<br />
ATTAINING<br />
AND SPECIALIZED FOR EACH SITUATION, BUT THE BENEFITS<br />
DESIRED<br />
THE SAME<br />
ARE<br />
BRGWN, DOUGLAS B<br />
097<br />
PRACTICAL PROCEDURE FOR MEDIA SELECTION<br />
A<br />
JOURNAL OF MARKETING RESEARCH VOL IV, AUGUST 1967, 8P<br />
PRINCIPLE OF INCREMENTAL ANALYSIS AS APPLIED TO<br />
THE<br />
SELECTION PROBLEMS IS EXAMINED BY ILLUSTRATING SOME<br />
MEDIA<br />
PROBLEMS ALTHOUGH THESE EXAMPLES ARE<br />
MAGAZINE-SELECTION<br />
THE METHOD CAN BE EXTENDED TO HANDLE MORE CGMPLEX<br />
SIMPLE,<br />
PROBLEMS INCREMENTAL ANALYSIS CAN BE APPLIED TU BOTH PRINT
BROADCAST MEDIA CAMPAIGNS, BUT IT IS MCST SUITABLE FOR<br />
AND<br />
PRINT ADVERTISING<br />
SCHEDULING<br />
COHEN, JOEL B.<br />
09?8<br />
ORIENTATION TO STUDY OF CONSUMER BEHAVIOR<br />
INTERPERSONAL<br />
OF MARKETING RESEARCH VGL IV, AUGUST 1967e 9P<br />
JOURNAL<br />
DECISION<br />
MAKING,<br />
INTEGRATED FRAMEWORK FOR STUDYING INTERPERSONAL<br />
AN<br />
OF CONSUMER DECISION MAKING IS PRESENTEC THE<br />
ASPECTS<br />
DESCRIBES A SCALE FCR MEASURING A PERSONS<br />
ARTICLE<br />
ORIENTATIONS A STUDY IS REPORTED THAT<br />
INTERPERSONAL<br />
RELATIONSHIPS BETWEEN THESE TRAITS AND PRODUCT AND<br />
EXAMINES<br />
CHOICES<br />
MEDIA<br />
ANGNYMOUS<br />
09T9<br />
NEED TO TRAIN AND RE-EDUCATE<br />
THE<br />
MANAGEMENT VCL.28, NO 8, AUGUSTt I967, 15P.<br />
ADMINISTRATIVE<br />
JOB-DEMAND, ECUCATE<br />
ORGANIZATION,<br />
NEED TO TRAIN AND EDUCATE EXISTS IN EVERY<br />
THE<br />
AND CAN ONLY GROW REASONS FOR THIS ARE<br />
ORGANIZATION<br />
COMPUTER AND ITS SPAWN OF INCREASING<br />
THE<br />
-2- THE FASTER PACE OF CHANGE.-3- THE INABILITY<br />
SUBSYSTEMS<br />
MANY BUSINESS SCHOOLS TO ADEQUATELY PREPARE STUDENTS FOR<br />
OF<br />
JOB-DEMAND THEY WILL ENCOUNTER 4 THE NEGRO AND THE<br />
THE<br />
REVOLUTIONS -S- A NEED OF MORE PEOPLE IN GENERAL<br />
POVERTY<br />
OF A GROWING ECONOMY. EVIDENCE SHOWS THAT THE<br />
SYMPTOM<br />
CREATES MORE JOBS THAN IT ELIMINATES.<br />
TECHNOLOGY<br />
CLELAND, D<br />
C980<br />
PROJECT AUTHORITY<br />
UNDERSTANDING<br />
HORIZONS, VOL IO NO I, SEPTEMBER 1967, 8P.<br />
BUSINESS<br />
MANAGEMENT -MOLDING THE ORGANIZATION AROUND A<br />
PROJECT<br />
TASK DR PROJECT- IS THE CONCEPT THAT HAS BEEN<br />
SPECIFIC<br />
TO DEAL WITH SITUATIONS WHERE PROOUGTION AND<br />
DEVELOPED<br />
STRATEGY FOR NEW PRODUCTS DO NDT FIT INTO A PURELY<br />
MARKETING<br />
TYPE OF ORGANIZATION THE PURPOSE OF THIS ARTICLE<br />
FUNCTIONAL<br />
TO EXAMINE THE AUTHORITY OF THE PROJECT MANAGER,<br />
IS<br />
IN CONTRAST TO THAT OF THE TRADITIONAL<br />
PARTICULARLY<br />
MANAGER THIS IS A SUBJECT INCGMPLETELY DEALT<br />
BUREAUCRATIC<br />
IN CONTEMPORARY LITERATURE.<br />
WITH<br />
ROLE OF THE PROJECT MANAGER WILL BE CRUCIAL IN THE<br />
THE<br />
AHEAD PROJECT MANAGEMENT MUST NOT ONLY FACILIATE THE<br />
YEARS<br />
AND ACQUISITION GF MAJOR MILITARY WEAPONS, BUT<br />
DEVELOPMENT<br />
TECHNIQUES WILL CONTINUE TO SPREAD IN THE NGNOEFENSE<br />
THE<br />
AS WELL. FINALLY, PROJECT MANAGEMENT WILL CHANGE<br />
INDUSTRIES<br />
RELATIONSHIPS FOUND IN THE TRADITIONAL PYRAMID<br />
THE<br />
SIRUCTURES<br />
ORGANIZATION<br />
NUNLISI FRANK<br />
CgBI<br />
TIME POWER.'<br />
WANTED-EXECUTIVE<br />
DUNS REVIEW VOL 90, NO 4, OCT I967,<br />
IS THE CONTENTION OF THE AUTHOR THAT SO CRITICAL IS<br />
IT<br />
AVAILABILITY TO THE CHIEF EXECUTIVE BECOME THAT HE HAS<br />
TIME<br />
BUSINESS GETTING INVOLVED IN DAY-TO-DAY DECISIONS. hE IS<br />
NO<br />
FOR THE FUTURE CF THE COMPANY HE MUST CONSIDER<br />
RESPONSIBLE<br />
WHOLE SOCIETY AND GRAPPLE WITH SUCH PROFOUND QUESTIONS<br />
THE<br />
THE CHARACTER AND COMPOSITION OF THE ECONOMY OF TOMORROW<br />
AS<br />
THE ROLE OF BUSINESS<br />
AND<br />
UTILIZING THE COMPUIER THE AUTHOR OFFERS A THREE<br />
BY<br />
PLAN AS A POSSIBLE SOLUTION IN CONCLUSION THE CHIEF<br />
STEP<br />
MUST REMEMBER ONLY WHAT IS TIMELY AND ACCURATE SO<br />
EXECUTIVE<br />
CAN SUCCESSFULLY PLOT THE FUTURE DIRECTION DF THE<br />
HE<br />
COMPANY<br />
HODGE, C C WETZEL, R<br />
0982<br />
WORKERS AND UNDEREMPLCYMENT<br />
SHORI<br />
MONTHLY LABOR REVIEW VOL 90, NO 9, SEPT I967t<br />
WORKWEEKS ONE FORM OF UNDEREMPLOYMENT-<br />
REDUCED<br />
A SERIOUS ECONOMIC AND SOCIAL PROBLEM, EVEN IN A<br />
CONSTITUTES<br />
OF HIGH EMPLOYMENT AND RECORD EARNINGS THE PERSONAL<br />
PERIOD<br />
SOCIAL LOSS RESULTING FROM SHORT WORKWEEKS VARIES<br />
AND<br />
AT ONE EXTREME ARE WORKERS DRAWING ADQUATE PAY WHO<br />
SHARPLY<br />
ON FULL-TIME SCHEDULES DURING MOST OF THE YEAR, OR ARE<br />
ARE<br />
TO FULL-TIME EMPLOYMENT<br />
MOVING<br />
THERE IS A SIZABLE BUT AMORPHOUS GROUP OF<br />
NEXT<br />
EARNERS ABOUT ONE-THIRD OF THOSE WORKING PART<br />
SECONDARY<br />
FOR ECONOMIC REASONS ARE COMPOSED MAINLY CF SINGLE<br />
TIME<br />
AND MARRIED WOREN LIVING WITH THEIR hUSBANDS THE<br />
YOUNGSTERS<br />
ARE EMPLOYED BUT WITH THE LOW HOURLY AND WEEKLY<br />
REMAINDER<br />
FEW HOURS OF WORK AND LITTLE IF ANY OPPORTUNITY<br />
EARNINGS,<br />
ADVANCEMENT.<br />
FOR<br />
ANONYMOUS<br />
0983<br />
OTHER EMPLOYEES IN THE SCHCOL NON-TEACHER BARGAINING<br />
THE<br />
LABOR REVIEW VOL 90, NO 9, SEPT 1967<br />
MONTHLY<br />
PERSONNEL ORGANIZATION, EDUCATIONAL,<br />
PROGRAMS<br />
ADMINISTRATION<br />
PERSONNEL PROGRAMS IN SCHOOLS SHOULD BE DESIGNEC<br />
GOOD<br />
STIMULATE COHESION RATHER THEN TO ACCENTUATE DIFFERENCES<br />
TO<br />
SCHOOL EMPLOYEES THE TEACHERS, DOCTDR NURSEe CAFETERIA<br />
ALL<br />
AND CUSTODIAN ARE PART OF THE EDUCATIONAL TEAM WHICH<br />
WORKER<br />
AIMING AT MAXIMUM EDUCATIONAL RESULTS<br />
IS<br />
POINTS SHOULD BE MADE FIRST, DECISIVENESS DESTROYS<br />
TWD<br />
AND HARMS EDUCATIONAL EFFORT SECCND,<br />
TEAMWORK<br />
WHEN CARRIED INTO THE FIELD OF EMPLOYEE<br />
SEPARATIVENESS<br />
DESIROYS THE PCSSIBILITY OF SOUND PERSONNEL<br />
ORGANIZATION<br />
TECHNIQUES FOR ALL SCHOOL EMPLOYEES<br />
ADMINISTRATION<br />
ANONYMOUS<br />
0984<br />
CRITIQUE OF COST-BENEFIT ANALYSES OF TRAINING<br />
A<br />
LABOR REVIEW VOL 90 NO.9 SEPT. [967 ?P<br />
MONTHLY<br />
PROGRAMS, MANPOWER EVALUATION ANALYSES,<br />
TRAINING,<br />
AOMINISTRATION<br />
SUPPORT OF IIS REQUEST TO THE MANPOWER<br />
IN<br />
FOR FUNDING A BENEFIT COST-ANALYSIS OF<br />
ADMINISTRATION<br />
THE RURAL POOR UNDER THE MANPOWER IMPROVEMENT<br />
TRAINING<br />
COMMUNITY EFFORI PROJECT, THE NORTH CAROLINA FUND<br />
THROUGH<br />
A CRITIQUE OF PAST ATTEMPTS TG MEASURE THE<br />
SUBMIIIEO<br />
OF TRAINING PROGRAMS<br />
EFFECTIVENESS<br />
PREPARED BY RESEARCH ECONOMIST DAVID D SEWELL UNDER<br />
172<br />
TITLEt -TRAINING THE POCR RATIONALE FOR A BENEFIT COST<br />
THE<br />
OF MITCE- THE STUDY ILLUMINATES THE CIFFICULTIES<br />
EVALUATION<br />
IN MEASURING THE RETURNS FROM TRAINING ACCRUING<br />
ENCOUNTERED<br />
THE INDIVIDUAL, SOCIETY, AND GOVERNMENT PORTIONS OF THE<br />
TO<br />
ARE GIVEN IN THIS ARTICLE, WITH ONLY MINOR EDIIORIAL<br />
REPORT<br />
TO PROVIDE TRANSITICNS<br />
CHANGES<br />
ANONYMOUS<br />
0985<br />
AND CONTRDL DF RESEARCH AND DEVELOPMENT<br />
PLANNING<br />
ACTIVITIES<br />
PRICE WATERHOUSE REVIEW VOL 12, NO 2, SUMMER, 1967 7P<br />
THE<br />
PROGRAM, PLANNING ORGANIZATIONt CONTROL, R-+-O<br />
RULES,<br />
GROWTH OF RESEARCH AND DEVELOPMENT ACTIVITIES<br />
THE<br />
THE PAST TWO DECADES HAS BEEN TREMENDOUS THE GROWTH<br />
DURING<br />
ARE LIKELY TD CONTINUE AS R÷D BECOMES AN EVEN MORE<br />
PATTERNS<br />
PART OF THE ECDNDMY<br />
IMPORTANT<br />
ARTICLE CONTENDS ThAT THE VERY NATURE OF R+D WORK<br />
THE<br />
DIFFICULTIES IN THEIR PLANNING AND CONTRCL IN THE<br />
CAUSES<br />
MANAGEMENT HAS RELIED HEAVILY ON SUBJECTIVE METHODS<br />
PAST,<br />
RULES OF THUMB TO COPE WITH THESE PROBLEMS<br />
AND<br />
ARE STEPS AND GUIDELINES FOR PLANNING AND<br />
OFFERED<br />
R+D PROGRAMS INCLUDED ARE ORGANIZATION CHARTS<br />
CONTROLLING<br />
WHERE THE PROGRAM SHOULD FIT THE R÷D DEVELOPMENT<br />
DEPICTING<br />
PLUS AN ORGANIZATION CHART FOR THE R÷D<br />
STRUCTURE,<br />
DEPARTMENT<br />
EUGENE E KACZKA KIRK, RGY V<br />
OgB6<br />
CLIMATE, WORK GROUPS ORGANIZATIONAL PERFORMANCE<br />
MANAGERIAL<br />
SCIENCE UARTELY VOL.12, NO 2 SEPT Ig6T,<br />
ADMINISTRATIVE<br />
20P<br />
LARGE-SCALE COMPUTER MODEL WAS DEVELOPED WHICH<br />
A<br />
AN EMPIRICALLY BASED MODEL OF WORK GROUPS AND<br />
INTEGRATED<br />
WITH A BEHAVIORAL THEORY OF THE FIRM THIS MODEL WAS<br />
FOREMEN<br />
USED TO INVESTIGATE A SET OF HYPOTHESES ABOUT THE<br />
THEN<br />
OF MANAGERIAL CLIMAIE N ORGANIZATIONAL PERFORMANCE<br />
EFFECTS<br />
RESULTS INDICATE THAT UNDER SPECIFIC DIMENSIONS OF<br />
THE<br />
CLIMATE WDRK GROUPS CAN HAVE MARKED EFFECTS ON<br />
MANAGERIAL<br />
PERFORMANCE, SUGGESTING THE NEED FOR FURTHER<br />
ORGANIZATIONAL<br />
ON THE INCCRPORATIGN CF MODELS OF THE LOWER LEVELS<br />
RESEARCH<br />
ORGANIZATIONS IN BEHAVIORAL THEORY OF THE FIRM<br />
OF<br />
GALBRAITH, JAY R<br />
OgBT<br />
USE OF SUBORDINATE PARTICIPATION IN DECISION-MAKING<br />
THE<br />
JOURNAL OF INDUSTRIAL ENGINEERING VCL 18, NO 9, SEPT<br />
THE<br />
P.<br />
I96T,<br />
ARTICLE DISCUSSES THE PARTICIPATION CF OPERATIVE<br />
ThlS<br />
IN DECISION-MAKING AS A VARIABLE INFLUENCING<br />
WORKERS<br />
EXPERIMENTS OF PRODUCTIVITY INCREASES ARE<br />
PERFORMANCE<br />
AND SOME VARIANTS OF PARTICIPATION WHICH<br />
REVIEWED,<br />
AFFECT DECISION QUALITY AND MOTIVATION ARE<br />
DIFFERENTIALLY<br />
CONSIDERED<br />
EUSTON, ANDREW F.<br />
988<br />
SELECTION FOR NEW BANK BUILDINGS<br />
SITE<br />
BANKING, VOL 60, ND Q, OCTOBER I, 1967 2P<br />
ARTICLE OFFERS GUIDELINES FOR SELECTING A SITE AN[<br />
THIS<br />
OUT PLANS FOR A NEW BANK BUILDING HEAVY EMPHASIS IS<br />
LAYING<br />
ON THE GREAI EFFECT THE AUTOMOBILE HAS HAD ON<br />
PLACED<br />
HIGHLIGHTED ARE THE PROBLEMS THAT MUST BE OVERCOME<br />
BANKING<br />
LAYING OUT A PARKING LOT COMMENTED ON IS THE GROWING<br />
IN<br />
OF THE DRIVE-IN TELLER, AND SOME CF THE<br />
SIGNIFICANCE<br />
IMPROPER LOCATION CAN CAUSE THE AUTHOR<br />
DIFFICULTIES<br />
THAT THE MOST IMPORTANT TRAFFIC FLOW, IS THE FLOW<br />
CONCLUDES<br />
THE BANK<br />
INSIDE<br />
ANONYMOUS<br />
0989<br />
REQUIREMENTS FOR COMPUTER MANUFACTURING<br />
SKILL<br />
LABOR REVIEW,VDL 90,NO 9,SEPT ,1967. P<br />
MONTHLY<br />
PERSONNEL, INFORMATION<br />
PROGRAM,<br />
DEVELOPMENT AND RAPID AOPTION OF ELECTRIC<br />
THE<br />
FOR DATA PROCESSING AND PROBLEM SOLVING HAS HAD<br />
COMPUTERS<br />
COVERAGE IN THE PRESS FOR THE PAST SEVERAL YkARS<br />
EXTENSIVE<br />
STATISTICAL INFORMATION HAS BEEN AVAILABLE PILOT<br />
LITTLE<br />
IN A NEW BUS PROGRAM TD COLLECT FROM EMPLOYERS<br />
WORK<br />
ON EMPLOYMENT BY GCCUPATIDN FOR CLERICAL AND<br />
INFORMATION<br />
WORKERS HAS BEEN COMBINED WITH A SPECIAL /ABULA[ION<br />
MANUAL<br />
DATA FROM THE BUREAUS REGULAR SURVEY OF THE EMPLOYMENT OF<br />
OF<br />
ENGINEERS, ANO TECHNICAL PERSONNEL TO PROVIDE<br />
SCIENTISTS,<br />
DATA THIS REPORT PROVIDES THAT DATA<br />
INITIAL<br />
RAMOND, CHARLES SLACK, CHARLES<br />
C990<br />
TO A SECOND REVOLUTION, THE COMPUTER AS BUDCY<br />
KEY<br />
JOURNAL OF WORLD BUSINESS VOL 2t NO.5, SEPT -OCT<br />
COLUMBIA<br />
8P<br />
196T,<br />
ANALYTIC<br />
PROGRAMMERS,<br />
PROGRAMMERS FUNCTION AS A KIND OF PRIESTHOOD,<br />
COMPUTER<br />
BETWEEN THE SLIGHTLY TERRIFYING HARDWARE AND THE<br />
MEDIATING<br />
MULIITUDE FINE FOR THE PROGRAMMERS BUT THIS<br />
UNINITIATED<br />
CONFINES THE MACHINE TO ANALYTIC PYROTECHNICS<br />
EXCLUSIVENESS<br />
DENIES IT THE VITAL ROLE OF DATA GATHERER TO IMPROVE<br />
AND<br />
RAIHER PRIMITIVE METHODS OF DATA COLLECTION, WE MUST<br />
OUR<br />
CONTRIVE TO GET THE COMPUTER WHERE THE ACTION IS IN<br />
SOMEHOW<br />
WORDS, RAPPORT MUST BE BUILT BETWEEN MONOLITH AND<br />
OTHER<br />
DATA SUPPLIER SAY THE HOUSEWIFE A SIMPLE<br />
RANK-AND-FILE<br />
SYSTEM MAY DO THE TRICK HANDSOMELY<br />
REWARD<br />
BISHOP JR WILLARD HUGHES, G DAVID<br />
Oggl<br />
QUANTITATIVE AIDS TO MERCHANDISE MANAGEMENT<br />
SOME<br />
JOURNAL OF RETAILING, VOL 4, ND B, FALL 1967 lip<br />
IS THE AUTHGRS BELIEF THAT THE MERCHANDISE MANAGER<br />
IT<br />
A DEPARTMENT STORE FACES A TASK SIMILAR TO IHAT OF THE<br />
OF<br />
MANAGER OF A FACTORY THE SIMILARITIES OF THESE<br />
PRODUCTION<br />
JOBS SUGGESTS THAT IT MAY BE PROFITABLE TO CUESTION<br />
TWO<br />
LINEAR PROGRAMING, A OECISION-MAKING TOOL USEC<br />
WHETHER<br />
BY PRODUCTION MANAGERS, MIGHT BE USEFUL IN<br />
SUCCESSFULLY<br />
THE PROBLEMS FACED BY MERCHANDISE MANAGERS PERHAPS<br />
SOLVING<br />
A CCNCEPT FAMILIAR TO ECONOMISTS, MIGHT BE THE<br />
ELASTICITY,<br />
TOOL<br />
BETTER<br />
ARTICLE DEALS WITH THE ADOPTION OF THESE CONCEPTS<br />
THE
AIDS FOR THE RETAILER II CONCLUDES THAT QUANTITATIVE<br />
AS<br />
CAN GREATLY HELP THE MERCHANDISE MANAGERS DECISION<br />
TDCLS<br />
YET THEY ARE SUBJECT TO LIMITATIONS TFUS THE<br />
PROCESS,<br />
IS NOT ABOUT TG REPLACE THE MERCHANDISE MANAGER,<br />
COMPUTER<br />
IT CAN FREE HIM DF ROUTINE TASKS<br />
BUT<br />
ANENYMGLS<br />
0992<br />
AND QUARTERBACKS<br />
COMPUTERS<br />
REVIEW, VOL 90,N0.3, SEPTEMBER 1967<br />
DUNS<br />
INNOVATION, ANALYSIS<br />
JOB,<br />
HAVE NOW MADE THEIR ENTRY INTO ThE WORLD OF<br />
COMPUTERS<br />
FOOTBALL A MANHATTAN-BASEG COMPANY, COMPUTER<br />
PROFESSIONAL<br />
INC. HAS DEVICED A SYSTEM WHICH PERMITS A<br />
APPLICATIONS<br />
METHOD FOR THE PROFESSIONAL TEAMS TO SCCUT COLLEGE<br />
UNIFORM<br />
PLAYERS<br />
FOCTBALL<br />
CAI ANALYSIS HAS READILY BEEN ADCPTED BY EVERY TEAM<br />
THE<br />
THE LEAGUE. THIS HAS PERMITTED A MORE COMPLETE SCOUTING<br />
IN<br />
AT REDUCTIONS IN COST IHIS INNOVATION APPEARS TO HAVE<br />
JOB<br />
A LONG EXISTING PROBLEM<br />
SOLVED<br />
ROSENZWEIG, J E.<br />
CPg3<br />
AND MANAGEMENT SCIENTISTS, TWO CULTURES<br />
MANAGERS<br />
BUSINESS HORIZIDNS, VOL 10, NO 3, FALL 1967 ?P<br />
DIFFERENT VALUE SYSTEMS, APPROACHING TWO<br />
SIGNIFICANTLY<br />
PROVIDE THE SETTING FOR THE RELATIONSHIP BETWEEN<br />
CULTURES,<br />
AND MANAGEMENT SCIENTISTS TECHNICAL JARGON<br />
MANAGERS<br />
RATHER IHAN PROBLEM CRIENTATICN, AND LACK OF<br />
TECHNIQLE<br />
TO TOP LEVEL DECISIONS HAVE HAMPERED THE<br />
ATTENTICN<br />
OF RESEARCH FINDINGS. AS A RESULT, MANAGERS<br />
IMPLEMkNTATION<br />
RELUCTANT TO ADOPT MANY FINDINGS THAT HAVE PROVED TO BE<br />
SEEM<br />
PROGRESS WILL OEPEND CN MUTUAL UNDERSTANDING, THE<br />
VALID<br />
TO EMPATHIZE, AND A SINCERE RESPECT FOR EACH OTHERS<br />
ABILIIY<br />
MANAGERS NEED MORE UNDERSTANDING OF TOOLS AND<br />
ENDEAVORS<br />
RESEARCHERS NEED MORE UNDERSTANDING OF THE<br />
TECHNIQUES,<br />
OF THE MANAGERIAL ENVIRONMENT EMPIRICAL<br />
COMPLEXITY<br />
IS ONE MEANS OF GAINING REALISM HAVING OPERATION<br />
ENRICHMENT<br />
LEAD THE REASEARCH TEAM ELICITS DIALOGUE, PROMOTES<br />
MANAGERS<br />
UNDERSTANDING AND INCREASES THE PROBABILITY OF<br />
MUTUAL<br />
THE FINDINGS<br />
IMPLEMENTING<br />
TANNENBAUM, P H MCLEOD, M<br />
C994<br />
THE MEASUREMENT OF SOCIALIZATION<br />
ON<br />
PUBLIC OPINION QUARIERLY, VCL 31, NO I, SPRING 196T, 11P.<br />
STUDY OF SOCIALIZATION HAS LACKED A CONSISTENT<br />
THE<br />
THAT WOULD PERMIT COMPARISONS AMONG STUDIES<br />
METHODOLOGY<br />
GENERAL AND WIDELY APPLICABLE MEASURES ARE NEEDED IF<br />
MORE<br />
PROCESS OF SOCIALIZATION IS TO BE FULLY AND<br />
THE<br />
INVESTIGATED THIS PAPER PRESENTS A SET OF<br />
APPROPRIATELY<br />
MEASURES INDEXING VARIOUS ASPECTS OF COGNITIVE<br />
RELATED<br />
AS PART OF THE SOCIALIZATICN PROCESS IN ORDER TO<br />
CHANGE<br />
THE DEGREE OF SOCIALIZATION, THE DEVELOPMENT OF ONE<br />
ASSESS<br />
MORE INDICES OF COMMUNAIITY BETWEEN ROLE ASPIRANTS AND<br />
OR<br />
ROLE INCUMBENT GROUPS IS REQUIRED WHEN BOTH THESE<br />
THE<br />
JUDGE THE SAME SET OF CCNCEPTS AND THE SAME SET OF<br />
GROUPS<br />
DIFFERENTIAL SCALES, THE DEGREE OF COMMUNALITY<br />
SEMANTIC<br />
THE TWO GROUPS MAY BE INDEXED BY A NUMBER OF<br />
BETWEEN<br />
OF BETWEEN GROUP SIMILARITY IN ADDITICN, INDICES<br />
MEASURES<br />
SIMILARITY WITHIN A GROUP ARE AVAILABLE<br />
OF<br />
WESP, ROBERT E<br />
Cg5<br />
WORK MEASUREMENT DEAD<br />
IS<br />
INSURANCE NEWS VOL 6B, NO 7 NOV 1967, 5P<br />
BESTS<br />
APPRAISAL<br />
PERFORMANCE<br />
THE READILY ACCEPTANCE OF THE COMPUTER MANY<br />
WITH<br />
ARE RE-EXAMINING THEIR FUNCTIONS. A COMPUTER IS<br />
MANAGERS<br />
TO REDUCE COSTS PROVIDED THE COMPANYS ELECTRONIC STAFF<br />
SURE<br />
INSLRE PROPER CCMPUTER APPLICATION<br />
CAN<br />
EXECUTIVES ARE READY TO DO AWAY WITH THE<br />
MANY<br />
TOOLS OF WORK MANAGEMENT-TIME STANDARDS,<br />
TRADITIONAL<br />
REPORTS AND STAFFING CONTROLS THE AUTHOR<br />
PERFORMANCE<br />
THE SOLUTION IS NOT THIS SIMPLE HE OFFERS<br />
BELIEVES<br />
AND GLIDES OF HOW TRADITIONAL APPROACHES CAN<br />
EXPLAINATIONS<br />
BETTER UTILIZED DURING THE TIME SEGMENTS REGARDING THE<br />
BE<br />
OF THE PROPOSED COMPUTER SYSTEM DURING THE<br />
DEVELOPMENT<br />
OF INSTALLYNG THE COMPUTER AND DURING THE PAST<br />
PERIOD<br />
PERIOD<br />
INSTALLATION<br />
DO,TELL, W<br />
cPg6<br />
THROUGH THE COMPUTER.'<br />
AUGITING<br />
JOURNAL OF ACCOUNTANCY, VCL 120, 5, NCVEMBER 1965, 6 PP<br />
THE<br />
OPERATIONS-RESEARCH<br />
MOST FREQUENTLY SUGGESTED PROGRAMS FOR AUDITING<br />
THE<br />
THE COMPUTER INVOLVE THE USE OF TEST DECKS THESE<br />
THROUGH<br />
TO TEST THE CORRECTIVENESS OF PROGRAMS THE CASE<br />
FUNCTION<br />
USING TEST DECKS F&R AUCITING PURPCSES IS VERY POWERFULo<br />
FOR<br />
ALTERNATIVE APPROACH IS THE USE OF A MODEL OR OPER-'<br />
AN<br />
TECHNIQUE THIS APPROACH FOLLOWS THIS REA-'<br />
ATIONS-RESEARCH<br />
THE AUDITOR IS CONFIDENT THAT HE CAN DESIGN A PRO-'<br />
SONING<br />
SYSTEM WHICH SATISFIES ALL THE NECESSARY DEMANGS OF<br />
CESSING<br />
SYSTEM THE AUDITOR PREPARES A PROGRAM BASED ON THE<br />
THE<br />
OF INTERNAL CCNTROL FOR EACH SEGMENT DF THE ACCOUNTING<br />
MODEL<br />
WHICH IS COMPUTERIZED THE AUTHOR THEN PROCESSES THE<br />
SYSTEM<br />
SUBSTITUTING THE AUDITORS PROGRAM FDR ThE CLIENTS<br />
DATA,<br />
THE AUDITOR NEXT CCMPARES HIS RESULTS WITH THE<br />
PROGRAM<br />
RESULTS<br />
CLIENTS<br />
KOTRBA, R WILLIAM<br />
0S97<br />
STRATEGY SELECTION CHART<br />
THE<br />
JUURNAL OF MARKEIING VCL 30, NO. 3, JULY 1966, 4 PAGES<br />
TO STIMULATE OR EXPAND SELECTIVE DEMAND AND<br />
HOW<br />
PRODUCT DISTINCTIVENESS IS A MAJCR CONCERN<br />
ESTABLISH<br />
MARKETERS TODAY THE STRATEGY SELECTION CHART PRO-'<br />
MOST<br />
A TENTATIVE SCLUTION TO THIS PROBLEM, ALTHOUGH OF<br />
VIES<br />
SUBJECT TO INDIVIDUAL INTERPREIATION<br />
COURSE<br />
CHART IS VALUABLE IN PRESENTING A CCNCEPTUAL<br />
THE<br />
OF THE PROCESS OF STRATEGY SELECTION WITHIN A FRAME-'<br />
VIEW<br />
OF PRODUCT DIFFERENTIATION VERSUS MARKET SEGMENTATIOn<br />
WORK<br />
THE FOLLOWING LIST OF FACTORS CAN BE REVISED,<br />
ALTHOUGH<br />
AND REFINED, IT ILLUSTRATES A SPECIFIC CONCEPT<br />
READJUSTED,<br />
I73<br />
STRATEGY SELECTICN THE FACTORS ARE SIZE OF MARKET,<br />
OF<br />
SENSITIVITY, PRODUCT LIFE-CYCLE, TYPE GF PRO-'<br />
CONSUMER<br />
NUMBER OF CEMPETITORS, AND TYPICAL COMPETITOR<br />
DUCT,<br />
THE RELATIONSHIPS OF THESE OF SIX FACTORS AND<br />
STRATEGIES<br />
EFFECTS UPON MARKETING STRATEGY SELECTION ARE ILLUS-'<br />
THEIR<br />
IN THE STRATEGY SELECTION CHART FIGURE<br />
TRATED<br />
BUJKOVSKY, GUSTAV J<br />
CPg8<br />
LICENSE FOR MANAGERS<br />
A<br />
PERSONNEL JOURNAL, VDL 45, NO 4, APRIL, 1966, PAGE<br />
END THE PRESENT TREND IN INDUSTRY OF REWARDING<br />
TO<br />
OUTSTANDING ENGINEER WITH A MANAGERIAL POSITION OR<br />
AN<br />
THE MEMBERS OF TOP MANAGEMENT AMONG BUODIES,<br />
HANO-PICKING<br />
OF THEIR QUALIFICATIONS OR EXPERIENCE,<br />
REGARDLESS<br />
SHOULD BE LICENSED--THE LICENSE BEING ISSUEO<br />
MANAGERS<br />
THE COMPLETION OF A COMPLEX, WELL-PLANNED COM-'<br />
UPON<br />
EXAMINATION BEFORE A STATE BOARD ALL PUBLICLY<br />
PETITIVE<br />
COMPANIES SHOULD BE RESTRICTED TO THE USE OF LI-'<br />
OWNED<br />
MANAGERS ONLY<br />
CENSE<br />
REQUIREMENT OF A LICENSE FROM A MANAGER IS NOT<br />
-THE<br />
ANY MORE WITH INDIVIDUAL FREEDOM THAN IS THE<br />
INTERFERING<br />
REQUIREMENT OF A PLUMBER ONE OF THE BASIC<br />
LICENSING<br />
FOR THE LICENSING OF PROFESSIONALS HAS ALWAYS BEEN<br />
REASONS<br />
EXCLUSION DF THE AMATEURS AND QUACKS THERE IS NG<br />
THE<br />
SHORTAGE OF ABLE INDIVIDUALS THERE IS A GREAT<br />
REAL<br />
CAPABLE OF PASSING A CCMPREHENSIVE LICENSING<br />
SUPPLY<br />
MOTIVATION TU ACHIEVE TOP PERFORMANCE WILL R[SULT<br />
EXAM<br />
GREER, HOWARD C<br />
0999<br />
FOR WIDGETS.<br />
ANYONE<br />
JOURNAL OF ACCOUNTANCY VOL 121, 4 APRIL, 1966 8P<br />
THE<br />
THERE A BASIC PHILOSOPHICAL WEAKNESS IN COST AC-'<br />
IS<br />
IN ANALYZING THE OPERATIONS OF THE MYTHICAL<br />
COUNTING<br />
WIDGET CCMPANY, THE AUDITORS TELL THE OWNER<br />
WAXAHATCHIE<br />
HIS FIRSI YEAR OF OPERATION THAT HE HAS INCURRE A<br />
AFTER<br />
OF 30,000 DGLLARS THE AUTHOR OF THE ARTICLE<br />
DEFICIT<br />
HE HAS A DEFICIT OF gO,O00 DOLLARS THE DIS<br />
MAINTAINS<br />
APPEARS TO BE IN TEE DIFFERENT METHODS OF COST<br />
CREPANCY<br />
IS SUCH A VARIANCE ACCEPTABLE. IN THIS FABLE<br />
ACCOUNTING<br />
AUTHOR ATTEMPTS TO CLARIFY TH[S ISSUE<br />
THE<br />
ADDITION TO TWO MAJOR CONCEPTS WIIH REGARD TO IHE<br />
IN<br />
REFLECTED IN THE INVENTORY AND THE PRICE AT WHICH THE<br />
COST<br />
IS SOLD THE FOLLOWING IMPORTANT CGROLLARY IS<br />
ARTICLE<br />
THE STANDARD COST EMPLOYED FOR PRICE-FIGURING,<br />
EMPHASIZED-<br />
INVENTORY VALUAT[ON, AND FOR EFFICIENCY MEASUREMENT<br />
FOR<br />
BE THE SMALLESI OUTLAY CONCEIVABLE UNDER THE BEST<br />
SHOULD<br />
CONDIIIONS<br />
IMAGINABLE<br />
OSRY, BARRY<br />
ICO0<br />
THE AIR IN HUMAN RELATIONS<br />
CLEARING<br />
BUSINESS HORIZONS VOL 9, nO I, SPRING, 1966, 12 PAGES<br />
IMPORTANT QUESTION FOR MANAGERS TO CONSIDER IS<br />
AN<br />
DEGREE OF HONESTY FOUND IN THEIR WORK RELATIONSHIPS<br />
THE<br />
ARE STRONG FEELINGS TOWARD A PERSON OR<br />
SPECIFICALLY,<br />
HONESTLY EXPRESSED OR ARE THEY DENIED OR IGNORE.<br />
GROUP<br />
FEELINGS ARE A PART OF ORGANIZATIONAL LIFE, THEY<br />
ALTHOUGH<br />
OFTEN DISVALUED, AND THEIR SUPPRESSION HINDERS THE<br />
ARE<br />
OF ORGANIZATIONAL GOALS<br />
ACHIEVEMENT<br />
THIS PAPER THE AUTHOR OESCRIBES TWO STYLES BY WHICH<br />
IN<br />
REACT TO THEIR OWN FEELINGS THE FIRST, THE<br />
MANAGERS<br />
PAITERN, WILL BE RECOGNIZED AS THE TYPICAL DR-'<br />
AVOIDANCE<br />
STYLE, BASED ON THE ASSUMPTION THAT FEELINGS<br />
GANIZATIONAL<br />
EITHER IRRELEVANT OR DISRUPTIVE OF SMOOTH ORGANIZATIONAL<br />
ARE<br />
THE SECOND STYLE, PROBLEM-ORIENTED FEEDBACK,<br />
FUNCTIONING<br />
AIYPICAL OF ORGANIZATICNAL LIFE, IS BASED CN THE<br />
MORE<br />
THAT MANAGERIAL CEVELOPMENT AND GROUP PROBLEM<br />
ASSUMPTION<br />
DETERIORATE IN CLIMATES OF SUPPRESSED FEELINGS<br />
SOLVING<br />
MENKHAUS EDWARD<br />
I001<br />
CONTROL WHERE THE ACTION IS.'<br />
INTERLOC-<br />
BUSINESS AUTOMATION VOL 13, T JULY, TO66 7P<br />
TOTALLY INTEGRATED REAL-TIME MAN-'<br />
LOCKHEED-GEORGIAS<br />
CONIROL SYSTEM ALLOWS THEM TD MANAGE THE BUSINESS,<br />
AGEMENT<br />
JUST ACCOUNT FOR IT WHILE GEARED TO THE NEEDS OF THE<br />
NOT<br />
COMPANY, THE PRINCIPLES OF THE SYSTEM CAN BE AP-'<br />
AEROSPACE<br />
WHEREVER FAST DECISIONS ARE NEEDED TO CONTROL A MUL-'<br />
PLIED<br />
OPERATICN.<br />
TIPHASE<br />
AND IMPLEMENTATION OF THE TOTAL SYSTEM IS<br />
DEVELOPMENT<br />
THROUGH FIVE PLAIEAUS THE FIRST PLAIEAU, SYSTEMS<br />
PROCEEDING<br />
MANAGEMENT, IS ABLE TO TELL AN ENGINEER EACH<br />
ENGINEERING<br />
AND FUNCTION OF THE AIRCRAFT WHICH WIll BE AFFECTED BY<br />
PART<br />
PARTICULAR PART HE IS WCRKING ON THE SECOND PLATEAU<br />
THE<br />
AUTOMATICALLY PREPARE PURCHASE ORDERS PLATEAU THREE,<br />
WILL<br />
FOR COMPLETION IN 1967, WILL INCREASE THE EFFECT-'<br />
SCHEDULED<br />
OF PRODUCTICN, MATERIAL, AND COST CONTRCLS PLATEAU<br />
IVENESS<br />
WILL IMPLEMENT DATA COLLECTION, ANALYSIS, AND INFORM-'<br />
FOUR<br />
DISSEMINATION CAPABILITIES THE FIFTH PLATEAU WILL<br />
ATION<br />
A COMPREHENSIVE NETWORK OF FINANCIAL CONTROLS<br />
FACILITATE<br />
BOWLIN, OSWALD D<br />
ID02<br />
DECISION A SPECIAL CASE IN CAPITAL BUDGETING<br />
REFUNDING<br />
JOURNAL OF FINANCE VDL 21, MARCH 1966 IP<br />
THE<br />
STUDY HAS FOUND THAT THE INVESTMENT REQUIRED TO<br />
IHIS<br />
DEBT SHOULD BE ANALYZED DIFFERENTLY FROM ORDINARY<br />
REFUND<br />
IN OPERATING ASSETS REFUNDING WILL BE PROFIT-'<br />
INVESTMENTS<br />
WHENEVER THE RATE OF RETURN OE NET CASH INVESTMENT IS<br />
ABLE<br />
THAN THE COST OF DEBT CAPITAL TO THE FIRM IF IHE<br />
GREATER<br />
VALUE METHOD IS USEG AS THE ANALYTICAL TOOL, FUTURE<br />
PRESENT<br />
SAVINGS FROM REFUNDING SHOULD BE DISCOUNTED AT THE<br />
INTEREST<br />
OF DEBT, NORMALLY THE NET YIELO ON THE REFUNGING BOND.<br />
COST<br />
THIS ARTICLE SEVERAL APPROACHES ON MEASURING<br />
IN<br />
SAVINGS IN BOND REFUNDING RECOMMENDED IN THE FINA<br />
INTEREST<br />
LITERATURE ARE PRESENTED AND THEN COMPARED. ALSO, AN<br />
NCIAL<br />
IS MADE TO DETERMINE THE BEST ANALYTICAL TECHNIQUE<br />
ATTEMPT<br />
USE IN MEASURING INTEREST SAVINGS FINALLY, THE PROFIT<br />
FOR<br />
OF THE 1962-1963 REFUNDINGS BY PUBLIC UTILITIES IS<br />
ABILITY
BY USE OF THE ANALYTICAL TECHNIQUE FGUND TO BE<br />
DETERMINED<br />
CORRECT<br />
BLOCK, A.C BRONER, MoA PETERSON E.L<br />
lC03<br />
MANAGERS GUIDE TO SYSTEM ANALYSIS<br />
THE<br />
MANAGEMENT REVIEW VCL 56 NO 12, DEC 1967, liP.<br />
ARE OFIEN CALLED ON TO MAKE THE FINAL DECISION<br />
MANAGERS<br />
WHETHER A PROPOSED NEW SYSTEM SHOULD BE DEVELOPED<br />
ON<br />
MANAGERS USUALLY HAVE A LIMITED KNOWLEDGE IN THIS<br />
BECAUSE<br />
MANY DEPEND COMPLETELY ON THE ADVICE OF THEIR SYSTEMS<br />
AREA,<br />
IN SUCH MAITERSo BY DOING SO THEY ARE EVADING AN<br />
ENGINEERS<br />
PART OF THEIR MANAGERIAL RESPONSIBILITIES<br />
IMPORTANT<br />
ARTICLE DESCRIBES A SYSTEMS ANALYSIS CHECKLIST,<br />
THIS<br />
BY THE AUTHORS, THAT SHOULD HELP MANAGERS JUDGE<br />
DEVELOPED<br />
WORTH OF A NEW SYSTEM CONCEPT IT IS NOT INTENDED TO<br />
THE<br />
HOW TO DESIGN A SYSTEM, BUT RATHER SHOULD MAKE THEM<br />
SHOW<br />
OF WHAT FACTORS LEAD TO GOOD SYSTEMS DESIGN THE LIST<br />
AWARE<br />
QUESTIONS PROVIDES AN ORDERLY CHECK ON THE WCRK THE<br />
OF<br />
STAFF HAS DONE TO PAKE SURE ALL IMPORTANT<br />
ENGINEERING<br />
HAVE BEEN CONSIDERED IT ALSO PROVIDES A CROSS-CHECK<br />
FACTORS<br />
VARIOUS FACETS OF THE ANALYSIS TO ENSURE THAT THE WORK IS<br />
OF<br />
AND LOGICAL<br />
CONSTANI<br />
LIPPMAN, STEVEN WOLFE, ALAN WAGNERw HARVEY M<br />
I004<br />
JOHN S.C.<br />
YUAN•<br />
PRODUCTION SCHEDULING AND EMPLOYMENT SMOOTHING<br />
OPTIMAL<br />
SCIENCE VOL 14, NO 3, NOV. 1967, 31P<br />
MANAGEMENT<br />
PAPER• PROVIDES UPPER AND LOWER BOUNOS ON THE<br />
THIS<br />
REGULAR-TIME PLUS OVERTIME WORK FORCE FOR ANY<br />
CUMULATIVE<br />
OF DEMAND REQUIREMENTS IT ALSO GIVES THE FORM OF<br />
SEQUENCE<br />
OPTIMAL POLICY WHEN DEMANDS ARE MONOTONE -EITHER<br />
AN<br />
OR DECREASING- FINALLY• IT DERIVES IHE<br />
INCREASING<br />
BEHAVIOR OF OPTIMAL POLICIES WHEN DEMANDS ARE<br />
ASYMPTOTIC<br />
AND THE PLANNING HORIZON BECOMES ARBITRARILY LONG.<br />
MONOTONE<br />
OF IHESE RESULTS, WHICH CONVEY INFORMATION ABOUT THE<br />
ALL<br />
VALUES OF OPTIMAL POLICIES GIVEN SPECIFIC DEMANDS<br />
NUMERICAL<br />
AN INITIAL LEVEL OF INVENTORY, DEPEND ONLY ON THE SHAPE<br />
AND<br />
OF IHE COST FUNCTIONS.<br />
CHARACTERISTICS<br />
ZANGWILL, WILLARD I.<br />
1005<br />
CONVEX SIMPLEX METHDO.'<br />
THE<br />
SCIENCE VOL 14, NO.B, NOV I9o7, 17P<br />
MANAGEMENT<br />
PAPER PRESENTS A METHOD CALLED THE CONVEX SIMPLEX<br />
THIS<br />
FOR MINIMIZING A CONVEX OBJECTIVE FUNCTION SUBJECT<br />
MEIHOD,<br />
LINEAR INEQUALITY CONSTRAINTS THE METHOD IS A TRUE<br />
TO<br />
OF DANTZIGS LINEAR SIMPLEX METHOD BOTH IN<br />
GENERALIZATION<br />
AND IN THE FACT THAT THE SAME TABLEAU AND VARIABLE<br />
SPIRIT<br />
TECHNIQUES ARE USED. WITH A LINEAR OBJECTIVE<br />
SELECTION<br />
THE CONVEX SIMPLEX METHOD REDUCES TD THE LINEAR<br />
FUNCTION<br />
MEIHOO MOREOVER THE CONVEX SIMPLEX METHOD ACTUALLY<br />
SIMPLEX<br />
LIKE THE LINEAR SIMPLEX METHOD WHENEVER IT<br />
BEHAVES<br />
A LINEAR PORTION OF A CONVEX OBJECTIVE FUNCTION.<br />
ENCOUNTERS<br />
OF THE SOPHISTICATED TECHNIQUES DESIGNED TO ENHANCE THE<br />
MANY<br />
OF THE LINEAR SIMPLEX METHOD ARE APPLICABLE TO<br />
EFFICIENCY<br />
CONVEX SIMPLEX METHOD IN PARTICULAR, AS AN EXAMPLE, A<br />
THE<br />
TRANSPORTATION PROBLEM WITH A CONVEX OBJECTIVE<br />
NETWORK<br />
IS SOLVED BY USING THE STANDARD TRANSPORTATION<br />
FUNCTION<br />
AND BY ONLY SLIGHTLY MODIFYING THE USUAL PROCEDURE<br />
TABLEAU<br />
A LINEAR OBJECTIVE FUNCTION<br />
FOR<br />
SMITH LEE N.<br />
1006<br />
PROCEDURES SUBJECTIVE PROBABILITY DISTRIBUTIONS<br />
RANKING<br />
SCIENCE VOL.14 NO 4, DEC. 1967•<br />
MANAGEMENT<br />
PURPOSE OF THE PRESENT ARTICLE IS TWO-FOLD. FIRST,<br />
THE<br />
ARTICLE PROPOSES A SPECIFIC, LOGICAL AND CONSISTENT<br />
THE<br />
FOR DERIVING SUBJECTIVE PROBABILITY OISTRIBUTIONS.<br />
PROCEDURE<br />
PROCEDURE, WHICH INVOLVES THE USE OF STATISTICAL RANKINC<br />
THE<br />
IS EXEMPLIFIED FOR THE PURPOSE OF CLARITY.<br />
TECHNIQUE,<br />
AND POSSIBLY EVEN MORE IMPORTANT THAN THE FIRST<br />
SECOND,<br />
THE PROCEDURE IS SET FORTH IN THE HOPE THAT IT<br />
OBJECTIVE<br />
STIMULATE FURTHER ACTIVIIY TOWARD DEVELOPMENT OF<br />
WILL<br />
METHODS FOR DERIVING SUBJECTIVE DISTRIBUTIONS.<br />
IMPROVED<br />
RANEL, L.C<br />
IOOT<br />
STAFF RESPONSIBILITY OF THE MIS ANALYST<br />
THE<br />
ACCOUNTING VOL 49, NO 4 DEC 1967 3P.<br />
MANAGEMENT<br />
INFORMATION-SYSTEM<br />
MANAGEMENT<br />
OBJECTIVE OF THIS PAPER IS TO CONVINCE IHE READER<br />
THE<br />
THE FOCAL POINT OF A SUCCESSFUL MANAGEMENT<br />
THAT<br />
IS UNDERSTANDING THE CDMPANYS PLANNING<br />
INFORMATION-SYSTEM<br />
CONTROL RESPONSIBILITIES AND BECOMING INVOLVED IN THE<br />
AND<br />
ROLE OF AIDING TOP MANAGEMENT IN IHE PROPER<br />
SIAFF<br />
OF THESE RESPONSIBILITIES TO INDIVIDUAL<br />
DELINEATION<br />
ONCE IHIS UNDERSTANOING IS ACQUIREO THE EVOLUTION<br />
MANAGERS.<br />
AN INTEGRATED AND EFFICIENT INFORMATION-SYSTEM IS<br />
OF<br />
THE MIS ANALYST MUST UNDERSTAND THE PROBLEMS OF<br />
POSSIBLE.<br />
OPERATING MANAGER WHO HAS TO BE PROVIDED WITH A SYSTEM<br />
THE<br />
TELLS HIM WHERE HE IS AND WHERE HE IS PROBABLY GOING TO<br />
THAT<br />
UP AND A SYSTEM ENABLING HIM THE OPERATING MANAGER TO<br />
END<br />
AND COMMUNICATE THE ALLOCATION OF HIS RESOURCES TO<br />
PLAN<br />
HIS PRODUCTIVITY<br />
INCREASE<br />
DOOSON, J.W<br />
lC08<br />
LONG-RANGE FORECASTING ANO PLANNING TECHNIQUE.<br />
A<br />
ACCOUNTING VOL 4g NO 4, DEC 1967, lOP<br />
MANAGEMENT<br />
OEFINED PAITERNS OF THE CHANGES IN<br />
MATHEMATICALLY<br />
LEVELS ARE ADAPTED TO A COMPUTER PROGRAM WHICH<br />
ACTIVITY<br />
PLOTS AND GENERATES A FORECAST OF THE WORK-LOAD.<br />
CALCULATES,<br />
EASY TO USE TECHNIQUE ALLOWS THE PLANNER TC CONCENTRATE<br />
THIS<br />
VARIABILITY PECULIAR TO INDIVIDUAL PRODUCTS, WHILE THE<br />
ON<br />
PERFORMS ENE ROUTINE CALCULATIONS WITH RESPECT TO<br />
COMPUTER<br />
FACTORS COMMON TO ALL THE PRODUCTS THE SYSTEM INVOLVES<br />
THE<br />
COMPUTER PROGRAM THAT CONTAINS A MODEL BASED DN 1. AVERAGE<br />
A<br />
PATTERNSt 2. THE FACT THAT THE DCCURANCE OF THE<br />
EXPENSE<br />
IS RELATED TO A BIG DATE IN THE PRODUCT LIFE AND<br />
PATTERN<br />
PROOUCTABILITY OF TOTAL EFFORT OF EXPENSE AT THE PRODUCT<br />
THE<br />
LEVEL.<br />
174<br />
BAUSE, ROGER<br />
IC09<br />
ASSISTED MENU PLANNING<br />
COMPUTER<br />
DATA PROCESSING VDL.9, DEC 1967,<br />
INTO THE APPLICATION OF HOP SYSTEMS FOR MASS<br />
RESEARCH<br />
AND LARGE FOOD INVENTORY PROBLEMS IS CURRENTLY<br />
FEEDING<br />
BY THE NEEDS OF THE MILITARY ANO MEDICAL<br />
MOTIVATED<br />
THE PRIME TARGET OF THIS RESEARCH IS THE MODEL<br />
COMMUNITIES<br />
MENU PLANNING OR CAMP.<br />
COMPUTER-ASSISTED<br />
THE DEVELOPMENT OF IHESE SYSTEMS PROGRESSES, IT<br />
AS<br />
EVIDENT THAT SUCH APPLICATIONS ARE NOT ENLY<br />
BECOMES<br />
BUT ECONOMICALLY GAINFUL AND SOON MAY BECOME<br />
FEASIBLE,<br />
WIDESPREAD<br />
NORMAN• RICHARD ALLAN<br />
1010<br />
DECISION MAKING- A PHENOMENOLOGICAL APPROACH.'<br />
BUSINESS<br />
MANAGEMENT REVIEW VUL i0, NO.2, WINTER 1967, 6P<br />
CALIFORNIA<br />
DECISIONS CAN BE MADE FROM TWO APPROACHES THE<br />
BUSINESS<br />
APPROACH CONSIDERS BUSINESS BEHAVIOR TO BE A<br />
OBJECTIVE<br />
OF THE BUSINESS ENVIRONMENT THE PHENOMENOLOGICAt<br />
FUNCIION<br />
IS CENIERED IN THE DECISION-MAKER IT CONSIDERS A<br />
APPROACH<br />
SITUATION TO BE A PARTICULAR STRUCTURE OF SELECIEO<br />
BUSINESS<br />
ORGANIZED AND EVALUATED BY SOMEONE FOR SOME PURPOSE,<br />
DATA<br />
IHAN A SINGLE SET OF OBJECTIVELY DETERMINED FACTS<br />
RATHER<br />
COMPUTER MARKETING DECISION BUSINESS GAME RESULTED IN<br />
A<br />
NUMBER OF OBSERVABLE STRATEGIES WHICH ILLUSTRATE THE<br />
A<br />
APPROACHES<br />
DECISION<br />
FRIED• L<br />
loll<br />
MANAGERS PLAY<br />
GAMES<br />
SERVICES VOL 4, NO 6, DEC. 1967• 4P<br />
MANAGEMENT<br />
OFFICE POLITICS SIMULATION BUDGET<br />
PSYCHOLOGY<br />
ARTICLE MIGHT BE SUBTITLED -THE PSYCHOLOGY CF<br />
THIS<br />
RELAIIONSHIPS- FOR IT SUMMARIZES BY OUTLINING<br />
MANAGERIAL<br />
OF THE MAJOR STRATEGIES EMPLOYED, THE PRINCIPLES AND<br />
SOME<br />
OF THE POPULAR SPORT CF OFFICE PCLITICS THERE ARE<br />
PRACTICE<br />
TYPES OF GAMES MANAGERS PLAY. ONE IS BUSINESS<br />
ELEVEN<br />
-MEMBERS OF MIDDLE MANAGEMENT OR STAFF GET<br />
SIMULATION<br />
AND THE PLAYER ASSUMES HE IS PRESIDENT OF THE<br />
TOGETHER<br />
AND HE TELLS THE OTHER PLAYERS WHAT HE WOULD DD TC<br />
COMPANY<br />
THE SITUATION EVERY PLAYER WINS. ANOTHER IS BEAT<br />
CORRECT<br />
BUDGET- THE OBJECT OF WHICH IS TO MANIPULATE THE BUDGET<br />
THE<br />
ACCOMPLISH A GIVEN PURPOSE OTHER GAMES ARE HOT POTATO<br />
TO<br />
CHAIRS, INTRAMURAL POLITICS, WORKHERSE, CONSENSUS,<br />
MUSICAL<br />
CRASH PROGRAM, THE DELAYED REACTION DECISION, THE STONE<br />
THE<br />
POLICY AND THE SUPERSTITION SYNDROME<br />
TABLETS<br />
PERKIN, COL R<br />
1012<br />
WAYS TO MANAGE YOUR OFFICE TIME<br />
FIVE<br />
MANAGEMENT VCL 27, NO.9, SEPT 1967 2P<br />
ADMINISTRATIVE<br />
MEETINGS APPOINTMENTS<br />
SCHEDULING<br />
WE CAN NOT CONTROL TIME, IT CAN BE UTILIZED TO<br />
WHILE<br />
BEST ADVANTAGE GOOD ADMINISTRATIVE MANAGERS FIND TIME<br />
ITS<br />
ACHIEVE OBJECTIVES BECAUSE THEY DELIBERATELY PLAN HOW TO<br />
TO<br />
USE THE TIME ALLOCATED.<br />
BESI<br />
IS THE KEY ESSENTIAL MEETINGS AND<br />
SCHEDULING<br />
ARE TOO IMPORTANT TO IGNORE. HUMAN MEMORY IS<br />
APPOINTMENTS<br />
AND UNRELIABLE PLANNING SHOULD BE DONE AS FAR<br />
TREACHEROUS<br />
THE FUTURE AS POSSIBLE. THIS ALLOWS THE MANAGER TO KEEP<br />
INTO<br />
IN PROPER PRCSPECTIVE<br />
THINGS<br />
HERZBERG, FREDERICK<br />
1013<br />
MORE TIME- HOW DO YOU MOTIVATE EMPLOYEES<br />
ONE<br />
BUSINESS REVIEW VOL 46 JAN-FEB 1968, lOP<br />
HARVARD<br />
CONDITIONS SALARIES<br />
WORK<br />
WORK CONDITIONS, RAISING SALARIES, OR<br />
IMPROVING<br />
TASKS RESULTS ONLY IN SHORT-TERM EMPLOYEE<br />
SHUFFLING<br />
NOT MOTIVATION MOST LIKELY, THE COST OF THESE<br />
MOVEMENT<br />
WILL INCREASE STEAOILY AS NEW VARIETIES WILL BE<br />
PROGRAMS<br />
WHEN IHE OLD ONES REACH THEIR SATIATION POINTS.<br />
DEVELOPED<br />
ONLY WAY TO MOTIVATE THE EMPLOYEE IS TO GIVE HIM<br />
THE<br />
WORK IN WHICH HE CAN ASSUME RESPONSIBILITY<br />
CHALLENGING<br />
THE PERSONNEL MANAGER SHOULD TAKE TO INSTITUTE THE<br />
STEPS<br />
OF JOB-ENRICHMENT ARE SUGGESTED.<br />
PRINCIPLE<br />
ANONYMOUS<br />
1014<br />
MERGED- COPIER AND COMPUTER.'<br />
JUST<br />
AUTOMATION VOL.14, DEC I967= 2P.<br />
BUSINESS<br />
XEROX<br />
COPYING AND THE COMPUTER HAVE BEEN SUCCESSFULLY<br />
REMOTE<br />
AT BELL TELEPHONE LABORATORIES. THE LINK-UP JOINS<br />
MERGED<br />
GENERATED DATA DISPLAY WITH XEROXS GRAPHIC TERMINAL<br />
COMPUTER<br />
PRINTER SYSTEM<br />
HARDCOPY<br />
SYSTEM OVERCOMES A LONG TIME COMMUNCATIONS BARRIER<br />
THIS<br />
PROVIDING A FAST, DIRECT METHOD TO GET INFORMATION FROM<br />
BY<br />
COMPUTERS ONTO GRAPHIC FORM<br />
THE<br />
ELWELL H H<br />
1015<br />
AND INFORMATION MANAGEMENT SYSTEMS<br />
DATA<br />
SERVICES VOL 4, NO.6, NOV. I967, 12P<br />
MANAGEMENT<br />
MANAGEMENT-INFORMATION-SYSTEM<br />
PROPERLY DESIGNED SYSTEM FOR MANAGEMENT EATA SHOULD<br />
A<br />
THAT A MINIMUM NUMBER OF REPORTS IS PRODUCED AT<br />
ASURE<br />
COST, THAT THESE REPORTS GO ONLY TO THOSE WHO NEEO<br />
MINIMUM<br />
AND THAT THE REPORTS BE RECEIVED ON TIME THIS AUTHOR<br />
THEM<br />
A SYSTEM THAT HAS PROVED EFFECTIVE ON MEETING THESE<br />
EXPLAINS<br />
AND THAT PROVIDES BUILT-IN CROSS CHECK CONTROLS<br />
REQUIREMENTS<br />
VERIFY THAT THIS SYSTEM IS FUNCTIONING AS PLANNED IHERE<br />
TO<br />
NOTHING IN THIS SYSTEM TAT CANNOT BE PUT INTO PRACTICE<br />
IS<br />
LARGE OR SMALL BUSINESSES IT IS NO LONGER TRUE THAT A<br />
BY<br />
MUST HAVE DOCUMENTS THAT REPRESENT WHAT SHOULD HAVE<br />
FIRM<br />
DONE THE MODERN MANAGER KNOWS THAT HE MUST HAVE<br />
BEEN<br />
THAT REPRESENT WHAT ACTUALLY hAS BEEN DONE WHAT<br />
DOCUMENIS<br />
LEVEL OF ACHIEVEMENT IS HAS BECOME A ¢UESTIDN OF HOW<br />
THE<br />
THE DATA AND MANAGEMENT INFORMATION-SYSTEM<br />
AOEQUATELY<br />
OPERATES<br />
HAIRE MASON<br />
lOl6<br />
OF AGE IN THE SOCIAL SCIENCES<br />
COMING<br />
MANAGEMENT REVIEW VUL 8, NO.2• SPRING, 1967,<br />
INDUSTRIAL<br />
HUMAN-RESOURCES MANPOWER<br />
BEHAVIORAL-SCIENCES<br />
THIS ARTICLE ASSESSES THE CONTRIBUTIONS CF THE
SCIENCES TO THE PRACTICE OF MANAGEMENT AND<br />
BEHAVIORAL<br />
THE BARRIERS TO FREE INTERCHANGE BETWEEN THE TWO<br />
DISCUSSES<br />
GROUPS<br />
PRESENTS A SYSTEM THEORETICAL APPROACH TO THE<br />
IT<br />
OF HUMAN RESOURCES AND TO MANPOWER PLANNING AND<br />
MANAGEMENT<br />
ON TO DEAL WITH THE KIND OF INDUSTRY-UNIVERSITY<br />
GOES<br />
ORGANIZATION WHICH SEEMS BEST ADAPTED TO ADVANCE<br />
RESEARCH<br />
ON THIS PROBLEM<br />
WORK<br />
PEER 0<br />
SOELBERG,<br />
DECISION-MAKING<br />
UNPROGRAMMED<br />
MANAGEMENT REVIEW VCL 8 NO 2, SPRING 196T,<br />
INDUSTRIAL<br />
PROBLEM-SOLVING<br />
ARTICLE PRESENTS A FRAMEWORK FOR DESCRIBING HUMAN<br />
THIS<br />
SOLVING ANO DECISION-MAKING PROCESSES THE ANALYSIS<br />
PROBLEM<br />
FROM TRADITIONAL UIILIIY AND PROBABILITY THEORY. IT<br />
DEPARTS<br />
THAT DECISION VALUES ARE BETTER DESCRIBED AS<br />
SUGGESIS<br />
ORDERED SETS OF CONSTRAINING GOAL ATTRIBUTESt AND<br />
PARTIALLY<br />
DECISION UNCERTAINTY MAY BE ADEQUATELY REPRESENTED AS<br />
THAT<br />
OF -L*KELY- VALUES OF EACH ALTERNATIVES UNCERTAIN<br />
RANGES<br />
ATTRIBUTES THE RESULTING DECISION PROCESS MODEL IS<br />
GOAL<br />
IO THE PROTOCOLS OF SEVERAL POINTS IN TIME INTERVIEWS<br />
FITTED<br />
M GRADUATE STUDENTS MAKING JOB DECISIONS A SEI OF<br />
OF<br />
HYPOTHESIS IN THIS FITTED MODEL ARE THEN TESTED ON<br />
KEY<br />
SAMPLE OF GRADUATE STUDENTS THE FOLLOWING YEAR THE<br />
ANOTHER<br />
SUGGESTS HOW MANAGERS UNPROGRAMMEO DECISION-MAKING MAY<br />
MODEL<br />
IMPROVED<br />
BE<br />
MARGARET<br />
NATLE<br />
STLDY PROGRAMS IN COLLEGES AND UNIVERSITIES<br />
WORK<br />
PERSONNEL JOURNAL VOI 46, NC 11, DEC I96T, 5P<br />
EDUCATION WHICH HAS PLACED THE STUDENT IN<br />
COOPERATIVE<br />
BUSINESS AND INDUSTRIAL WORLD, OFFERS HIM TEE BEST NAY<br />
THE<br />
LEARN THEIR METHODS AND ACQUAINT WITH THEIR GOALS<br />
TO<br />
THE MUNICIPAL AREA IS FRETTED WITH BUSINESS AND<br />
BECAUSE<br />
ENTERPRISES, WITH PLENTIFUL WORK OPPORTUNITIES<br />
INDUSTRIAL<br />
TO STUDENTS HOMES IT OFFERS MANIFOLD OPPORTUNITIES FOR<br />
CLOSE<br />
BETWEEN THE UNIVERSITY AND POTENTIAL EMPLOYERS<br />
COOPERATION<br />
IS INDUCIVE TO UNIVERSITIES ADOPTING THE COOPERATIVE<br />
AND<br />
PROGRAM AS A BASIC CIRRICULA A COOPERATIVE PROGRAM MAY<br />
WORK<br />
EVEN MORE EASILY CREATED BECAUSE IT LACKS THE RIGIDITY OF<br />
BE<br />
AND ACADEMIC CONVERSION<br />
CONVENTIONAL<br />
*PSYCHDLOGICAL<br />
ANONYMGUS<br />
AUTHORITIES PU TESTING CN THE COUCH<br />
TWO<br />
MANAGEMENT VOL 33, NO 2 NOV 1967, 7P<br />
BUSINESS<br />
NOTED PSYCHOLOGIST, ROBERT MC MURRAY CCNTENDS, -AS<br />
THE<br />
AS WE DO NOT DAMAGE EITHER CANDIDATE CR EMPLOYER, THERE<br />
LONG<br />
PRACTICALLY NO LIMIT TO HOW FAR WE SHOULC BE PERMIITED TC<br />
IS<br />
A MANS PRIVACY<br />
INVAOE<br />
VIEWPOINT WAS RESPONDED TO BY KING WHITNEY,<br />
THIS<br />
OF THE PERSONNEL LABORATORY, INC. NO TEST OR<br />
PRESIDENT<br />
CAN PREDICT WITH CERTAINTY WHETHER A CANDIDATE<br />
PSYCHOLOGIST<br />
BE SUCCESSFUL.<br />
WILL<br />
TWO OPINIONS ARE DEALT WITH AS WELL AS DOZENS DF<br />
THESE<br />
REGARDING THE EFFECTIVENESS OF PSYCHOLOGICAL TESTS<br />
OTHERS<br />
C<br />
MOGARR,<br />
MATURE SUPERVISOR<br />
THE<br />
AND PROCEDURES JOURNAL VOL 18, NO 85, SEPT-OCT<br />
SYSTEMS<br />
2P<br />
1967,<br />
CHARACTERISTICS<br />
GAUGE OF A SUCCESSFUL SUPERVISOR IS THE ABILITY TO<br />
THE<br />
WORK DONE THROUGH PEOPLE THE AUTHOR ENUMERATES TEE<br />
GET<br />
OF A MATURE SUPERVISOR- RESPONSIBLE INDEPENDENT,<br />
QUALITIES<br />
OPPOSED TO A DEPENDENT AITITUDE, A GIVING, RATHER THAN A<br />
AS<br />
ATTITUDE, LEAVING EGOTISM AND COMPETIVENESS<br />
RECEIVING<br />
BEING ABLE TO DISTINGUISH FACT FROM FANCY AND BEING<br />
BEHIND,<br />
AND ADAPTABLE TO THE CIRCUMSTANCES OF LIFE<br />
FLEXIBLE<br />
SOURCES OF PERSONAL PHILOSOPHY ARE ALSO DISCUSSED<br />
THE<br />
BASES FOR ALL BEHAVIOR, EMOTIONAL AND CONTROLLED<br />
THE<br />
TO LIFE CONSTITUTE THE CONCLUDING REMARKS<br />
RESPONSES<br />
J<br />
MUNICH<br />
BY PROBLEM COMMUNICATION<br />
MANAGEMENT<br />
AND PROCEDURES JOURNAL VOL IB, NO 85, SEPT-OCT<br />
SYSTEMS<br />
1967, 6P<br />
ARTICLE PRESENTS A DESCRIPTION OF THE TECHNIQUE OF<br />
THE<br />
BY PROBLEM COMMUNICATION TO MEET THE CHALLENGE OF<br />
MANAGEMENT<br />
AND HANDLING MANAGEMENT PROBLEMS EFFECTIVELY<br />
COMMUNICATING<br />
IS A FORMAL STANDARD SYSTEM INVOLVING MANAGEMENT PROBLEM<br />
IT<br />
AND ANALYSIS AND MANAGEMENT PROBLEM NOTICES AND<br />
REPORTS<br />
IT IS BASED ON THE THEORY THAT IF A RECOGNIZED<br />
RESPONSES<br />
SYSTEM IS ESIABLISHED TO IDENTIFY, COMMUNICATE,<br />
MANAGEMENT<br />
RESPOND TO COMPANY PROBLEMSt THEY WILL BE RECOGNIZED<br />
AND<br />
IN THE OPERATING CYCLE TRANSMITTED TO MANAGEMENT<br />
EARLIER<br />
RAPID AND MORE UNDERSTANDABLE MANNER GIVEN FASTER<br />
A<br />
AND BETTER MANAGEMENT AND HAVE THE OVERALL EFFECT<br />
ATTENTION<br />
REDUCING OPERATING COSTS<br />
OF<br />
E D<br />
COMPTON,<br />
FOR R+D EVALUATION.'<br />
TOOLS<br />
FINANCIAL EXECUTIVE VOL.BB, NO 2, FEB 1968, 9P<br />
THE ACCELERATING RATES OF CHANGE IN TECHNOLOGY,<br />
WITH<br />
IS AN EVER INCREASING NEED TO SHARPEN MANAGEMENT<br />
THERE<br />
TO JUDGE THE POTENTIAL VALUE OF THE R+D PROJECT<br />
ABILITIES<br />
PROJECT MUST BE REVIEWED PERIODICALLY TO MAKE CERTAIN<br />
EACH<br />
THE POTENTIAL VALUE TO THE COMPANY JUSTIFIES<br />
THAT<br />
AT THE VICE OF SUCH REVIEW, THE COSTS ACCURED<br />
CONTINUATION<br />
DATE, THE PROBABILITY OF SUCCESS, AND THE POTENTIAL VALUE<br />
TO<br />
ALL BE CONSIDERED THREE FUNOAMENTAL ASPECTS OF THE<br />
MUST<br />
OF DEVELOPING NEW PRODUCTS MUST BE KEPT CONSTANTLY<br />
PROBLEM<br />
MIND- RISK TARGET AND CONTROL THE AUTHOR GIVES TWO<br />
IN<br />
FOR R÷D EVALUATION ONE AIDS IN LONG-RANGE PLANNING<br />
TOOLS<br />
DEMONSTARATES A MEANS OF ORGANIZING AND SUMMARIZING A<br />
WHICH<br />
OF R+D PROGRAMSe THE OTHER TOOL DEALS WITH THE MORE<br />
SERIES<br />
FACTORS APPLIED TO A SINGLE PROJECT AT THREE STAGES<br />
SPECIFIC<br />
OF DEVELOPMENT<br />
i75<br />
NOLLASTCN J O<br />
IC23<br />
DPTIMLM POLICY THROUGH STATISTICAL ANALYSIS<br />
DETERMINING<br />
AND PROCEDURES JOURNAL VCL 18, NO B6e NOV-DEC. 19&T<br />
SYSTEMS<br />
3P<br />
GRAPHIC<br />
HISTOGRAM<br />
ARTICLE DEALS BRIEFLY WITH SOME BASIC ELEMENTS OF<br />
THIS<br />
ANALYSIS, NAMELY THE HISTOGRAM ANE THE NORMAL<br />
STATISTICAL<br />
A REVIEW OF THESE CONCEPTS IS PRESENTED AND AN<br />
DISTRIBLTION<br />
OF THEIR USE IN THE PROBLEM OF CETERMINING AN<br />
EXAMPLE<br />
POLICY FOR REGULATING THE NUMBER OF NEWSPAPERS<br />
OPTIMUM<br />
TO NEWSPAPER DEALERS<br />
DELIVERED<br />
DISTRIBUTION CURVE WAS DEVELOPED FOR AN AVERAGE<br />
A<br />
RELATIONSHIPS OF ORDERSe SELLOUTS LOST SALES AND<br />
DEALER<br />
CALCULATEO, AND AN OPTIMUM POLICY BASED ON TOTAL<br />
RETURNS<br />
OF RETURNS AND LOST SALES WAS DETERMINE WITH TEE USE<br />
COSTS<br />
HISTOGRAMS AND GRAPHICAL ANALYSIS.<br />
OF<br />
CULBERTSON, JOHN<br />
IC24<br />
EVER HAPPENED TO SPACE SPIN-OFF.<br />
WHAT<br />
MANAGEMENT REVIEW VGL I0 SPRING 1968, 8P.<br />
CALIFORNIA<br />
UTILIZATION INNOVATION<br />
TECHNOLOGY<br />
NOTION THAT SPACE TECHNOLOGY COULC SPIN-OFF A HOST<br />
THE<br />
PROCESSES, PRODUCTS AND MATERIAL WHICH WOULD HAVE A<br />
OF<br />
IMPACT ON OUR INDUSTRIAL AND COMMERCIAL ECONOMY IS<br />
DRAMATIC<br />
DISTINCTLY UNFASHIONABLE SPIN-OFF HAS NOT OCCURRED<br />
NOW<br />
MUCH NASA IECHNELOGY DOES NOT PROMISE EARTHLY<br />
BECAUSE<br />
AND GOVERNMENT-DEVELOPED AND PATENTED<br />
APPLICATION,<br />
ARE NOT ATTRACTIVE FOR COMMERCIAL EXPLOITATION<br />
INNOVAIIONS<br />
TECHNOLOGY TILIZATIN DIVISION OF NASA CAN BE<br />
THE<br />
ON TO MAKE FURTHER EFFORTS TOWARD THE IMPROVEMENT OF<br />
RELIED<br />
PROCESSING BUT THE MOST PROMISING AREA FOR<br />
INNOVATION<br />
RESTS WITH CORPORATE MANAGEMENT<br />
IMPROVEMENT<br />
WILLIAMSON, OLIVER E SARGENT, THOMAS J.<br />
1025<br />
CHOICE- A PROBABILITY APPROACH<br />
SOCIAL<br />
ECONOMIC JOURNAL VOL 77, NO 08, DEC. 1967, 17P.<br />
THE<br />
CHOICE LITERATURE HAS BEEN EXEMPTED TO<br />
SOCIAL<br />
CONDITIONS OTHER THAN SINGLE-PEAKEDNESS THAT ARE<br />
INVESTIGATE<br />
TO ASSURE TRANSITIVITY IN THE SOCIAL ORDERING<br />
SUFFICIENT<br />
ALONG PROBABILISIIC LINES IT IS THE CONTENTION OF THIS<br />
AND<br />
THAT THE POSSIBILITY THECREMS ARE IN REALITY MUCH MORE<br />
PAPER<br />
THAN MAY AS FIRST BE APPARENT, WHILE THE<br />
RESTRICTIVE<br />
STUDIES HAVE FAILED TO EXPRESS THE PROBLEM IN<br />
PROBABILISTIC<br />
MOST USEFULL OR RELEVANT TERMS<br />
THE<br />
ANALYSIS MAKES NO REQUIREMENTS THAT CERTAIN<br />
THE<br />
PROFILES BE DISALLOWED ALTOGETHER, OR THAT THE<br />
PREFERENCE<br />
OF VOTERS BE ODD OR EVEN, BUT IS RESTRICTED TO<br />
NUMBER<br />
IN WHICH THE NUMBER OF VOTERS IS LARGE THE<br />
CONOITICNS<br />
INCLUDES TRANSITIVITY UNDER EQUI-PROBABILITY<br />
ANALYSIS<br />
TRANSITIVITY WITH EPSILON PREFERENCE, AND<br />
CUNDITIONS<br />
ALSO INCLUDED IS AN APPENDIX WHICH CONTAINS<br />
UNIMODALITY<br />
MONTE-CARLO RESULTS WHERE THE POLLSTER DRAWS A SINGLE<br />
SOME<br />
AND MAKES PAIRWISE COMPARISONS<br />
SAMPLE<br />
NOLL, VERNE H GOWULIE, DAVIE<br />
lC26<br />
DEVELOPMENTS IN WISCONSIN<br />
EXAMINATION<br />
PERSONNEL REVIEW VOL 29, NO I, JAN. 1968, 2P<br />
PUBLIC<br />
TESTS<br />
IS UTILIZING AN EXAMINATION DEVELOPMENT<br />
WISCONSIN<br />
WHICH RESULTS IN BETTER EXAMINATIONS PRODUCED MORE<br />
SYSTEM<br />
THE SYSTEM PROVIDES CENTRAL ITEM LOCATION AND<br />
EFFICIENTLY<br />
ALLOWS FLEXIBILITY IN SELECTING ITEMS OEMANDS<br />
ANALYSIS,<br />
PROFESSIONAL SIAFF TIME, AND MINIMIZES TYPING AND<br />
LESS<br />
PROOF-READING<br />
PROCEDURE IS BASED ON THE USE OF AN<br />
IHE<br />
FILE WHICH MECHANIZES IHE TEST ITEMS FOR<br />
ELECTRA-MAGNETIC<br />
LOCATION AND ON THE USE OF A COPYING MACHINE WHICH<br />
EASY<br />
OFFSET MASTERS FOR REPRODUCING EXAMINATIONS EACH TEST<br />
MAKES<br />
CAN BE CATEGORIZED BY CODE<br />
ITEM<br />
GRANT C.B<br />
IC2T<br />
I00, OPTICAL SCANNING FORM, GIVE LEGISLATORS<br />
DIGITEK<br />
DATA BASE<br />
EDUCATIONAL<br />
DATA PROCESSING VOL 9, NOV 1967, 2P.<br />
FIRST EDUCATIONAL DATA-BANK ON ITS<br />
CALIFORNIAS<br />
STAFF PROVIDES THE MOST ACCURATE AND<br />
INSTRUCTIONAL<br />
TEACHER INFORMATION EVER MADE AVAILABLE TO<br />
UP-TO-DATE<br />
FOR EDUCATIONAL DECISION-MAKING.<br />
LEGISLAIION<br />
ESTABLISHMENT OF A UNIFORM SUBJECT-AREA CODING<br />
THE<br />
AND THE USE OF SOCIAL-SECURITY NUMBERS AS A UNIVERSAL<br />
SYSTEM<br />
SYSIEM MADE THE SURVEY POSSIBLE<br />
IDENTIFICATION<br />
SCANNING TECHNIQUES WERE USED TD PLT THE<br />
OPTICAL<br />
ON MAGNETIC TAPES FOR FUTURE ANALYSIS BY ANY<br />
INFORMATION<br />
ORGANIZATION<br />
RESPONSIBLE<br />
JEAN H<br />
1028<br />
RESEARCH FOR THE ACCOUNTANT<br />
OPERATIONS<br />
MANAGEMENT ACCOLNTING VCL 9, NO 6, FEB. 968,<br />
OPERATIONS RESEARCH IS A SYSTEMATIC APPROACH TO<br />
SINCE<br />
THE OPTIMUM METHODS OF OPERATIONS OF VARIOUS<br />
DETERMINING<br />
ACTIVITIES, OPERATIONS RESEARCH TECHNIQUES CAN BE<br />
SPECIFIC<br />
TO DESIGN INFORMATION-ACCOUNTING SYSTEMS AS WELL AS AIC<br />
USED<br />
MANAGING TANGIBLES OPERATIONS RESEARCH APPROACHES<br />
IN<br />
SOLVING WITH THE USE OF ARITHEMATICAL AND<br />
PROBLEM<br />
TOOLS WHICH MAKES THE APPROACH LOOK DIFFERENT.<br />
STATISTICAL<br />
STEPS INVOLVED ARE -I. RECOGNITION OF THE EXISTENCE OF A<br />
THE<br />
2 DETERMINATION OF THE GOAL 3. SELECTION OF THE<br />
PROBLEM,<br />
VARIABLES, 4 CONSTRUCTION OF A MATHEMATICAL MODEL<br />
DECISION<br />
DESCRIBE THE ACTIVITY 5. SOLUTION OF THE MODEL AND 6<br />
TO<br />
OF IHE SOLUTION INTO PROCEDURES OF IHE FIRM.<br />
TRANSLATION<br />
PROCEDURE IS ILLUSTRATEO BY LOOKING AT THE SOLUTION OF<br />
THIS<br />
ACCOUNTING SYSTEM RELATING PROBLEM DESIGNING A PRICE<br />
AN<br />
PROCEDURE FOR ORDER PROCESSING<br />
VERIFICATION<br />
BANGEL, A B.<br />
1029<br />
RELATIONS AND THE MANAGEMENT ANALYST<br />
HUMAN<br />
AND PROCEDURES JOURNAL VOL 18 NO 86 DEC 1967 3P.<br />
SYSTEMS<br />
THE AUTHOR EXAMINES THE ROLE OF THE BEHAVIORAL SCIENCES
SYSTEMS ANALYSIS AND DISCUSSES THE APPLIOATICN OF<br />
IN<br />
PRINCIPLES TO THE INDIVIDUAL EMPLOYEE ANO THIS<br />
BEEAVIORAL<br />
TO THE SYSTEM. IN DEVELOPING AND MAINTAINING<br />
RELATIONSHIP<br />
AND ECONOMICAL PROCEDURES, THE ANALYST SHOULD<br />
EFFECTIVE<br />
IN HIS OWN OBJECTIVES SUCH HUMAN FACTORS AS<br />
INCLUDE<br />
INDIVIDUALS EFFEOIIVENESS, RAISING MORALE,<br />
UPGRADING<br />
A SENSE OF TEAMWORK AMONG IHE VARIOUS<br />
DEVELOPING<br />
ELEMENTS AND OPENING THE PATHS TC CHANGE.<br />
ORGANIZATIONAL<br />
USE THE NEW TOOLS PROVIDED BY THE BEHAVIORAL<br />
TO<br />
IHERE MUST BE AN APPLICATION OF ADMINISTRATIVE<br />
DISCIPLINES,<br />
THAT FOSTERS A CLIMATE FOR EMPLOYEE MATURITY AND<br />
POLICIES<br />
THE ANALYST SHOULD RECOGNIZE AND ACCEPT THE<br />
GROWTH<br />
DF HIS ACTIONS AS THEY AFFECT ORCANIZATIONAL<br />
RESPONSIBILITY<br />
AND THE INDIVIDUALS INVOLVED.<br />
RELATIONSHIPS<br />
FRANKE, RICHARD D<br />
1030<br />
LIBRARY CATALOG<br />
COMPUTERIZED<br />
DATAMAIION VOL.14 NO 2, FEB 1968, SP<br />
NAVAL DEPT. FOUND IT NECESSARY TO COMPRISE A SYSTEM<br />
THE<br />
WOULD PREVENT ITS RESEARCHERS IN DIFFERENT AREAS FROM<br />
THAT<br />
THEIR WORK, AS WELL AS TO KEEP ALL MEMBERS<br />
DUPLICATING<br />
OF PROGRESS AND DISCOVERIES WHICH ARE BEING<br />
INFORMED<br />
DEVELOPED<br />
A MISSILE STATION DEVELOPED A MECHNIZEC CATALOG<br />
AS<br />
SYSTEM FOR ALL INFORMATION ITEMS• RECARDLESS OF<br />
PRODUCTION<br />
AT A SINGLE LOCATIONt INDEXED BY IBM 705 COMPUTER<br />
FORMAT<br />
FOUR CROSS-REFERENCE CATALOGS IN BOOK FORM A<br />
PROCESSING<br />
INVENTORY IS MAINTAINEO AUTOMATICALLY PYSICAL<br />
STATI$IICAL<br />
TIME FOR MASSES OF RELATED DATA HAS BEEN CUT TO A<br />
REIRIEVAL<br />
FRACTION OF IHAT REQUIRED BY TRADITIONAL LIBRARY<br />
SMALL<br />
METHODS.<br />
FERGASON, GUY<br />
103£<br />
SUPERVISOR- YOUR KEY EMPLOYEE<br />
IHE<br />
INSURANCE NEWS VOL 68, NO.9, JAN 1968, 2Po<br />
BESTS<br />
SUPERVISOR MAY BE THROUGHLY FAMILIAR WITE THE<br />
A<br />
DETAILS OF HIS OPERATION AND STILL NOT BE AN<br />
TECHNICAL<br />
ADMINISTOR BECAUSE HE LACKS THE DESIRE OR ABILITY<br />
EFFECTIVE<br />
ESTABLISH SOUND PERSONAL RELATIONSHIPS WITH HIS<br />
TO<br />
SUBORDINATES<br />
SUPERVISION CAUSED BY A LACK OF PERSONAL INTEREST<br />
POOR<br />
EMPLOYEES IS ONE OF THE PRINCIPAL REASONS LABOR UNIONS<br />
IN<br />
A FOOTHOLD IN INDUSTRIES THIS CAN HAPPEN IN THE<br />
GET<br />
INDUSTRY.<br />
INSURANCE<br />
SUPERVISORS WILL LISTEN TO EMPLOYEE<br />
PROPERLY-TRAINED<br />
AND PREVENT SMALL ANNOYANCES FROM MUSHROOMING<br />
GRIEVANCES<br />
THE MAJOR ISSUES THAT PROVIDE FERTILE FIELDS OF<br />
INTO<br />
FOR UNIONS.<br />
OPERATION<br />
LINDEN, FABIAN<br />
1032<br />
FAMILY BUDGET.<br />
IHE<br />
CONFERENCE BOARD RECORD VOL B, FEB 1968, 3P<br />
THE<br />
BUREAU OF LABOR STATISTICS LATEST REVISION OF ITS<br />
THE<br />
WORKERS BUDGET INOICATES IT COSTS CLOSE TO $9,500 FOR<br />
CITY<br />
URBAN FAMILY OF FOUR TO MAINTAIN AN ADEQUATE STANDARD OF<br />
AN<br />
GEOGRAPHICAL DIFFERENCES ARE EVIDENT BASED ON<br />
LIVING<br />
PRICES AND CONSUMER NEEDS<br />
VARYING<br />
FAMILY BUDGET DOLLAR IS DIVIDED ACCORDING TO<br />
THE<br />
ALLOCATIONS CHANGES IN HOUSING, TRANSPORTATION<br />
PERCENTAGE<br />
FOOD PREFERENCES HAVE SHIFTED THE BUDGET EMPHASIS<br />
AND<br />
WITH PAST YEARS<br />
COMPARED<br />
TAEUBERe C MOSTELLER, F WEBBINK, P<br />
1033<br />
R C. COMMITIEE ON STATISTICAL TRAINING<br />
S<br />
AMERICAN STATISTICIAN VCL 21, NO B, DEC 1967, 2P<br />
THE<br />
ARTICLE IS A REPORT ON THE CONFERENCE HELD BY THE<br />
THIS<br />
SCIENCE RESEARCH COUNCIL TO EXPLORE PROBLEMS OF<br />
SOCIAL<br />
TRAINING, ESPECIALLY OF STATISTICIANS TO SERVE<br />
STATISTICAL<br />
STATE AND FEDERAL GOVERNMENT THE CONFERENCE WAS<br />
LOCAL,<br />
BECAUSE THE GROWING NEED FOR STASTICAL DATA HAS NOT<br />
PROPOSED<br />
MATCHED BY A CORRESPONDING INCREASE OF PERSONNEL<br />
BEEN<br />
IN DATA COLLECTION AND PROCESSING, PREPARATION OF<br />
TRAINED<br />
SUMMARIES AND ORGANIZATION OF THE FACTS USED IN<br />
DESCRIPTIVE<br />
SOCIAL RESEARCH AND IN MUNICIPAL STATE, AND NATIONAL<br />
MUCH<br />
POLICY-MAKING<br />
SIATISIICAL TRAINING METHODS, RECRUITMENT<br />
CURRENT<br />
THE TYPE OF FUTURE TRAINING NEEDED AND THE<br />
POLICIES•<br />
REQUIRED FOR SUCH TRAINING AND RELATIONS OF<br />
INSTITUTIONS<br />
AGENCIES AND UNIVERSITIES WERE SOME OF THE<br />
STATISTICAL<br />
AREAS DISCUSSED<br />
PROBLEM<br />
BARRETT, RICHARD<br />
1034<br />
AREAS IN BLACK AND WHITE TESTING<br />
GRAY<br />
BUSINESS REVIEW VOL.46, JAN. 1968,<br />
HARVARD<br />
NEGRO<br />
JOB APPLICANTS GENERALLY SCORE LOWER THAN WHITES<br />
NEGRO<br />
TESTS• A FACT THAT OFTEN FRUSTATES ATTEMPTS BY BUSINESSES<br />
IN<br />
ABIDE BY THEIR PLEDGES AS EQUAL OPPORTUNITY EMPLOYERS AND<br />
TO<br />
THE SAME TIME MAINIAIN SKILLED WORK FORCES THIS PROBLEM<br />
AT<br />
EXAMINED, WITH THE CONCLUSION THAT AN EMPLOYERS BEST<br />
IS<br />
LIES IN A REEVALUATION OF HIS ENTIRE RECRUITING<br />
REMEDY<br />
EMPHASIS IS ON METHODS OF UPGRADING THE QUALITY OF<br />
PROGRAM.<br />
APPLICANTS. CANNCT BE REPRINTED<br />
MINORITY<br />
OLKEN HYMAN<br />
1035<br />
II<br />
SPIN-OFFS<br />
MANAGEMENT REVIEW VDL.IO WINTER 1967• 8P<br />
CALIFORNIA<br />
INNOVAIION<br />
DISSEMINATION<br />
NUMBER OF FACTORS PREVENT THE REALIZATION OF THE FULL<br />
A<br />
OF GOVERNMENT-CREATED TECHNOLOGICAL ADVANCES OR<br />
POTENTIAL<br />
IN PROMOTING THE GROWTH OF THE NATIONS INDUSTRY.<br />
SPIN-OFFSt<br />
FIRST IS A DISSEMINATION TECHNIQUES PROBLEM MERELY<br />
THE<br />
THE TECHNICAL ADVANCE TO THE FIRM IS NOT EFFECTIVE.<br />
EXPOSING<br />
BENEFIT TO BE DERIVED FROM THE SPIN-OFF MUST BE SOLD<br />
THE<br />
LIMITING FACTOR IS THE WIDELY HELD<br />
ANOTHER<br />
OF THE TECHNOLOGICAL GROWTH PROCESS GROWTH<br />
MISCONCEPTION<br />
COME FROM ESTABLISHED INDUSTRY NOT JUST FROM NEW EXOTIC<br />
DAN<br />
INDUSTRIES.<br />
176<br />
CRITICAL SHORTAGE OF PERSONNEL PRESENTS THE THIRD<br />
A<br />
SPIN-OFFS SET THE PATTERN FOR THE TECHNOLOGY CF ThE<br />
FACIOR<br />
FIRMS MLST BE PREPARED TO PARTICIPATE<br />
FUTURE<br />
MEOLIM, JOHN<br />
1036<br />
DUPLICATORS, MORE ALTOMATED, CLEANER OPERATION<br />
NEW<br />
MANAGEMENT VEL 29, NO I, JAN 1968• 8P<br />
ADMINISTRATIVE<br />
ARTICLE REPORTS ON THE USE OF DUPLICATING<br />
THIS<br />
THIS MACHINE HAS ALWAYS BEEN PRESENT IN LARGE<br />
MACHINES<br />
BUT NOW HANY ARE ALSO FINDING THEIR WAY INTO<br />
OFFICESt<br />
OFFICES<br />
SMALLER<br />
IS A GREAT RISE OF IN-OFFICE PRINTING MACHINES<br />
THERE<br />
PERCENT OF SURVEYED MANAGERS REPORTED HAVING<br />
SEVENTY-EIGHT<br />
OF THIS TYPE OF MACHINE THEY OFFERED NUMEROUS REASONS<br />
USE<br />
NEEDING AN ON-PREMISE PRINTING INSTALLATION THESE<br />
FOR<br />
SPEED, ECONOMY AND FLEXIBILITY<br />
INCLUDEO<br />
DESCRIPTION IS OFFERED LF THE MECHANICS OF OPERATING<br />
A<br />
STENCIL AND COPIER DUPLICATOR MACHINES BRANDS ARE<br />
OFFSET,<br />
AND PRICES QUOTEOo<br />
IDENTIFIED<br />
LAROAS, NICHOLAS P<br />
1037<br />
FOR YOUR COMPANY LIBRARY<br />
EQUIPMENT<br />
MANAGEMENT VEL 29• NO I JAN. 1968• 2P<br />
ADMINISIRATIVE<br />
SHELVES FURNITURE INDEXES BOOKS<br />
FIXTURES<br />
SURVEY CONDUCTED BY THE NATIONAL INDUSTRIAL<br />
A<br />
BOARD REVEALED THAT 4 PERCENT OF THEM HAD<br />
CONFERENCE<br />
LIBRARIES ALL INDICATIONS INDICATE THAT MANY MORE<br />
COMPANY<br />
WILL BE ADDING LIBRARIES THIS ARTICLE OFFERS<br />
COMPANIES<br />
OF CHGSING FIXTURES ADVICE IS OFFERED REGARDINO<br />
SUGGESTIONS<br />
FURNITURE AND INOEXES IT IS RECOMMENDED THAT A<br />
SHELVES,<br />
LIBRARIAN BE HIRED TO AID IN SELECTION OF BOOKS<br />
PROFESSIONAL<br />
PAMPHLETS<br />
AND<br />
DAVIS, K<br />
103B<br />
THE SPOTLIGHT- THE SUPPORTIVE MANAGER<br />
IN<br />
BUSINESS BLLLETIN VCL 14, NO 10• DEC Ig67, 5P<br />
ARIZONA<br />
AUTHORITY MOTIVATION LEADERSHIP<br />
AUTOCRATIC<br />
ROLE OF THE SUPPORTIVE MANAGER- ONE WHO PROVIDES<br />
THE<br />
PSYCHOLOGICAL AND ORGANIZATIONAL SUPPORT FOR HIS<br />
FULL<br />
IN THE PERFORMANCE OF THEIR DUTIES- AND A<br />
EMPLOYEES<br />
WITH IHE TRADITIENAL APPROACH OF AUTOCRATIC<br />
COMPARISON<br />
ARE DISCUSSED WFILE THE AUTOCRATIC MANAGER<br />
MANAGEMENT<br />
ON POWER, INVOICES ABSOLUTE AUTHORITY INSTILLS<br />
DEPENDS<br />
MOTIVAIION AND DEMANDS STRICT &BEOIENCE, THE<br />
NEGATIVE<br />
MANAGER DEPENDS ON LEADERSHIP GIVES SUPPORT TO<br />
SUPPORTIVE<br />
EMPLOYEES INSTILLS MOTIVATION AND LOOKS TC PERFORMANCE<br />
HIS<br />
THAN BLIND OBEDIENCE IN THE EMPLOYEE<br />
RATHER<br />
INSTALLATION OF A SUPPORTIVE MANAGEMENT SYSTEM ANO<br />
THE<br />
CHANGES NECESSARY IN THE ORGANIZATIONAL FRAMEWORK ARE<br />
THE<br />
AS WELL AS THE FACT THAT AUTOCRATIC MANAGEMENT IS<br />
DISCUSSED<br />
LESS EFFECTIVE WITH A LARGE PART OF THE LABOR<br />
BECOMING<br />
FORCE<br />
GADDIS, PAUL 0<br />
IC39<br />
COMPUTER AND THE MANAGEMENT OF CORPORATE RESOURCES<br />
THE<br />
MANAGEMENT REVIEW FALL 1967,<br />
INDUSTRIAL<br />
INFORMATION-SYSTEM DATA-PROCESSING<br />
SYSTEMS-APPROACH<br />
MANY AUTHORS HAVE RECOGNIZED TE IMPORTANCE OF A<br />
WHILE<br />
APPROACH TO MANAGEMENT [FORMATION ANC THE ADVANTAGE<br />
SYSTEMS<br />
ELECTRONIC PROCESSING FEW PRACTICAL EXAMPLES OF SUCH<br />
OF<br />
HAVE BEEN PRESENTED<br />
SYSTEMS<br />
THIS ARTICLE THE AUTHOR DESCRIBES IN DETAIL THE<br />
IN<br />
INFORMATICN-SYSTEM AT WESTINGHOUSE AND EXPLAINS<br />
CORPORATE<br />
SYSTEMS MANAGEMENT APPRCACH AS USED BY THE COMPANY THE<br />
THE<br />
FOR FURTHER DEVELOPMENT OF THE DATA-PROCESSING<br />
DIRECTION<br />
ALSO IS CONSIDERED THIS ALLOWS AN INSIGHT INTO<br />
CAPABILITY<br />
CORPORATE INFORMATION SYSTEM THAT IS IN ACTUAL<br />
SOPHISTICATED<br />
USE<br />
ANONYMOUS<br />
I040<br />
IN ETROPOLITAN AREAS<br />
UNEMPLOYMENT<br />
LABOR REVIEW VOL 91 NO i, JAN 1968, 2P<br />
MONTHLY<br />
NONWHITE<br />
JOBLESS<br />
THIRD OF THE NATIONS JOBLESS WORKERS AND AN EVEN<br />
A<br />
PROPORTION OF ALL UNEMPLOYED NONWHITES LIVE IN THE 15<br />
HIGHER<br />
METROPOLITAN AREAS ON THE FIRST 9 MONTHS OF 1967<br />
LARGEST<br />
15 AREAS ACCOUNTED FOR 31 PERCENT OF TOTAL U<br />
THESE<br />
AND NEARLY 40 PERCENT OF THE NONWHITE JOBLESS<br />
UNEMPLOYMENT<br />
PROPORTIONS ABOUT EQUAL TO THESE AREAS SHARE OF THE<br />
TOTAL,<br />
POPULAIION<br />
STUDY WAS DONE BY BLS IN LIGHT OF THE GROWING<br />
THIS<br />
OVER URBAN PROBLEMS IT PROVIDES NEW INFORMATION CN<br />
CONCERN<br />
JOB SITUATION IN LOCAL AREAS, PARTICULARLY FOR NONWHITE<br />
THE<br />
THE FIRST PHASE OF THE STUDY COVERS 15 LARGEST<br />
WORKERS<br />
METROPOLITAN STATISTICAL AREAS, WHERE 950,000 WERE<br />
STANDARD<br />
AND THE CENTRAL CITIES<br />
UNEMPLOYED,<br />
ANONYMOUS<br />
I041<br />
THE BIG MOT ATOMS IN INCENTIVE TRAVEL PROGRAMS<br />
WIVES-<br />
MANAGEMENT VOL IO0 NC 2, JAN 1968• 2P<br />
SALES<br />
A WIFE IS TOLD SHE CAN GO ON A GLAMOROUS TRIP IF HER<br />
IF<br />
WORKS HARD, YOU HAVE A MOTIVATED SALESMEN COMPANIES<br />
HUSBAND<br />
WITH INCENTIVE PROGRAMS KNOW THAT<br />
EXPERIENCED<br />
WORKS<br />
WIFE-MOTIVATION<br />
IS A BASIC FORMULA FOR INCLUSION OF WIVES IN<br />
THERE<br />
TRIP PROGRAMS TWO QUOTAS ARE SET, IF THE FIRST<br />
INCENTIVE<br />
IS REACHED, IHE HUSBAND GOES, IF THE SECOND IS MET, THE<br />
ONE<br />
JOINS HIM.<br />
WIFE<br />
COMPANIES GET THE WIFE INTO THE ACT EARLY. USUALLY<br />
MOST<br />
MEETINGS ARE A COMBINATION OF COCKTAIL HOUR AND<br />
KICKOFF<br />
WITH TRIP INFORMATION IT IS SURPRISING HOW MANY<br />
DINNER<br />
MAKE THE MISTAKE OF MAKING THIS MEETING ON<br />
COMPANIES<br />
BASIS<br />
MEN-ONLY<br />
RILEY, JOHN W.<br />
1042<br />
AGE IN AMERICAN SOCIETY, NOTES ON HEALTH, RETIREMENT,<br />
OLD<br />
THE ANTICIPATION OF DEATH<br />
AND<br />
OF THE AMERICAN SOCIETY OF CHARTERED LIFE<br />
JOURNAL<br />
VOL.22, NO 2, JAN 1968<br />
UNDERWRITERS<br />
OF THE MANY SOCIAL IMPLICATIONS OF THE DEMOGRAPHIC
THREE IkTERRELAIED PROBLEMS ARE OF INTEREST TO<br />
REVOLUTION,<br />
BUSINESS OF LIFE-INSURANCE- THE ILL HEALTH CF OLDER<br />
THE<br />
THE DILEMMAS OF RETIREMENT, AND THE MEANING OF<br />
PEOPLE,<br />
THIS ARTICLE SUBJECTS THESE PROBLEMS TO A<br />
DEATH<br />
ANALYSIS IT IS ARGUED THAT ILL HEALTH IS A<br />
SOCIOLOGICAL<br />
DEFINED ROLE, THAT THERE ARE FEW PRESCRIPTIONS FOR<br />
SOCIALLY<br />
AND THAT DEATH TENDS TO BE A TABOO TOPIC<br />
RETIREMENT,<br />
ARE TO BE EXPECTED IN EACH OF THESE AREAS, AND THE<br />
CHANGES<br />
OF EDUCATION IS SINGLED OUT AS OF SPECIAL IMPORTANCE.<br />
FACTOR<br />
OUR SOCIETY BECOMES PROGRESSIVELY UPGRADED, IT MAY WELL<br />
AS<br />
THAT OLDER PEOPLE WILL COME TO ENJOY BETTER HEALTH, TO BE<br />
BE<br />
ACTIVE IN RETIREMENT, AND TO TAKE A LESS NEGATIVE VIEW<br />
MORE<br />
DEATH<br />
OF<br />
BUCHBINDER, NORMAN M<br />
1043<br />
MANAGEMENT CAN SOLVE THE DOORMAN SHORTAGE<br />
HOW<br />
OF PROPERTY MANAGEMENT VOL ]3, NO 2, MARCH-APRRIL<br />
JObRNAL<br />
igBS, 2P<br />
BUCHBINOER 0ESCRIBES THE PROCEGURES INITIATEC BY<br />
MR<br />
MANAGEMENT FIRM TO RECRUIT AND TRAIN NEEOE0 CAPABLE<br />
ONE<br />
FOR HIGHRISE APARTMENT BUILDINGS. THROUGH A PROGRAM<br />
DOORMAN<br />
ON-THE-JOB TRAINING AND CAREFUL SUPERVISION, THE DOORMAN<br />
OF<br />
TO GUARD THE TENANTS SAFETY AND ACT RESPONSIBLY IN<br />
LEARNS<br />
OF OTHER EMERGENCIES, WHICH IN TURN ENHANCES THE<br />
TIMES<br />
AND ITS MANAGEMENT<br />
BUILDING<br />
PAULUS, P<br />
1044<br />
INCENTIVE PLAN FOR SUPERVISORS<br />
IMPROVED<br />
EXECUTIVE VOL 36, NO 3, MARCH 1968, 4P<br />
F[KANCIAL<br />
pERFORMANCE STANDARDS<br />
PROFIT-SHARING<br />
INCENTIVE PLANS FOR SUPERVISORS ARE GROUP<br />
CUSTOMARILY,<br />
OR PROFIT SHARING PLANS WHICH REWARD ALL PARTIES<br />
BONUS<br />
EQUALLY, DESPITE DIFFERENCES IN INDIVIDUAL<br />
NEARLY<br />
ONE COMPANY DISCARDED SUCH A BONUS PLAN BECAUSE<br />
PERFORMANCE<br />
CONTINUED NUMEROUS FLOWS ANG WAS FOUND TO BE INEFFECTIVE<br />
IT<br />
INEQUITABLE AN IMPROVED PLAN WAS INTRODUCED WHICH GAVE<br />
AND<br />
ONLY TO PERFORMANCE WHICH IS SUPERIOR WHEN<br />
RECOGNITION<br />
AGAINST STANDARDS ESTABLISHED TO SATISFY SPECIFIC<br />
MEASURED<br />
OF MANAGEMENT THIS ARTICLE DESCRIBES HOW THIS<br />
OBJECTIVES<br />
WAS CONCEIVED, DEVELOPED AND IMPLEMENTED THE MOST<br />
PLAN<br />
CONTRIBUTION OF THE PLAN IS ITS EFFORT ON<br />
IMPORTANT<br />
MORALE AND ATTITUDES SUPERVISORS AT THE<br />
SUPERVISORY<br />
MANAGERIAL LEVEL SEE THEMSELVES AS MEMBERS OF THE<br />
MARGINAL<br />
TEAM FOR THE FIRST TIME THRCUGH SUPERVISORY<br />
MANAGEMENT<br />
PLANS BASEG ON MEASURED PERFORMANCE ARE NOT NEW,<br />
INCENTIVE<br />
ARE SUFFICIENILY RARE TO WARRANT AN INTENSIVE<br />
THEY<br />
EXAMINATION<br />
SALNDERS, ROBERT W<br />
IO45<br />
TOWARD EDUCATIONAL LEAVE AND COURSE SUBSIDIZATION<br />
POLICIES<br />
PUBLIC PERSONNEL REVIEW VOL 29, NO I, JAN 196B, BP.<br />
CANADIAN STUDY TABULATES BOTH CANADIAN AND AMERICAN<br />
A<br />
TOWARD EDUCATIONAL LEAVE AND COURSE SUBSIDIZATION<br />
PRAOTICES<br />
THEY DIFFER FROM ONE JURIDICTION TO ANOTHER<br />
AS<br />
ONE-HALF OF THE COOPERATIVES DISPENSE WITH LENGTH<br />
OVER<br />
SERVICE REQUIREMENTS AS A PREREQUISITE OF LEAVE OF<br />
OF<br />
OR HAVE NO POLICY OR PRACTICE THE MOST COMMON<br />
ABSENCE,<br />
OF AMERICAN STATES, COUNTRIES AND CITIES IS TO HAVE<br />
PRACTICE<br />
LIMIT ON THE LENGTH OF AITENDANCE AT SHORT COURSES FOUR<br />
NO<br />
PROVINCES HAVE NO LIMIT THE MOST COMMON FORMAL<br />
CANADIAK<br />
OF ALL JURISDICTION IS TIME-OFF AD USE OF THE<br />
PRACTICE<br />
TIME FINAL AUTHORITY FOR EDUCATIONAL LEAVES OF<br />
EMPLOYEES<br />
RESTS MAINLY WITH THE DEPARTMENT HEAD IN STATE<br />
ABSENCE<br />
OR WITH THE CIVIL SERVICE COMMISSION<br />
JURISDICTION<br />
HUGHES, EVERETT C<br />
I046<br />
INDIVIDUALISM Ok THE R+D TEAM<br />
PRESERVING<br />
BUSINESS REVIEW VOL 46, FEB TO68,<br />
HARVARD<br />
PARTICIPATIVE MANAGEMENT RESEARCH<br />
TEAMWORK<br />
NEED NOT BE SACRIFICED IN ORDER TC GIVE<br />
TEAMWORK<br />
AND ENGINEERS FREEDOM TO DEVELOP PROFESSIONAL<br />
SCIENTISTS<br />
THE PARTICIPATIVE-CONSULTIVE ORGANIZATION CHART<br />
COMgETENCE<br />
THE TASK FORCE ARE ORGANIZATIONAL DEVICES WHICH PRODUCE<br />
AND<br />
BLENDING OF INDIVIDUALITY AND TEAMWORK<br />
A<br />
MINI-SYSTEM TECHNIQUE IS A NEW ORGANIZATIONAL TOOL<br />
THE<br />
CAN BRIDGE SOME OF THE PROBLEMS OF LINE ALTHORITY AND<br />
WHICH<br />
COORDINATION THIS APPROACH IS MEANS OF<br />
INTERGROUP<br />
TEAMWORK UNDER PARTICIPATIVE MANAGEMENT *'CANNOT<br />
ACHIEVING<br />
REPRINTED<br />
BE<br />
BROWN, kARREN B<br />
1047<br />
ORGANIZATION AND SOCIO-TECHNICAL CONTROLS<br />
THE<br />
TOPICS VGLolB, NO I, JAN 1968, 7P<br />
BUSINESS<br />
SOCIAL<br />
FOR CONTROL OVER THE GOAL-DIRECTED ACTIVITIES<br />
CONCERN<br />
ORGANIZATIONS HAS A LONG HISTORY IT IS RELATIVELY NEW,<br />
OF<br />
THAT ORGANIZATIONAL CONTROL SYSTEMS HAVE REFLECTEO<br />
HOWEVER,<br />
AWARENESS OF TWO DIFFERING ASPECTS OF CONTROLS, THE<br />
AN<br />
ORGANIZATIONAL CONTROLS EXEMPLIFIED BY ACCOUNTING<br />
TECHNICAL<br />
PRODUCTION STANDARDS AND THE CONTROLS OVER HUMAN SOCIAL<br />
AND<br />
FACTORS<br />
PAPER EXAMINES SOME CF THE SALIENT CHARACTERISTICS<br />
THIS<br />
TECHNICAL AND SOCIAL CONTROLS, STUDIES THEIR INTERACTION<br />
OF<br />
SOME OF THE PROBLEMS OF INTEGRATING THESE TWO ASPECTS,<br />
AND<br />
THEN PUTS THE CONTROL OF SGCIO-TECHNICAL SYSTEMS IN<br />
AN<br />
BY EXAMINING THEM IN THE LIGHT OF THE DEMANDS<br />
PERSPECTIVE<br />
CONSTRAINTS OF THE LARGER ORGANIZATIONS<br />
AND<br />
WALTERS, C GLENN GRINN, BRUCE<br />
I048<br />
RETAILERS USE OF THE PCLYGRAPH<br />
APPRAISING<br />
OF RETAILING VOL 43, JAN 1968, L2P.<br />
JOURNAL<br />
LIE<br />
POLYGRAPH IS A RECORDING INSTRUMENT WHICH MONITORS<br />
THE<br />
OF THE AUTOMATIC NERVOUS SYSTEM THE POLYGRAPH<br />
REACTIONS<br />
ARE BASED ON THE PREMISE THAT MOST PEOPLE FEAR BEING<br />
TESTS<br />
IN A LIE, AND THAT THIS FEAR CAN BE RECORDED<br />
CAUGHT<br />
ARE TURNING TO THE USE OF POLYGRAPHS FOR<br />
RETAILERS<br />
SCREENING, PERIODIC EMPLOYEE TESTING AND<br />
PRE-EMPLOYMENT<br />
LOSS INVESTIGATION BENEFITS ARE EVIOENT BUT<br />
SPECIFIC<br />
OF MANAGEMENT PROBLEMS AND LEGAL CONSIDERATIONS<br />
QUESTIONS<br />
177<br />
THE POLYGRAPH<br />
ACCOMPANY<br />
INCRIMINATION, INVASION OF PRIVACY ANO ETHICAL<br />
SELF<br />
MUST BE RECOGNIZED AS PROBLEMS CDNNECTEC WITF<br />
CONSIDERATIONS<br />
USE IF RETAIL MANAGEMENT CHOOSES THE POLYGRAPH AS<br />
POLYGRAPH<br />
TCOL, THE SUGGESTED GUIDELINES FOR USE ARE HELPFUL FOR<br />
A<br />
OPERATION<br />
SUCCESSFUL<br />
FRANCISe R G<br />
i04g<br />
PROPOSAL FOR A NEW MEASURE OF ATTITUDINAL OPPOSITION<br />
A<br />
OPINION QUARIERLY VOL 3L, NO 3, FALL lOB?, TP<br />
PUBLIC<br />
PUBLIC-OPINION<br />
PAPER IS IN RESPOKSE TO AN ARTICLE THAT PROPOSED A<br />
THIS<br />
K, THAT TAKES INTO ACCOUNT TWO DIMENSIONS OF A<br />
MEASURE,<br />
OPINION FIELD, THE INTENSITY OF THE DIFFERENCES HELD<br />
PUBLIC<br />
THEIR FXTENSITY IT CHALLENGES THE USE MADE OF THE TERMS<br />
AND<br />
AND EXTENSITY THE AUTHOR HERE FINDS THAT THE<br />
INTENSITY<br />
MEASURED EXTENSIIY AS SIMPLY A SPECIAL CASE OF<br />
ARTICLE<br />
WHICH SUGGESTS THAT A MORE APPROPRIATE MEASURE OF<br />
VARIANCE<br />
ORIGINAL INTENT WOULD INCORPORATE VARIANCE IN ITS<br />
THEIR<br />
IT APPEARED THAT THE MEAN COULD BE TAKEN AS A<br />
SPECIFICATION<br />
MEASURE OF INTENSITY SINCE IT HAD THE PROPERTY OF<br />
POSSIBLE<br />
FROM 0 TO BUT HAD THE ADDITIONAL PROPERTY OF BEING<br />
RANGING<br />
CONNECTED WITH VARIANCE<br />
INTIMATELY<br />
TAYLOR, B T<br />
IC50<br />
THE RECORD AND CONSEQUENCES<br />
MEDICARE-<br />
BUSINESS BULLETIN VCL 14, NO I0, DEC. 1967, 8P.<br />
ARIZONA<br />
PHYSICIANS<br />
HOSPITAL<br />
ASPECTS OF MEDICARE- THE IMPACT OF THE PROGRAM DN<br />
TWO<br />
UTILIZATION AND PHYSICIANS SERVICES- ARE EXAMINED<br />
HOSPITAL<br />
ADDITION, PREDICITONS ARE OFFERED REGARDING THE POSSIBLE<br />
IN<br />
AND LOCAL IMPACT MEDICARE IS LIKELY TO HAVE ON<br />
NATIONAL<br />
SERVICES IN THE FUTURE<br />
MEDICAL<br />
CITING STATISTICS, THE AUTHOR STATES THAT MEDICARE<br />
BY<br />
NOI HAD A DEBILITATING EFFECT ON HOSPITAL UTILIZATION<br />
HAS<br />
PRACTICES AND THAT THE PREDICTED NEGATIVE ECONOMIC<br />
AND<br />
OF NATIONAL HEALTH STANDARDS HAVE NOT GENERALLY<br />
EFFECTS<br />
THE GREATEST IMPACT OF MEDICARE TO DATE IS TO<br />
MATERIALIZED<br />
PUBLIC ATTENTION TO THE INEFFICIENCES PREVAILING IN THE<br />
DRAW<br />
INDUSTRY AND THE AUIHOR CONCLUDES THAT THE FINAL<br />
MEDICAL<br />
SHOULD BE A HIGHER QUALITY UF MEDICAL ATTENTION<br />
RESULT<br />
BREEN, J<br />
I051<br />
STAFF ASSISTANT<br />
THE<br />
BUSINESS BULLETIN VCL 9, NO 5, SPRING 19&7, 4P<br />
CARROLL<br />
ROLES<br />
AUTHOR DISCUSSES THE EFFECTIVE USE DF STAFF<br />
THE<br />
ALTERNATIVE ROLES POSSIBLE FOR THEM AND VARIOUS<br />
ASSISIANTS,<br />
THAT CAN BE ACHIEVED BY THEIR USE THE STAFF<br />
OBJECTIVES<br />
MAY ACT AS AN ADVISOR TO AN EXECUTIVE OR CARRY ON<br />
ASSISTANT<br />
ACTIVITY THAT SUGGESTS LINE ACTIVITIES THEY ARE USED TO<br />
AN<br />
SPECIALIZED ASSISTANCE OR TO ENABLE BOIH THE<br />
PROVIDE<br />
OR DECENTRALIZATION OF RESPONSIBILITY<br />
CENTRALIZATION<br />
AWARENESS OF POSSIBLE ROLES AND USE OBJECTIVE OF<br />
AN<br />
ASSISTANTS ENABLES A MANAGER TO IMPROVE THE<br />
STAFF<br />
OF HIS ROLE<br />
FULFILLMENT<br />
CONWAY, BENJAMIN<br />
I052<br />
INFORMATION SYSTEM AUDIT<br />
THE<br />
REVIEW VOL 5?, NO 3, MARCH 1968, 12P.<br />
MANAGEMENT<br />
EVALUATION<br />
MANAGEMENT<br />
AVOID MANY PROBLEMS WHICH ARISE WHEN MANAGEMENT<br />
TO<br />
A COMPUTERIZED MANAGEMENT INFORMATION-SYSTEMe AN<br />
INSTALLS<br />
TEAM SHOULD BE FORMED<br />
AUDIT<br />
OBJECTIVES OF THE AUDIT SHOULD BE FULLY DEFINED AT<br />
THE<br />
MAJOR STAGES IN THE DEVELOPMENT OF THE INFORMATION IN<br />
FOUR<br />
PLANNING STAGE, THE AUDIT IS MORE CONCERNED WITH<br />
THE<br />
IMPLICATIONS OF THE SYSTEM, THE ECONOMICS OF THE<br />
BUSINESS<br />
AND THE CONTROLS PROPOSED OVER ITS DEVELOPMENT<br />
SYSTEM<br />
THE DEVELOPMENT STAGE, THE AUDIT IS MOST CONCERNED<br />
DURING<br />
THE TECHNICAL ASPECTS CF THE PROGRAM, DURING<br />
WITH<br />
WITH THE ADEQUACY OF THE CONVERSION<br />
IMPLEMENTATION,<br />
AND IN THE POST-INSTALLATION PHASE WITH IHE<br />
PROCEDURES,<br />
EVALUATION OF THE SYSTEM FROM OPERATIONAL EFFICIENCY<br />
OVERALL<br />
ECONOMIC VIEWPOINT<br />
AND<br />
OTTE. FRED H<br />
1053<br />
IS SYSTEMS PROGRAMMING.'<br />
WHAT<br />
VOL 14, NO 2, FEB ig68e 2P<br />
DAIAMATION<br />
TERMINOLOGY RETRIEVAL LIBRARY<br />
COMPUTER<br />
ARTICLE IS AIMED AT GIVING THE READER A BASIC<br />
THIS<br />
OF SYSTEMS PROGRAMMING FOR PURPOSES OF<br />
UNOERSIANDING<br />
AN ANALOGY IS DRAWN BETWEEN COMPUTER SYSTEMS<br />
SIMPLIFICATION<br />
COOKING<br />
AND<br />
IS EXPLAINED AS WELL AS LANGUAGE DESIGN<br />
TERMINOLOGY<br />
SYSTEMS AND LIBRARY CATALOGS ARE POINTED OUT WITH<br />
RETRIEVAL<br />
REASONS THEY ARE UTILIZED<br />
THE<br />
SYSTEM PROVIDES AN AID FOR THE PREPARATION IN A<br />
THE<br />
AND TERMS THAT CAN BE EASILY UNDERSTOOG INCLUDED<br />
LANGUAGE<br />
FACILITIES FOR EASY STORING, RETRIEVING AND TASTING<br />
ARE<br />
AND RECIPES.<br />
INGREDIENTS<br />
CREAGER, K<br />
I054<br />
KNOWN FILING TRUISMS- AND WHY THEY ARE TRUE<br />
BEST<br />
MANAGEMENT VOL 29, NO l, JAN 1968, 2P<br />
ADMINISTRATIVE<br />
INDEX<br />
RECORDS<br />
ARE MANY TRUISMS REGARDING FILING METHODS AND<br />
THERE<br />
THE AUTHOR DISCUSSES TWELVE OF THESE DEALING<br />
TECHNIQUES<br />
FILING SYSTEMS AND RECORDS MANAGEMENT BY EXAMINING THE<br />
WITH<br />
FOR THESE TRUSIMS THE ADMINISTRATIVE MANAGER CAN PUT<br />
REASONS<br />
TO BETTER USE<br />
THEM<br />
OF THE AXIOMS DEALT WITH INCLUDE- NO SYSTEM IS<br />
SOME<br />
ALL SUBJECT FILES SHOULD USE A CLOSED THESARUS<br />
UNIVERSAL,<br />
TEN OTHERS<br />
AND<br />
WILKINS, C A.<br />
1055<br />
IN THE METHODOLOGY OF URBAN POPULATION DISTRIBUTIONS<br />
POINTS<br />
RESEARCH VOL 16, NO I, JAN-FEB /gOB, 9P<br />
OPERATIONS<br />
CIIY<br />
SOME OPERATIONAL PROBLEMS CONCERNED WITH URBAN<br />
FOR<br />
THE ACTUAL LOCATION OF POPULATION WITHIN EACH<br />
POPULATIONS,<br />
IS NOT OF PRIMARY IMPORTANCE FOR SUCH PROBLEMS, IT MAY<br />
CITY<br />
BESI TO PROCEED IN TERMS OF THE FUNCTION A-D- DEFINEB AS<br />
BE
THE CITY AREA OVER WHICH THE POPULATION DENSITY IS<br />
BEING<br />
THAN OR EQUAL TO D KNOWLEDGE OF THIS FUNCTION<br />
GREATER<br />
A SUITABLE SYMMETRIC REPRESENTATION OF CITY OF<br />
ENABLES<br />
ARBITRARY FORM TO BE DETERMINED, AND WEISS PROBLEM OF<br />
FAIRLY<br />
THE POPULATICN IN A GIVEN TOTAL AREA CHOSEN FROM<br />
MAXIMIZING<br />
REGIONS OF A SEQUENCE OF CITIES TO BE TACKLED IN<br />
THE<br />
GENERAL TERMS GENERAL EQUATIONS ARE GIVEN FOR<br />
REASONABLY<br />
PROBLEM SIMPLE CITIES OF NONSTANDARD FORM MAY SATISFY<br />
THIS<br />
GENERALIZATION OF SHERRATTS FORM, TO WHICH A NUMBER OF<br />
A<br />
RESULTS ARE EASILY EXTENDED EQUATIONS FOR THE<br />
SHERRATIS<br />
NUMBER DF CASUALTIES IN AN ATTACK ARE GIVEN FOR<br />
EXPECTED<br />
AND CLARKS TYPE OF CITY<br />
SHERRATTS<br />
NUGENT, CHRIS VOLLMANN, THOMAS RUML, JOHN<br />
1056<br />
FOR ASSIGNMENT OF FACILITIES TO LOCATIONS<br />
TECHNIQUES<br />
OPERATIONS RESEARCH VOL.16 ND I, JAN-FEB I968,<br />
OPTIMAL ASSIGNMENT OF FACILITIES TO LOCATIONS IS<br />
THE<br />
PROBLEM THAT REMAINS UNSOLVED NONE OF IHE<br />
COMBINATORIAL<br />
OPTIMAL-PRODUCING PROCEDURES IS COMPUTATIDNALLY<br />
SEVERAL<br />
FOR ANY BUT SMALL PROBLEMS THREE PREVIOUSLY<br />
FEASIBLE<br />
HEURISTIC TECHNIQUES ARE EXAMINED AND<br />
PROPOSED<br />
COMPARED FOR PROBLEMS OF FROM FIVE<br />
EXPERIMENTALLY<br />
TO 30 DEPARTMENTS THE NEW BIASED SAMPLING<br />
DEPARTMENTS<br />
IS SEEN TO PRODUCE THE BEST SOLUTIONS BUT AT A<br />
PROCEDURE<br />
HIGH COMPUTATIONAL COST THE HILLIER-CONNORS<br />
RELATIVELY<br />
IS ESPECIALLY INTERESTING BECAUSE IT IS<br />
PROCEDURE<br />
FASTER THAN CRAFT AND BIASED SAMPLING AND ITS<br />
CONSIDERABLY<br />
ARE ONLY 2-6 PERCENT WORSE THAN CRAFT<br />
SOLUTIONS<br />
GAUNT, S<br />
1057<br />
METHOD FOR RESOLVING TRAVELLING SALESMAN<br />
NON-COMPUTER<br />
PROBLEM<br />
OPERATIONAL RESEARCH VOL 6, NO I, MARCH 1968, 11P<br />
CANADIAN<br />
PAPER CONSIDERS THE APPLICATION OF SEARCH TEEORY<br />
THIS<br />
THE DEVELOPMENT OF A NON-COMPUTER METHOD FOR RESOLVING<br />
TO<br />
SOLUTIONS FOR TRAVELLING SALESMAN TYPE PROBLEMS<br />
APPARENT<br />
SYMMETRICAL AND ASYMMETRICAL SQUARE MATRICES.<br />
FROM<br />
ADEQUATE DATA FOR EVALUATING ThE RELATIVE<br />
WHILE<br />
BETWEEN CCMPUTERS AND THE PROPOSED MANUAL METHOD<br />
ECONOMICS<br />
SCARCE, ROUGH APPROXIMATIONS INDICATE THE MANUAL SEARCH<br />
ARE<br />
TO BE FAVORED FOR MATRIC(S GREATER THAN 0-40.<br />
METHOD<br />
INTRINSIC WORIH OF A STANDARO OFFICE PROCEOURE FOR<br />
THE<br />
SEQUENCING TYPE PROBLEMS ACQUIRES MERIT BY<br />
RESOLVING<br />
A PRACTICAL MEANS OF SOLUTION TO A COMPLEX PROBLEM<br />
PROVIDING<br />
CAN BE USED IN ENVIRONMENTS WITHOUT IMMEDIATE ACCESS<br />
WHICH<br />
A COMPUTER<br />
TO<br />
MAURER, HERRYMON<br />
1058<br />
BEGINNING OF WISDOM ABOUT ALCOHOLISM.'<br />
THE<br />
VOL TT, NO.5, MAY I968, lIP.<br />
FORTUNE<br />
IS ONLY NOW BEING RECOGNIZED AS WHAT IT IS<br />
ALCOHOLISM<br />
PERSONAL AND SOCIAL CATASIROPHO, AN ILLNESS OF THE SAME<br />
A<br />
OF IMPORTANCE AS HEART TROUBLE OR CANCER LARGE AMOUNTS<br />
KIND<br />
FEDERAL AND STATE FUNDS HAVE BEEN VOTED FOR RESEARCH AND<br />
OF<br />
FEDERAL COURTS, CATCHING UP W[TH MEDICAL<br />
TREATMENT<br />
HAVE RULED THAT ALCOHOLISM IS NOT A CRIME BUT A<br />
FINDINGS,<br />
DISEASE.<br />
BESl RECOVERY RATES, SURPRISINGLY, ARE TO BE FOUND<br />
THE<br />
OFFICES AND FACTORIES RAIHER THEN IN CLINICS AND<br />
IN<br />
GOOD COMPANY PROGRAMS ARE BASED ON EARLY SPOTTING<br />
HOSPITALS.<br />
-CRISIS PRECIPIIATION- TELL THE MAN ITS TREATMENT OR<br />
AND<br />
THEN FOLLOWS CAREFUL HANDLING BY THE COMPANY<br />
ELSE<br />
USUALLY IN CONJUNCTION WITH ALCOHOLICS ANONYMOUS<br />
PHYSICIAN,<br />
COMPANY SAVES IWO OUT OF THREE, AND 60 PERCENT OF THE<br />
ONE<br />
EVENTUALLY QUALIFY FOR MERII INCREASES -*CANNOTBE<br />
RECOVERED<br />
REPRINTED<br />
SPIEGAL J SUMMERS L BENNET C<br />
1059<br />
GENERAL APPROACH TD MANAGEMENT INFORMATION SYSTEMS<br />
AESOP<br />
AND PROCEDURES JOURNAL VOL 18, NO 84, JULY-AUGUST<br />
SYSTEMS<br />
8P.<br />
1967,<br />
DIRECT ACCESS<br />
REAL-TIME<br />
ARTICLE DESCRIBES AESOP- A LABORATORY BASED<br />
THE<br />
OF A GENERAL-PURPOSE, ON-LINE, VISUALLY-ORIENIEO<br />
PRCIOTYPE<br />
SYSTEM IT OPERATES IN AN ORGANIZATIONAL CONTEXT<br />
INFORMATION<br />
IS USED TO INVESTIGATE PROBLEMS FROM THE EXECUTIVE LEVEL<br />
AND<br />
THE STAFF AND OPERATIONS ANALYSTS TO THE ACTUAL<br />
THROUGH<br />
DESIGNERS AND PROGRAMMERS<br />
SYSTEM<br />
REQUIREMENTS FOR MANAGEMENT USE AND THE THREE BASIC<br />
THE<br />
OF THE SYSTEM- PARAMETER INSERTION, ALGORITHM<br />
CAPABILITIES<br />
AND DEBUGGING ARE DESCRIBED ALSO, THE UNIQUE<br />
BUILDING<br />
COMMAND MECHANISM IS DESCRIBED AND ILLUSTRATED THE<br />
LIGHIGUN<br />
HAS SOMETHING FOR EVERYONE IN THE ORGANIZATIONAL<br />
SYSTEM<br />
A CHARACTERISTIC OF THE MANAGEMENT<br />
HIERARCHY<br />
OF THE FUTURE<br />
INFORMATION-SYSTEM<br />
ENTHOVEN, A.<br />
IOEO<br />
AND DEVELOPMENT PROGRAMMING<br />
ACCOUNTING<br />
JOURNAL OF ACCOUNTING EDUCATION AND RESEARCH<br />
INTERNATIONAL<br />
NO I, FALL 1967, 16P<br />
VDL.3,<br />
COST-ACCOUNTING<br />
SUBJECT OF THE PAPER IS THE INTERACTION AND<br />
THE<br />
THAT EXISTS BETWEEN ACCOUNTING AND<br />
INTERDEPENDENCY<br />
PROGRAMMING AND THE ROLE ACCOUNTING MAY FULFILL<br />
DEVELOPMENT<br />
ENHANCING ECONOMIC PROGRESS IN THE DEVELOPING ECONOMIES<br />
IN<br />
IS MOST IMPORTANT TO THE ECONOMIC<br />
COSI-ACCOUNTING<br />
PROCESS CAPITAL BUDGETING ANO FINANCIAL<br />
DEVELOPMENT<br />
FORM A CONSTITUENT PART OF PROJECT SELECTION AND<br />
PLANNING<br />
NAIIONAL ACCOUNTS INFORMATION IS ALSO ESSENTIAL<br />
EVALUATION<br />
DEVELOPMENT PROGRAMMING THE AUTHOR ALSO PRESENTS AN<br />
FOR<br />
OF A DEVELOPMENT PROGRAM WITH ITS VARIOUS PROJECTS<br />
EXAMPLE<br />
CITES THE INTEGRAL FUNCTIONS OF ACCOUNTANCY IN<br />
AND<br />
PROGRAMMING<br />
DEVELOPMENT<br />
FARAG, S.M<br />
1061<br />
VIEWS ON SOCIAL ACCOUNTING- AN ELABORATION<br />
LIIILETONS<br />
JOURNAL OF ACCOUNTING, EDUCATION AND RESEARCH<br />
INTERNATIONAL<br />
VOL 2, NO 2t SPRING 1967, lOP<br />
178<br />
PAPER PRESENTS AND IDENTIFIES AN ELABORATION CF<br />
THE<br />
OF PROFESSOR A C LITTLETONS VIEWS OF SOCIAL<br />
SOME<br />
WHERE ACCOUNTING BECOMES AN EFFECTIVE INSTRUMENT<br />
ACCOUNTING-<br />
SOCIAL PLANNING IN IHE PUBLIC INTEREST CONCEPTS SUCH AS<br />
FOR<br />
SELF-GOVERNMENT AND CONSISTENT FORECASTING ARE<br />
BUSINESS<br />
DISCUSSED<br />
MAIN PART OF THE PAPER IS DEVOTED TO THE<br />
THE<br />
OF INPUT-OUTPUT ACCOUNTING AS A BRANCH OF SOCIAL<br />
DEVELOPMENT<br />
INPLT-DLTPUT TABLES AND ANALYZES ARE A MEANS<br />
ACCOUNTING.<br />
ALLOW THE DESCRIPTION AND ANALYSIS OF THE PRODUCTIVE<br />
WHICH<br />
OF A COMPLETE ECONOMIC SYSTEM THE STRUCTURE OF<br />
PROCESS<br />
TRANSACTIONS IABLES AkD THE FORM CF ANALYSIS ARE<br />
THESE<br />
THE EXPANDING ROLE CF ACCOUNTING IN SERVING THE<br />
DISCUSSED<br />
INTEREST IS ALSO NOTED<br />
PUBLIC<br />
HEAD, R V<br />
1062<br />
FUR REAL-TIME BUSIkESS SYSTEMS<br />
PLANNING<br />
AND PROCEDURES JOURNAL VOL 18, NO 84, JULY-AUGUST<br />
SYSTEMS<br />
8P<br />
1967,<br />
PLANNING<br />
POLICIES<br />
AUTHOR BEGINS BY DISCUSSING REAL-TIME SYSTEMS THEIR<br />
THE<br />
COMPLEXITY, APPLICATIONS AND EFFECTS ON BUSINESS<br />
EVOLUTION,<br />
HE POINTS TO SYSTEMS PLANNING- THAT IS PLANNING<br />
OPERATIONS<br />
SYSTEMS, IN CDNIRAST TO SYSTEMS DESIGN DR SYSTEMS<br />
FOR<br />
WHICH HAS TO DO WITH THE PLANNING OF PARTICULAR<br />
ANALYSIS<br />
TECHNOLOGICAL, ENVIRONMENTAL AND COMPANY POLICIES<br />
SYSTEMS<br />
ARE BASIC TO SYSTEMS PLANNING<br />
COkSIDERATIONS<br />
AUTHOR ALSO DISCUSSES A THEORETICAL VIEW OF THE<br />
THE<br />
PROCESS, TPE RELATIONSHIPS BETWEEN SYSTEMS PLANNINO<br />
PLANNING<br />
OTHER TRADITIONAL BUSINESS PLANNING PROCESSES, AND<br />
AND<br />
WITH A DELINEATION OF SOME BROAD GUIDELINES<br />
CONCLUOES<br />
TO SYSTEMS PLANKING<br />
APPLICABLE<br />
VORHAUS, A H<br />
1063<br />
A NEW APPROACH TO DATA MANAGEMENT<br />
TOMS-<br />
AND PROCEDURES JOURNAL VOL 18, NO 84, JULY-AUGUST<br />
SYSTEMS<br />
P<br />
1967,<br />
PERSONNEL<br />
TIME-SHARED DATA MANAGEMENT SYSTEM IS ONE WAY FOR<br />
THE<br />
NCNPROGRAMMER USER TO CONVERSE WITH POWERFUL<br />
THE<br />
MACHINES WITHOUT HAVING TC COMMUNICATE HIS<br />
DATA-PROCESSING<br />
THROUGH INTERMEDIARIES. TOMS PERMITS THE USER<br />
REQUIREMENTS<br />
DESCRIBE ENTRIES IN A DATA-BASE, TO LOAD THEM INTO THE<br />
TO<br />
TO ASK QUESTIONS ABOUT THEM, TC PERFORM<br />
MACHINE,<br />
ON THEM, TO HAVE THE DATA DISPLAYED ON A<br />
CALCULATIONS<br />
RAY TUBE, TO OBTAIN HARO COPY REPORTS AND TO UPOATE<br />
CATHODE<br />
MAINTAIN THE DATA BASE<br />
AND<br />
CAN OPERATE ON-LINE OR IN A BATCH-PROCESSING MODE<br />
TDMS<br />
IT IS DESIGNED TO ACCOMMODATE THE NEEDS OF MANY USERS IN<br />
AND<br />
FIELDS- MILITARY, INTELLIGENCE, FINANCE OR<br />
TECHNICAL<br />
MANAGEMENT THE TOMS APPROACH IS ESPECIALLY USEFUL<br />
PERSONNEL<br />
NUMEROUS SUBUNITS OF A SINGLE ORGANIZATION CAN SHARE A<br />
WHEN<br />
DATA BASE.<br />
COMMON<br />
ROBERTS, E<br />
106<br />
PROBLEM OF AGING ORGANIZATIONS<br />
THE<br />
HORIZONS VCL 10, NC , WINTER 1967, 8P<br />
BUSINESS<br />
RESEARCH DEMONSTRATION<br />
R+D<br />
CHANGE IN ANY OF THE VARIABLES THAT COMPOSE AN R÷D<br />
A<br />
CAN LENGTHEN OR SHORTEN ITS LIFE-SPAN THE AUTHOR HAS<br />
UNIT<br />
A -WHEELS WITHIN WHEELS- THEORY THAT EESCRIBES THE<br />
DEVELOPED<br />
AND FALL OF AN R÷D ORGANIZATION HIS THEORY IS BASED ON<br />
RISE<br />
INDUSTRIAL-DYNAMICS APPROACH, WHICH ASSUMES THAT THE<br />
THE<br />
AFFECTING AN ORGANIZATION ARE THE NATURAL<br />
PROBLEMS<br />
OF ITS OWN ACTIVITIES AND STRUCTURE THE<br />
OUTGROWTHS<br />
CAN BE PUT INTO FEEDBACK LOOPS, EACH OF WHICH IS<br />
VARIABLES<br />
WHEEL SINCE EACH VARIABLE IN A LOOP EFFECTS EVERY<br />
ONE<br />
ALL PARTS DF THE UNIT MUST FUNCTION CORRECTLY IN<br />
OTHER,<br />
TO HAVE A POSITIVE FEEDBACK FOR INSTANCE, IF THE<br />
ORDER<br />
EFFECTIVENESS DECLINES, MANAGEMENT LOWERS ITS GOAL<br />
TECHNICAL<br />
AND THE UNIT PRDDLCES LESS THUS, THE LOOP<br />
OBJECTIVESt<br />
A DOWNWARD CYCLE FOR MANAGEMENT TO COPE WITH THE<br />
STARTS<br />
OF TECHNIGUE ORGANIZATIONS WE NEED BOTH MORE<br />
DYNAMICS<br />
OF THE IHEORETICAL SIRUCTURES AND MORE<br />
ELABORATION<br />
OF TOOLS LIKE COMPUTER SIMULATION<br />
DEVELOPMENT<br />
RICE, G R<br />
i065<br />
AMONG INFORMATION SOURCES UNDER UNCERTAINTY<br />
PREFERENCES<br />
STUDIES FALL 1967, 5P<br />
BUSINESS<br />
DECISION-MAKING<br />
AUTHOR IDENTIFIES THREE BASIC AREAS OF THE DECISION<br />
THE<br />
EACH REQUIRING DIFFERENT TYPES OF INFORMATION-<br />
SPECTRUM,<br />
DECISION-MAKING, INSTITUTIONAL DECISION-MAKING AND<br />
RATIONAL<br />
DECISION-MAKING A WORKING HYPOTHESIS WAS<br />
ARTISTIC<br />
WHICH STATED THAT DECISION-MAKERS WILL EXPRESS A<br />
FORMULATED<br />
FOR ONE FORM OF INFORMATION OVER OTHERS IF<br />
PREFERENCE<br />
A CHOICE OF INFORMATION SOURCES, EACH SOURCE<br />
PRESENTED<br />
THE SAME AMOUNT CF INFORMATION BUT IN A<br />
CONTAINING<br />
FORM IN EACH SOURCE, AND AN EXPERIMENT SET UP. THE<br />
DIFFERENT<br />
ANALYSIS RESULTS AND EVALUATION ARE DESCRIBED<br />
METHODOLOGY,<br />
THE ARTICLE<br />
IN<br />
STARLING, M.<br />
1066<br />
EMPLOYMENT<br />
PART-TIME<br />
STUDIES FALL 1967 I8P<br />
BUSINESS<br />
ARTICLE NOTES THAT ONE OF THE MAJOR LABOR-MARKET<br />
THE<br />
IN RECENT YEARS HAS BEEN THE GROWTH OF<br />
DEVELOPMENTS<br />
LABOR-FORCE IN TERMS OF ITS PAST, PRESENT AND<br />
PART-TIME<br />
FUTURE COMPOSITION AND THE OCCUPATION AND INDUSTRY<br />
PROBABLE<br />
IN WHICH PART-TIME WORKERS ARE EMPLOYED WORKER<br />
GROUPS<br />
AGE, SEX, MARITAL STATUS, OCCUPATION AND<br />
CLASSIFICATION,<br />
GROUP AND AVAILABILITY ARE DISCUSSED AND DETAILED<br />
INDUSTRY<br />
ARE PROVIDED<br />
TABLES<br />
PROJECTIONS ARE GIVEN AND REASONS FOR THE<br />
EMPLOYMENT<br />
OF THE PART-TIME LABOR-FORCE, INCLUDING MORE<br />
GROWTH<br />
EMPLOYED STUDENTS, INCREASED NUMBER AND PROPORTION<br />
PART-TIME<br />
ADULT WOMEN IN THE LABOR FORCE AND THE AMENDMENT TO THE<br />
OF<br />
ACT RAISING THE MAXIMUM EARNINGS RETIRED<br />
SOCIAL-SECURITY<br />
ARE ALLOWED BEFORE BENEFITS ARE SUSPENDED, ARE<br />
WORKERS<br />
EXAMINED
IVES, K H GIBBONS, J D<br />
ICOT<br />
CORRELATION OF MEASURE FDR NOMINAL DATA<br />
A<br />
THE AMERICAN STATISTICIAN VCL 21, NO 5, DEC I967, 2P<br />
ARE DEVELOPED WHICH ARE USEG TO GETERMINE THE<br />
FORMULAS<br />
OF THE RELATIONSHIPS BETWEEN TWO FACTORS, WHERE<br />
STRENGTH<br />
FACTORS OR ATTRIBLTES MAY BE EITHER PRESENT OR ABSENT<br />
THESE<br />
THE DBSERVATICNS IN A SAMPLE<br />
IN<br />
FORMULATING THESE PROBABILITY MODELS, TEE AUTHOR<br />
IN<br />
THE DIFFICULTY IN APPLYING CORRELATION TECHNIQUES FOR<br />
NOTES<br />
DATA<br />
NOMINAL<br />
HAIRE, FASO<br />
1068<br />
MANAGEMENT MANPDWER<br />
MANAGING<br />
HORIZONS VCL lO, NO 4, WINTER 1967, 6P<br />
BUSINESS<br />
PERSONNEL TURNOVER<br />
CAREER-DEVELOPMENT<br />
ORDER TC FILL FLTURE POSITIONS MANAGEMENT MUST KNCW<br />
IN<br />
KINDS OF LEADERS IT NEEDS, AND WHERE TD OBTAI THEM<br />
WHAT<br />
ARTICLE CONTAINS A MATRIX REPRESENTING THE PROBLEM OF<br />
THIS<br />
CAREER LEVELDPMENT INCLUDING TEE CHARACTERISTICS<br />
MANAGERIAL<br />
PERSONNEL FLEW-MOVING IN, OUT, UP, OVER AND CHANGING AS<br />
GF<br />
AS THE OPTIONAL RESPCNSIBILITIES ON THE COMPANYS PART-<br />
WELL<br />
PAY, TRAININC, AND SO ON- USING THIS MATRIX,<br />
RECRUITMENT,<br />
CAN DETERMINE THE PROBABILITIES OF MOVEMENT IN A<br />
MANAGEMENT<br />
AND IN WHAT WAYS THE INPUT VARIABLES AFFECT PERSONNEL<br />
FIRM<br />
A SUCCESSFUL APPLICATION OF THIS METHOD WILL HELP TO<br />
FLOW<br />
A CENTRALIZED OVERVIEW OF THE MANPOWER SITUATION,<br />
ESTABLISH<br />
IS ESSENTIAL TC MANAGEMENT IF IT IS TO HANDLE<br />
WHICH<br />
ITS STORE OF HUMAN RESOURCES.<br />
EFFECTIVELY<br />
SCITUVSKY, ANNE A<br />
1069<br />
IN THE COSTS OF TREATMENT OF SELECTED ILLNESSES<br />
CHANGES<br />
AMERICAN ECENDMIC REVIEW VCL ST, NO 5, DEC 1967, 14P<br />
THE<br />
OTITIS-PEDIA FRACTURE CANCER<br />
APPENDICITIS<br />
STUDY WAS AN ATTEMPT TO ESTIMATE THE AVERAGE COSTS<br />
THIS<br />
TREATMENT OF ILLNESSES IN TWO DIFFERENT PERIODS AND<br />
OF<br />
THEIR CGST CHANGES WITH THE PRICE CHANGES INDICATED<br />
COMPARE<br />
THE MEDICAL CARE PRICE-INDEX, COMPUTED BY THE BUREAU OF<br />
BY<br />
STATISTICS FIVE ILLNESSES WERE COVERED, ACUTE<br />
LABOR<br />
MATERNITY CARE, UTITIS MEDIA, FRACTURE OF THE<br />
APPENDICITIS,<br />
IN CHILDREN, AND CANCER OF THE BREAST RATA ON<br />
FOREARM<br />
AND COSTS WERE CDLLECTED FROM THE PALE ALTO<br />
TREATMENT<br />
CLINIC<br />
ME,TEAL<br />
COSTS OF TREATMENT DF ALL FIVE ILLNESSES INCREASED<br />
THE<br />
THAN THE BLS MEDICAL PRICE INDEX THE DIFFERENCES ARE<br />
MORE<br />
PRONOUNCED IF THE BLS IS ADJUSTED FOR EXCLUSION CF<br />
STILL<br />
INSURANCE AND THE FACT THAT THE INDEX FOR SAN<br />
HEALTH<br />
ROSE SLIGHTLY MORE THAN THE NATIONAL INDEX THIS<br />
FRANCISCO<br />
FACTOR EXPLORES THE FACTORS CONTRIBUTING TO THE<br />
STUDY<br />
BETWEEN THE END[ORS AND EVALUATION CF THE BLS<br />
DIFFERENCES<br />
SWALM, RALPH 0<br />
1070<br />
EXPENDITURES ANALYSIS- A BIBLIOGRAPHY<br />
CAPITAL<br />
ENGINEERING ECONOMIST VCL 13, NO 2, WINTER 1967, 23P<br />
THE<br />
BUDGETING<br />
IS A BIBLIOGRAPHY OF CAPITAL EXPENDITURES<br />
THIS<br />
THE MAIN HEADINGS FOLLOW FUNDAMENTALS OF<br />
ANALYSIS<br />
ECONOMY, AVERAGE ANNUAL COST, PRESENT WORTH,<br />
ENGINEERING<br />
RELATED METHODS, THE PRbBLEM OF OBSOLESCENCE- THE<br />
AND<br />
APPROACHt 4 MISCELLANEOUS APPROACHES, COMPARISON OF<br />
MAPI<br />
APPROACHES, 6 INDUSTRIAL PRACTICES, 7 UTILIIY<br />
VARIOUS<br />
8 RISK AND UNCERTAINTY, 9 ORGANIZING FOR EFFECTIVE<br />
THEORY,<br />
EXPENDITURE ANALYSIS, 10 DEPRECIATION AND TAX<br />
CAPITAL<br />
11 ESTIMATING, 12 LEASING AND RENTAL<br />
CONSIDERATIONS,<br />
13 PUBLIC WORKS ECONOMICS, AND 14 GENERAL<br />
ANALYSIS,<br />
GRANT C B<br />
LCTI<br />
COURSES BY CURRESPCNDENCE<br />
COMPUTER<br />
PROCESSING VOL LO, JAN 1968, 2P<br />
DATA<br />
SCHEOLS<br />
DATA-PROCESSING<br />
INSTRUCTION CAN HAVE A LEGITIMATE ROLE<br />
CORRESPONDENCE<br />
PLAY IN EDUCATING PEOPLE FDR ENTRY POSITIONS OR EVEN FOR<br />
TO<br />
IN DATA-PROCESSING JOBS IF MATERIALS ARE WELL<br />
AOVANCEMENT,<br />
TIME CAN BE SAVED BY WORKING AT HOME, BUT THE<br />
PREPARED,<br />
OF MOTIVATION REQUIRED IS TREMENDOUS<br />
AMOUNT<br />
SCHOOLS WILL ENROLL AND ENCOURAGE ONLY THIS<br />
REPUTABLE<br />
OF MOTIVATED PERSON. BY PAYING ATTENTION TO PRICE,<br />
TYPE<br />
AND CONTRACT PROVISIDNS, YOU ARE NET LIKELY TO BE<br />
PROMOTION,<br />
BY A SCHOOL MORE INTERESTED IN MONEY THAN<br />
VICTIMIZED<br />
[NSIRUCIION<br />
MARTIN, ROBERI A<br />
I072<br />
INVIOLATE, BUT INVALID EMPLOYMENT PREDICTORS<br />
THE<br />
JOURNAL VGL 47, NC I, JAN 1968, 3P<br />
PERSONNEL<br />
SELECTION<br />
PERSONNEL<br />
FIRMS ARE LACKING PROPER TALENT DO TO THE FACT<br />
MANY<br />
HAVE BEEN TURNING AWAY NUMEROUS POTENTIAL EMPLOYEES-<br />
THEY<br />
PREDICTOR TESTS ARE NOT ALWAYS CAPABLE CF SCREENING<br />
SUCCESS<br />
JUST POOR EMPLOYEES GOOD ONES CAN ALSC BE LOST<br />
OUI<br />
HAVE BEEN MANY STUDIES MADE TO DETERMINE WHETHER<br />
THERE<br />
NOT RELATIONSHIPS EXIST BETWEEN SUCCESS- USUALLY MEASURER<br />
OR<br />
TERMS OF RATE OF FINANCIAL GROWTH, OR SALARY LEVEL THE<br />
IN<br />
OF THE STLDIES VARY, BUT NONEt TO THE WRITERS<br />
RESULTS<br />
PROVES BEYOND A REASONABLE DOUBT THAT POSSESSION<br />
KNOWLEDGE<br />
THE SO-CALLED SUCCESS PREDICTORS WILL ACTUALLY RESULT IN<br />
OF<br />
OR, CONVERSELY THAT THE ABSENCE OF THE PREDICTORS,<br />
SUCCESS<br />
ONE TO REASONABLY CERTAIN FAILURE<br />
DOOMS<br />
COLGER, J D<br />
1C73<br />
INHIBITORS TO A MANAGEMENT INFORMATION SYSTEM<br />
SEVEN<br />
AND PROCEDURES JOURNAL VOL 19, NO 87, JAN -FEB<br />
SYSTEMS<br />
3P<br />
1968<br />
COMPUTER<br />
NEEDS<br />
INFCRMATION-SYSTEMS, THEIR PURPOSES AND THE<br />
MANAGEMENT<br />
FACTORS INHIBITING THE DESIGN AND IMPLEMENTATION CF<br />
PRIMARY<br />
SYSTEMS FOR LARGE AND MEDIUM-SIZED FIRMS IS THE SUBJECT<br />
SUCH<br />
THIS PAPER, THE RESULT OF A RESEARCH PROJECT UNDERTAKEN<br />
OF<br />
THE AUTHOR THE INHIBITING FACTORS OESCRIBED INCLUDE<br />
BY<br />
IDENTIFICATION OF MANAGERIAL INFGRMATION NEEDS,<br />
INCOMPLETE<br />
OF INTEGRATED SYSTEMS, SYSTEMS PRIORITY NOT IN<br />
LACK<br />
WITH ITS IMPORTANCE TO THE FIRM, INADEQUATE<br />
ACCORDANCE<br />
STUDIES, LACK OF POST-IMPLEMENTATION AUDITS,<br />
FEASIBILITY<br />
179<br />
TO INCLUDE EXTERNAL INFORMATIDN RECUIREMENTS AND,<br />
FAILURE<br />
USE OF UNSOPHISTICATED SYSTEMS ANALYSIS AND DESIGN<br />
THE<br />
TECHNIQUES<br />
AUTHOR CONCLUDES THAT RECOGNITION AND CORRECTION OF<br />
THE<br />
FACTORS SHOLLD ENABLE MANY FIRMS TO REALIZE THE<br />
THESE<br />
OF A CONPLTER-BASEO MANAGEMENT INFORMATION SYSTEM<br />
BENEFITS<br />
FUHRO, W<br />
ID74<br />
SAMPLING- STDP WATCHES BEWARE<br />
RHYTHM<br />
AND PROCEDURES JOURNAL VOL 19, NO BT, JAN -FEB<br />
SYSTEMS<br />
5P<br />
1968,<br />
MEASUREMENT TIMESTUDY<br />
WORK<br />
AUTHOR COMPARES TWO METHODS OF WORK MEASUREMENT-<br />
THE<br />
STOP WATCH AND THE RELATIVELY NEW TECHNIQUE OF RHYTHM<br />
THE<br />
THIS SAMPLING APPROACH CAN SIMULTANEOUSLY MEASURE<br />
SAMPLING<br />
CYCLIC AND NDNCYCLIC ELEMENTS WHICH WERE PERFORMED BY<br />
ALL<br />
EMPLOYEES WORKING ON THE SAME PROJECTS ANO THE ONLY<br />
ALL<br />
RECORDED ARE THE MARKS BIT RHYTHM SAMPLING CANNOT BE<br />
TIMES<br />
FOR VERY SHORT STUDIES OF ONLY SEVERAL PIECES, FOR SUCH<br />
USED<br />
NOT BE ENOUGH TO FORM A RELIABLE SAMPLE<br />
WOULD<br />
TIMESTUDY SIMULATION WAS PRESENTED WITH A COMPARISON<br />
A<br />
STOP WATCH AND RHYTHM SAMPLING OF DATA OF THE OPERATION<br />
OF<br />
RHYTHM SAMPLING TECHNIQLE WAS AMAZINGLY ACCURATE, THE<br />
THE<br />
WORK NECESSARY TO STUDY THE DATA WAS REDUCED, AND<br />
CLERICAL<br />
STOP WATCH REMOVED<br />
THE<br />
RAGO LOUIS<br />
lOT5<br />
PURCHASING FUNCTION AND PERT NETWORK ANALYSIS.'<br />
THE<br />
JOURNAL OF PURCHASING VCL 4 FEB 1968 IP<br />
PERT NETWORK CHART PRESENTS INFORMATION FOR THE<br />
A<br />
FUNCTION IN COMPACT AND MEANINGFUL FORM IT SHOWS<br />
PURCHASING<br />
CERTAIN ITEMS ARE NEEDED HOW MANY EXTRA DAYS ARE<br />
WHEN<br />
WHEN A GELAY WOULD BE CATASTROPHIC AND COSTLY<br />
AVAILABLE,<br />
USE GF PERT AS AN EFFECTIVE DEVICE TD IMPROVE<br />
THE<br />
EFFICIENCY FOCUSES ON THE TIME FACTOR AND ENABLED<br />
PURCHASING<br />
PURCHASING AGENT TO TAKE AUVANTAGE OF DELIVERY-RELATED<br />
THE<br />
CONCESSIONS.<br />
PRICE<br />
CHARTS SERVED THE SAME PURPOSE IN THE PAST AS<br />
GANTT<br />
DOES TODAY BLT PERT LENDS ITSELF TO COMPUTER ANALYSIS<br />
PERT<br />
KEEPING CLOSER TRACK OF SHIPMENTS AND ARRIVALS PERT<br />
FOR<br />
AN INFORMATION-SYSTEM FOR THE PURCHASING<br />
REPRESENTS<br />
DEPARTMENTS<br />
ANONYMOUS GIVES*;<br />
IOTb<br />
CARD NSTANT INVENTORY INFORMATION<br />
CONTROL<br />
VOL.66, ND , FEB 1968 2P.<br />
PURCHASING<br />
MANAGEMENT<br />
CASELOAD<br />
CONTROL AND PURCHASING ARE VIRTUALLY ONE<br />
INVENTORY<br />
AT MASIDN TOY CO OF OHIO, WHERE PURCHASING AGENT<br />
OPERATION<br />
NILNE HAS DES[GNED A RECORD CARD THAT INSTANTLY GIVES<br />
GEORGE<br />
A COUNTDOWN DN WHAT IS IN STOCK AND ALSO TELLS HIM HOW<br />
HIM<br />
TO BUY<br />
MUCH<br />
COMPUTER IS NOT NEEDED TO GET REAL-TIME FEEDBACK ON<br />
A<br />
STATUS IN THE ARTICLE THE MANAGER OF THE ONE-MAN<br />
STOCK<br />
DEPARTMENT DESCRIBES HUN A SIMPLE CONTROL CARD IS<br />
PURCHASING<br />
TO SPOT SIDCK WITHDRAWALS BEFORE THEY ARE MADE **CANNOT<br />
USED<br />
REPRINTED<br />
BE<br />
GRUSKIN, DENIS<br />
IC77<br />
OF GAIHERING OCCUPATIONAL DATA BY NAIL<br />
PROBLEMS<br />
LABOR REVIEW VOL 91 NO 2, FEB I968, 3P<br />
MONTHLY<br />
UNEMPLOYMENT STATISTICS MAIL SURVEY<br />
EMPLOYMENT<br />
BUREAU OF LABOR STATISTICS IS DEVELOPING A PROGRAM<br />
THE<br />
PROVIDE CURRENT ESTIMATES OF EMPLOYMENT BY OCCUPATION, IN<br />
TO<br />
TO RECOMMENDATIONS MADE BY THE PRESIDENTS COMMITTEE<br />
RESPONSE<br />
APPRAISE EMPLOYMENT AND UNEMPLOYMENT STATISTICS IN 1962<br />
TO<br />
TWO OBJECTIVES CF THE PROGRAM ARE TC PUBLISH ANNUAL<br />
THE<br />
OF EMPLOYED IN THE U IN A SELECTED LIST OF<br />
ESTIMATES<br />
OCCUPATIONS AND TD STUDY THE CHANGING OCCUPATIONAL<br />
IMPORTANT<br />
OF INDUSTRIES<br />
COMPOSITION<br />
AID IN SOLVING THE MANY PROBLEMS AND QUESTIONS THAT<br />
TO<br />
WAS ANTICIPATED WOULD ARISE IN DEVELOPING THE PROGRAM, A<br />
IT<br />
DF EXPERIMENTAL STUDIES WAS FIRST INSTITUTED IN<br />
SERIES<br />
YEAR I966 THIS ARTICLE BRIEFLY DESCRIBES THE FIRST<br />
FISCAL<br />
THESE STUDIES AND PRESENTS MAJOR RESULTS<br />
OF<br />
HANEL, HARVEY R<br />
IC?8<br />
ATTAINMENT OF WORKERS<br />
EDUCATIONAL<br />
LABOR REVIEW VOL 91, NL 2, FEB 1968, 9P<br />
MONTHLY<br />
NEGRO<br />
TECHNOLOGICAL ADVANCEMENT TAKES PLACE IN A NATION<br />
AS<br />
AN INCREASING NUMBER OF JOBS WHICH REQUIRE A<br />
PROVIDING<br />
EDUCATIONAL BACKGROUND, IT IS IMPORTANT THAT TFE<br />
STRONG<br />
ATTAINMENT OF THE LABOR-FORCE CONTINUE TO<br />
EDUCATIONAL<br />
ACCORDING TO A SURVEY THE EDUCATIONAL ATTAINMENT OF<br />
IMPROVE<br />
WORKERS HAS ADVANCED TO A LEVEL WHERE 61 PERCENT<br />
AMERICAN<br />
HIGH SCHODL DIPLOMAS AND i2 PERCENT COLLEGE DEGREES<br />
HAVE<br />
REASON FOR THIS UPGRADING IN EDUCATION, IS THAT THE<br />
ONE<br />
OF BETTERED EDUCATED WORKERS WITH MORE SCHOOLING<br />
SUPPLY<br />
WITH YOUNG WORKERS ENTERING THE JOB MARKET REPLACING<br />
EMERGES<br />
ONES<br />
OLD<br />
WORKERS HAVE ACHIEVED HIGHER EDUCATIONAL<br />
WHITE<br />
THAN NEGRO WORKERS AT EACH LEVEL OF SCHOOLING<br />
AITAINMENT<br />
THEY DIFFER SIGNIFICANTLY WITH RESPECT TO UhEMPLDYMENT<br />
BUT<br />
AND OCCUPATIDAL DISTRIBUTIONS ALSO INCLUDED IS A<br />
RAILS<br />
OF EDUCATION TRENDS AND THE RELATIONSHIP OF<br />
DISCUSSION<br />
TO LABOR-FORCE PARTICIPATION<br />
EDUCATION<br />
SMITH, W HOCKING R<br />
I079<br />
SIMPLE METHOD FOR OBTAINING THE INFORMATION MATRIX FOR A<br />
A<br />
DIS?RIBUTIOff<br />
MULTIVARIATE-NORMAL<br />
THE AMERICAN STATISTICIAN VCL 22, NO I, FEB 1968, 2P<br />
PURPOSE OF THIS PAPER IS TO PRESENT A SIMPLE METHDC<br />
THE<br />
FINDING THE INFORMATION MATRIX, AND ITS INVERSE, FOR A<br />
FOR<br />
P-VARIATE NORMAL DISTRIBUTION CORRESPONDING<br />
CERTAIN<br />
ARE EASILY OBTAINED SINCE THEY ARE BLOCK DIAGONAL<br />
MATRICES<br />
THE PORTION CDRRESPONDING TC THE MEAN PRESENTS NO<br />
AND<br />
DIFFICLLTY<br />
SIMPLICITY OF THE TECHNIQUE PRESENTEO FERE ARISES<br />
THE<br />
THE FACT THAT BOTH THE INFORMATION MATRIX AND ITS<br />
FROM
CAN BE EXPRESSED AS THE PRODUCT OF A DIAGONAL MATRIX<br />
INVERSE<br />
ELEMENTS ARE GIVEN BY A SIMPLE SET OF FORMULAS THE<br />
WHOSE<br />
TECHNIQUE IS EXTENDED TO THE CASE IN WHICH SOME<br />
BASIC<br />
ON ONE OF THE VARIATES ARE MISSING THE<br />
OBSERVATIONS<br />
ARE SHOWN AND EXAMPLES ARE GIVEN<br />
CALCULATIONS<br />
FOX JOSEPH J<br />
1080<br />
YOU SHOULD KNOW ABOUT THE PRESS CONFERENCES<br />
WHAT<br />
MANAGEMENT VOL I00, NO 6, MARCH 1968, 8P<br />
SALES<br />
PROFESSIONAL OPINION ABOUT PRESS CONFERENCES IS<br />
THE<br />
NEVER CALL THEM UNLESS YOU REALLY HAVE SOMETHING TO<br />
NEVER<br />
IF IN DOUBT DON'T THEY ARE TO BE APPROACHED WITH ALL<br />
SAY<br />
CAGTION IN THE WORLD<br />
THE<br />
PRESS CONFERENCE MAKES NUMEROUS DEMANDS ON THE TIME<br />
A<br />
THE MEDIAS DOING THE COVERAGE IF NOTHING REALLY<br />
DF<br />
IS SAID, THE PUBLICITY MAY BE HARMFUL ALSO YOU<br />
IMPORTANT<br />
NEVER AGAIN GET DECENT COVERAGE IF THERE IS A REASON IN<br />
MAY<br />
FUTURE YOU NEED A PRESS CONFERENCE<br />
THE<br />
MUST BE WELL PREPARED ANO WILLING TO ANSWER<br />
SPEAKERS<br />
QUESTIONS A COCKTAIL HOUR AND A MEAL IS USUALLY<br />
ALL<br />
FOR THE REPORTERS AFTER THE CONFERENCE THE AUTHOR<br />
REQUIRED<br />
BRIEFLY EXPLAINS THE MECHANICS OF RUNNING A PRESS<br />
ALSO<br />
CONFERENCE<br />
MC CARIHY, JOHN<br />
IOB1<br />
PROBE PROSPECTS PSYCHE<br />
CASES<br />
MANAGEMENT VOL 100, MARCH 1968 6P<br />
SALES<br />
TRAINING<br />
CASE-METHOD<br />
MCCARTHY IS VERY HIGH ON THE CASE METHOD OF<br />
JOHN<br />
THE IDEAL CASE SHOULD HAVE JUST ENOUGH DETAILS TO<br />
TRAINING<br />
A PROBLEM EXISTS THE GROUP SHOULD SEARCH FOR<br />
SHOW<br />
FACTS TO PROVIDE THE CORRECT SOLUTION CASES<br />
SIGNIFICANT<br />
FROM THE DUMMY CASE METHOD ARE OFTEN UTILIZED<br />
ADOPTED<br />
FILMS WORK UP TO THE CRISIS, THEN STOP A GROUF<br />
THREE-MINUTE<br />
FOUR MEN HAS FIVE MINUTES TG OEFINE THE PROBLEM A GOOD<br />
OF<br />
IS WHERE EVERYTHING IS NOT OBVIOUS TO THE SALESMAN HE<br />
CASE<br />
TO DEVELOP SOURCES OF INTELLIGENCE<br />
HAS<br />
TRAINING COURSES IS A WEEK IN LENGTH, HELD AT CAPE<br />
THE<br />
THE SALESMEN ARE TO HAVE NO ADVANCE PREPARATION THE<br />
COD<br />
NEVER EXCEEDS TWENTY MEN<br />
INSTITUTE<br />
WHYTE, ROBERT<br />
I082<br />
BUYER MUSI BE TRAINED<br />
ROLE-PLAY<br />
MANAGEMENT VQL.IO0, NG 6, MARCH 1968, 7P<br />
SALES<br />
TRAINING<br />
MOST IMPORTANT DEVICE THAT CAN BE UTILIZED IN<br />
THE<br />
SALES SKILL IS ROLE PLAYING IT TAKES ONE YEAR TC<br />
BUILDING<br />
A TRAINER TO BECOME AN EXPERIENCED SENSITIVE RULE<br />
TRAIN<br />
ASSUMING HE HAS GOOD POTENTIAL IT TAKES STILL<br />
PLAYERt<br />
YEAR BEFORE HE IS QGALIFIEO TO LEAD PRDCUCTIVE<br />
ANOTHER<br />
OF ROLE PLAYING SESSIONS<br />
CRIIIQUES<br />
WARNER-CHILCOTT LABORATORIES HAS TWO TYPES OF<br />
THE<br />
ONE IS A MONTH-LONG PROGRAM FOR NEW SALESMEN PLUS<br />
PROGRAMS<br />
WEEK SEMINARS FOR VETERAN SALESMEN THE PROGRAM FOR NEW<br />
ONE<br />
IS ABOUT 30 PERCENT INFORMATION THE NEW SALESMAN<br />
SALESMEN<br />
SENT A PRE-TRAINING ORIENTATION PROGRAM BEFORE THEY<br />
IS<br />
THE MEETING DURING THE PROGRAM HE IS GIVEN WIDE<br />
AITENO<br />
TO EVERY ELEMENT OF HIS NEW JOB. HE STUDIES<br />
EXPOSURE<br />
TEXTS COMPOSED OF 70 PERCENT SCIENTIFIC<br />
PROGRAMMED<br />
THE REST OF THE TIME IS OEVDTED TO ROLE<br />
INFORMATION<br />
PLAYING<br />
PEppyANONYMOUSpERT 1083<br />
PROGRAM<br />
MANAGEMENT VOL 100, NO 6 MARCH 1968 2P<br />
SALES<br />
PLANNING SUPERVISION<br />
SCHEDULES<br />
IN BRIEF IS A NETWORK TECHNIQUE FOR MAKING<br />
PERT<br />
USE OF PEOPLE EQUIFMENT AND TIME IN THE<br />
MAXIMUM<br />
OF A COMPLEX PROJECT SUCH AS MOVING A NEW<br />
ACCOMPLISHMENT<br />
FROM IDEA STAGE TO COMMERCIAL STAGE BY PROVIDING<br />
PRODUCT<br />
PICTURE OF EACH AND EVERY PROJECT ACTIVITY, AND<br />
GRAPHIC<br />
TIME SCHEDULES TO THEM IT GIVES THE MANAGER AN<br />
ASSIGNING<br />
VIEW OF THE WHOLE PROJECT, SHOWS THE<br />
OVER-ALL<br />
BETWEEN EACH ACTIVITY, AND HIGHLIGHTS<br />
INTERRELATIONSHIP<br />
ACTIVITIES WHICH IF DELAYEDt WOULD SLCW DOWN THE<br />
CRITICAL<br />
PROJECT<br />
ENTIRE<br />
W-K-M DIVISION OF ACF INDUSTRIES IS ONE OF THE MANY<br />
THE<br />
NOW UTILIZING THE PERT SYSTEM. THE ARTICLE RELATES<br />
COMPANIES<br />
SUCCESS<br />
THEIR<br />
ANONYMOLS<br />
1084<br />
RECORDS kiTH MICROFILM<br />
MANAGING<br />
BESTS INSURANCE NEWS VOL 68 NO I1, MARCH 1968, 3P<br />
MANAGEMENT IS A SCIENCE THAT IS COMING INTO ITS<br />
RECORDS<br />
IT ORGINATED AS A RESULT OF THE NEED FOR MODERN<br />
OWN<br />
TO COPE WITH THE PAPERWORK EXPLOSION AND THE<br />
BUSINESS<br />
BUSINESS MANAGEMENT IS PLACING ON COMMUNICAIIONS.<br />
EMPHASIS<br />
OF ITS MOST IMPORTANT TEOLS IS MICROFILM<br />
ONE<br />
AETNA LIFE AND CASUALTY CO HAS DEVELOPED A VERY<br />
THE<br />
PROGRAM WITH THE USE OF MICROFILM IT IS DESIGNED<br />
EFFECTIVE<br />
ELIMINATE AS MANY HARD COPY RECORDS AND DOCUMENTS AS<br />
TO<br />
BY REPLACING THEM kiTH 16MM MICROFILM TO<br />
POSSIBLE<br />
THE VIEWING OF MICROFILM FOR REFERENCE USE WITH A<br />
COORDINATE<br />
TO MAKE COPIES DIRECTLY FROM THE IMAGE OR THE<br />
CAPABILITY<br />
LAST TO REDUCE THE COST OF MICROFILM PROCESSING AND<br />
SCREEN.<br />
THE INTERVAL BETWEEN THE TIME THE WORK IS PHOTOGRAPHED<br />
CUT<br />
THE TIME IHE FILM IS AVAILABLE FOR USE<br />
AND<br />
MEIER R C<br />
1085<br />
APPLICATION OF OPTIMUM SEEKING TECHNIQUES OF SIMULATION<br />
THE<br />
OF FINANCIAL AND QUANTITATIVE ANALYSIS VOL 2, NO<br />
JOURNAL<br />
I9671 21P.<br />
MARCH<br />
COMPUTER<br />
PAPER OUTLINES THE CONSTRUCTION OF A GENERAL<br />
THE<br />
OPTIMUM-SEEKING COMPUTER PROGRAM DESIGNED TO BE<br />
PURPOSE<br />
IN ANY SIMULATION PROGRAM THE TECHNIQUE USED IS<br />
INSERTED<br />
SIMPLEX METHOD, NOT TO BE CONFUSED WITH THE<br />
THE<br />
DOUNTERPARTt AND THE PROGRAM<br />
LINEAR-PROGRAMMING<br />
PERFORMS A SERACH FOR THE OPTIMUM COMBINATION<br />
AUTOMATICALLY<br />
A SPECIFIEO DECISION VARIABLES IN TERMS OF A SPECIFIED<br />
OF<br />
180<br />
VARIABLE THE PROGRAM IS CONSIRUCTED SO THAT THERE<br />
CRITERION<br />
A MINIMUM OF LINKAGE BETWEEN THE SIMULATION PROGRAM AND<br />
IS<br />
OPTIMUM-SEEKING PROGRAM<br />
THE<br />
PROGRAM WAS TESTED ON A SIMPLE INVENTORY PROBLEM<br />
THE<br />
POSITIVE RESULTS AN INTERESTING ASPECT OF THIS<br />
WITH<br />
IS THAT IT HAS FURTHER ESTABLISHED THE VALIDITY OF<br />
RESEARCH<br />
GENERAL CONCEPT OF CLOSED-LOOP CONTROL<br />
THE<br />
STALSI, WILLIAM J.<br />
lOB6<br />
AND ECONOMIC GROWTH- SOUTHEAST<br />
EMPLOYMENT<br />
LABOR REVIEW VOL 9I, NC 3, MARCH 1968 8P<br />
MONTHLY<br />
SOUTHEAST HAS UNDERGONE A MARKED TRANSFORMATION<br />
THE<br />
1940 WORLD WAR II PROVIDED A STIMULUS TD THE CHANGE<br />
SINCE<br />
WAS ALREADY TAKING PLACE, AND THE TRANSITION OF THE<br />
THAT<br />
HAS CONTINUED AT A FAST PACE IN CAPSULE FORMt TPE<br />
SOUTHEAST<br />
HAS BEEN ONE OF RAPIDLY DECLINING EMPLOYMENT IN<br />
STORY<br />
WHICH, FOR THE REGION AS A WHOLE, HAS BEEN MORE<br />
AGRICULTURE<br />
OFFSET BY EXPANSION IN NON-AGRICULTURE EMPLOYMENT IN<br />
THAN<br />
SOUTHEAST, HOWEVER THE EXPANSION WAS NOT SUFFICIENT TO<br />
THE<br />
FOR THE COMBINED EFFECTS OF NATURAL POPULATION<br />
COMPENSATE<br />
AND A OECLINING AGRICULTURAL EMPLOYMENT<br />
INCREASE<br />
A NET MIGRATION FROM THE SOUTHEAST HAS MEANT<br />
CONSEQUENTLY,<br />
IN THE REGIONS SHARE OF TOTAL U S EMPLOYMENT FROM<br />
DECLINE<br />
19 PERCENT IN 1940 TO i7 PERCENT IN 1960 THE<br />
NEARLY<br />
THEREFORE MUST BE CLASSIFIED AS SLCW GROWTH<br />
SOUTHEAST,<br />
REGION<br />
VIA EMORY F<br />
lOB7<br />
INTEGRATION, AND JOB EQUALITY<br />
DISCRIMINATION,<br />
LABOR REVIEW VOL 91, ND 3 MARCH 1968, 8P<br />
MONTHLY<br />
NEGROES<br />
RACIAL<br />
WHITE-BLACK PERCEPTIONS OF EACH OTHER ARE<br />
BECAUSE<br />
TO THE FORMATION OF POLICY, WHAT SPOULD BE OBVIOUS<br />
CRUCIAL<br />
NEEDS NOTATION- WHITE AND NEGROES PERCEIVE THE<br />
PERHAPS<br />
CF THE NEGROES QUITE DIFFERENTLY IN GENERALt NEGROES<br />
PLIGHT<br />
THAT DISCRIMINATION IS PERVASIVE AND RACIAL WHITES ARE<br />
FELL<br />
TO THINK THAT DISCRIMINATION IS NOT VERY SEVERE,<br />
INCLINED<br />
THAT IT IS NOT RACIAL, BUT RECENTLY FROM THE FAILURE OF<br />
AND<br />
TO MEET STANOARDS-FRCM PERSONAL FAILINGS T8 LOW<br />
NEGROES<br />
IRRESPDNSIBILITYt OR LACK OF ABILITY<br />
MOTIVATION,<br />
DEGREE OF DESEGREGATION IN THE APPAREL INDUSTRY,<br />
THE<br />
RECENTLY IN TEXTILES, IN AUTO AND FARM-IMPLEMENT<br />
MORE<br />
IN AEROSPACE, AND IN THE TOBACCO INDUSTRY<br />
MANUFACTURING,<br />
OVERWHELMINGLY THAT JOB DESEGREGATION CAN TAKE PLACE<br />
ATTEST<br />
THE SOUTH YET, NONE OF THESE INDUSTRIES AS A WHOLE, AND<br />
IN<br />
INDIVIDUAL PLANTS ARE FULLY INTEGRATED<br />
FEW<br />
HAMLINo HEBERT M<br />
1088<br />
TO SERVE OCCUPATIONAL ENDS<br />
EDLCATIDN<br />
LABOR REVIEW VOL 9I, NO 3, MARCH I968, 6P<br />
MONTHLY<br />
TRAINING<br />
EDUCATION<br />
THE DECADE GF THE SIXTIES THE SOUTH SET THE PACE IN<br />
IN<br />
EDUCATION IN THE PUBLIC SCHOOLS BY 1963 ALL OF<br />
OCCUPATIONAL<br />
SOUTHERN STATES HAD ESTABLISHED OR AUTHORIZED STATE<br />
THE<br />
OF AREA SCHEOLS TO PROVIDE OCCUPATIONAL EDUCATION,<br />
SYSTEMS<br />
FOR YOUTH WHO HAVE LEFT THE REGULAR SCHOOLS AN<br />
USUALLY<br />
OF ALL AGES THE AREA SCHODLS ARE BEING SUPPLEMENTED<br />
ADLLTS<br />
DTHERS, EACH ORAHING FROM SEVERAL LOCAL SCHDCLS TO<br />
BY<br />
VOCATIONAL EDUCATION AND TECHNICAL EDUCATION hAVE<br />
PROVIDE<br />
A TREMENDOUS RESPONSE IT IS NOT UNUSUAL TO DOUBLE DR<br />
EVLKED<br />
THE SPACE PROVIDED AFTER THE FIRST FEW YEARS OF<br />
TRIPLE<br />
OPERATION<br />
MOTIVES SEEM TO HAVE SPARKED THE RECENT<br />
TWO<br />
FIRST, RECDGNITIUN OF THE VALUE OF PROVIDING<br />
DEVELOPMENTS<br />
EMPLOYEES AS AN ATTRACTION TO NEW BUSINESS AND<br />
TRAINED<br />
SECOND, THE DESIRE TO INCREASE THE OPPORTUNITIES<br />
INDUSTRY<br />
IMPROVE THE EARNING POER UF LARGE SEGMENTS OF THE<br />
AND<br />
WHITE AND BLACK<br />
POPULATION,<br />
BORCK, D<br />
1089<br />
DECISION THEORY IN VALUE ANALYSIS STUDIES<br />
USING<br />
AND PROCEDURES JOURNAL VOL 19, NO 2, MARCH-APRIL<br />
SYSTEMS<br />
4P<br />
1968,<br />
DECISION-MAKING<br />
COST<br />
DESCRIPTION OF VALUE ANALYSIS, AN APPROACH TO<br />
A<br />
UNNECESSARY COST, AND A DISCUSSION OF ITS FUNCTION<br />
ELIMINAIE<br />
AN ANALYSIS OF IHE VARICUS STEPS INVOLVED IN THE VALUE<br />
AND<br />
JOB PLAN. EMPHASIS IS PLACED ON THE CONCEPT OF<br />
ANALYSIS<br />
AND THE DECISION-MAKING CF FUNCTIONS OF THE VALUE<br />
VALUE<br />
ANALUST<br />
USE OF DECISION THEORY IN THE DECISION-MAKING<br />
IHE<br />
OF VALUE ANALYSIS STUDIES IS EXAMINED A PAY-OFF<br />
STAGES<br />
AND SELECTION MATRIX WHICH INCORPORATES VALUE<br />
MATRIX<br />
ARE USED IN THE SITUATION DESCRIBED IN THE ARTICLE<br />
INDEX,<br />
USEFULNESS OF DECISION THEORY IN DERIVING A PAY-OFF<br />
THE<br />
FOR SELECTION OF A PRODUCT FOR VALUE ANALYSIS<br />
MATRIX<br />
IS SHOWN<br />
CONSIDERATION<br />
BELLINGHAUSEN, M<br />
1090<br />
FOR COMPUTERS<br />
PREPARING<br />
ACCOUNTING VOL 49, NO ? MARCH 1968, 6P<br />
MANAGEMENT<br />
CHOOSE<br />
FEASIBILITY<br />
CAREFULLY EXECUTED FEASIBILITY STUDY AND SUBSEQUENT<br />
A<br />
OF THE COSTS DF OBTAINING THE INFORMATION<br />
COMPARISON<br />
TO FILL MANAGEMENTS NEEDS MAKE IT POSSIBLE FOR A<br />
NECESSARY<br />
TO REACH AN INTELLIGENT DECISION CONCERNING<br />
COMPANY<br />
TO AN ELECTRONIC DATA-PROCESSING SYSTEM IF THE<br />
EXPANSION<br />
IS JUSTIFIED THEN IT MUST BE DECIDED WHAT DATA IS<br />
EXPANSION<br />
BE PROCESSED AND WHAT IS TO BE THE END RESULT OF THAT<br />
TO<br />
MANAGEMENT CAN THEN COMPARE EQUIPMENT<br />
PRDCESSING<br />
AND CHOOSE THE SYSTEM WHICH WILL PRODUCE THE<br />
CAPABILITIES<br />
RESULTS WITH ADEQUATE PLANNING AND AN EFFECTIVE TIME<br />
BEST<br />
CARRIED OUT PRIOR TO INSTALLATION, THE<br />
SCHEDULE<br />
DEPARTMENT WILL BE CAPABLE OF FULFILLING THE<br />
DATA-PROCESSING<br />
OF MANAGEMENT AND THEREBY JUSTIFYING THE EXPANSION<br />
NEEDS<br />
PROGRAM.<br />
STEPHENS, GERALD D APPLEGATE, W WILLIAM<br />
I091<br />
INFDRPATICN RETRIEVAL<br />
AUTOMATED<br />
INSURANCE NEWS VOL 68f NC 12, APRIL 1968, P<br />
BESTS<br />
CLERICAL FILING TYPING DICTATING
LENS [NC FINDS TIGHT COST CONTROL TO BE<br />
REPLACEMENT<br />
ESSENTIAL THE HIGH-RISK INSURANCE POLICY SOLO Oh<br />
ABSOLUTELY<br />
LENSES HAS AN ANNUAL PREMIUM OF ONLY $1B THE<br />
CONTACT<br />
LEAVES NO ROOM FOR DUPLICATION OF EFFORT DR<br />
OPERATICN<br />
INEFFICIENCY CAUSED BY POOR CLERICAL SYSTEMS AND<br />
CLERICAL<br />
PROCEDURES<br />
FILING<br />
THE HEART OF THE CLERICAL OPERATIONS IS A PUSH<br />
AT<br />
MICROFILM FILING SYSTEM WHICH HAS REDUCED INFORMATION<br />
BUTTON<br />
TIME TO ONE-TENTH OF WHAT IT WAS ORIGINALLY. THE<br />
RETRIEVAL<br />
IS RENTED FOR ABOUT $800 A MONTH A SMALL ELECTRONIC<br />
SYSTEM<br />
AUTOMATED ELECTRONIC TYPING EGUIPMENT, A<br />
COMPUTER,<br />
DICTATING SYSTEM, AUTOMATIC INSERTING AND<br />
CENTRALIZED<br />
EQUIPMENT IS ALSO UTILIZED ALL OF THESE OPERATIONS<br />
COUNTING<br />
HANDLED BY JUST 14 EMPLEYEES<br />
ARE<br />
BIGGEST SAVING IS THE INCREASEC EFFICIENCY ANG<br />
THE<br />
OF THE OPERATIONS, RESULTING FROM THE ABILITY TO<br />
ACCURACY<br />
DATA MUCH FASTER THAN IN THE PAST<br />
GET<br />
MILLS, DANIEL Q<br />
1092<br />
MANPOWER- SUPPLY AND FLEXIBILITY<br />
CONSTRUCTION<br />
LABOR REVIEW VOL 91, NO 4, APRIL 1968, 4P.<br />
MONTHLY<br />
SHORTAGES WHICH MIGHT OCCUR IN CONSTRUCTION ARE<br />
LABOR<br />
CONFINED TO CERTAIN CRAFTS AND SPECIFIC AREAS THE<br />
GENERALLY<br />
EXISTENCE OF AREAS OF LABOR SHORTAGE AND OF<br />
SIMULTANEOUS<br />
UNEMPLOYMENT RESULTS PRIMARILY FROM LESS THAN<br />
SIGNIFICANT<br />
GEOGRAPHIC MOBILITY OF CRAFTSMEN, AnO FROM THE<br />
PERFECT<br />
OCCUPATIONAL REQUIREMENTS OF JOBS<br />
DIFFERING<br />
CONSTRLCTICN INDUSTRY IS CHARACTERIZED BY<br />
THE<br />
SWIFT VARIATIONS IN THE GEOGRAPHIC LOCUS AND<br />
REMARKABLY<br />
OF BUILDING ACTIVITY THUS, IN CONSTRUCTION A<br />
COMPOSITION<br />
DEGREE OF WORKER MOBILITY AND LABOR-FORCE ELASTICITY TC<br />
HIGH<br />
IN DEMAND, RELATIVE TO OTHER INOUSTRIES AND<br />
VARIATIONS<br />
MIGHT BE INADEQUATE TO PREVENT TRANSITIONAL<br />
OCCUPATIONS,<br />
AND SURPLUSES CURRENTLY, THERE IS GNLY THE MOST<br />
SHORTAGES<br />
INFORMATION CONCERNING THE SIZE AND CHARACTER OF<br />
RUDIMENTARY<br />
FLOWS TO AND FROM CONSTRUCTION<br />
MANPOWER<br />
MORTON, MICHAEL<br />
[09B<br />
DISPLAY SYSTEMS MANAGEMENT PROBLEM SOLVING<br />
VISUAL<br />
MANAGEMENT REVIEW FALL 1967, 13P<br />
INDUSTRIAL<br />
DEC[SIGN-MAKING TERMINAL<br />
TIME-SHARING<br />
ADVANCES IN THE FIELD OF TIME-SHARING AND THE<br />
RECENT<br />
OF VISUAL-DISPLAY TERMINALS COMBINE TO OFFER A<br />
DEVELOPMENT<br />
TOOL TO IHE MANAGER IT IS NDW TECHNICALLY ANC<br />
POWERFLL<br />
FEASIBLE UNDER MANY CONDITIONS FOR A MANAGER TO<br />
ECONOMICALLY<br />
A VISUAL DISPLAY TERMINAL AS AN AID IN HIS<br />
USE<br />
PROCESS THAT IS, A VISUAL-DISPLAY DEVICE AS<br />
DECISION-MAKING<br />
OF A MANAGEMENT TERMINAL SYSTEM CAN BE AN ACTIVE<br />
PART<br />
IN AN INTERACTIVE PROBLEM SOLVING SESSION<br />
PARTNER<br />
PAPER DISCUSSES TEE CHARACTERISTICS OF SUCH A<br />
THIS<br />
TERMINAL SYSTEM IT DOES SO IN LIGHT OF THE<br />
MANAGEMENT<br />
OF BATCH PROCESSING COMPUTERS AND THE NEECS OF<br />
LIMITATIONS<br />
FOR POWERFUL AND FLEXIBLE ASSISTANCE IN BOTH<br />
MANAGERS<br />
FINDING AnD PROBLEM SOLUTION GENERAL<br />
PROBLEM<br />
OF VISUAL DEVICES AND A SPECIFIC EXAMPLE ARE<br />
CHARACTERISTICS<br />
DISCUSSED<br />
REYNOLDSt WILLIAM Ho<br />
I094<br />
FOR THE BUSINESSMAN<br />
HEURISIICS<br />
TOPICS VOL 16, NO [, JAN 1968, 9P<br />
BUSINESS<br />
PROBLEM-SGLVING<br />
CREATIVE<br />
IS A COMMONPLACE THAT ONE CANNOT BE TAUGHT TO BE<br />
IT<br />
AT THE SAME TIME, THERE ARE METHODS AND RULES<br />
CREATIVE<br />
WHICH SEEM TO FACILITATE CREATIVE PROBLEM SOLVING<br />
AVAILABLE<br />
RULES ARE CALLED HEURISTICS THE FIRST PART OF THE<br />
THESE<br />
IS CONCERNED WITH THE NATURE OF HEURISTICS AND HOW TO<br />
PAPER<br />
THEM<br />
APPLY<br />
NEXT ARE HEURISTICS USEFUL IN GEITING NEW<br />
DISCUSSED<br />
IDEAS AND THOSE THAT ARE USEFUL IN SCREENING NEW<br />
PRODUCT<br />
IDEAS NEXT THE AUTHOR FOCUSES SOME SUGGESTIONS ARE<br />
PRODUCT<br />
ON HOW TO AVOID BOTH MARKETING MYOPIA AND MARKET<br />
OFFERED<br />
HYPEROPIA<br />
BRLNNER, G A CARROLL,<br />
I095<br />
OF PRIOR TELEPHONE APPOINTMENT ON COMPLETION RATES<br />
EFFECT<br />
OPINION QUARTERLY VOL 3 NO 4, WINTER 19B?-68, 4P<br />
PUBLIC<br />
TELEPHONE<br />
SURVEYS<br />
AUTHORS INDICATE THAT RESEARCH IS NEEDED ON THE<br />
THE<br />
OF VARIOUS METHODS IN INCREASING THE<br />
EFFECTIVENESS<br />
RATE IN FIXED ADCRESS SURVEYS ONE SUCH METHOD<br />
COMPLETION<br />
NOTE AS BEING WORTHY OF RESEARCH IS THE USE OF PRIOR<br />
THEY<br />
CALLS TO SELECTED RESPONDENTS THE SUGGESTION IS<br />
TELEPHONE<br />
BY CALLING UNITS BEFORE HAND AND ARRANGING AN INTERVIEW<br />
THAT<br />
MAY BE POSSIBLE IO INCREASE THE COMPLETION RATE BY<br />
IT<br />
THE NOI-AT-HOME RATES IN THE STUDY MADE THE CATA<br />
REDUCING<br />
INDICATES THAT THE CDMPLETICN RATE UNDER THE<br />
CLEARLY<br />
CONDITION WAS MUCH LOWER IN BOTH OF THE FORMS<br />
EXPERIMENTAL<br />
IT APPEARS THAT A PRIOR TELEPHONE CALL WHILE NET<br />
SELECTED<br />
IHE RESPGNSE PATTERN, MAY HAVE A MARKED<br />
AFFECTING<br />
EFFECT LPON THE OVERALL COMPLETION RATE<br />
DETRIMENTAL<br />
JEnSEN, R THOMSEN C T<br />
1096<br />
ANALYSIS IN COST MEASUREMENT AnD CONTROL<br />
STATISTICAL<br />
ACCOUNTING REVIEW VGL 43, N I, JAN 1968 9P<br />
ARTICLE OUTLINES A STATISTICAL APPROACH IN COST<br />
THIS<br />
AND CCNIROL WHICH CAN BE EASILY IMPLEMENTED IN<br />
MEASUREMENT<br />
AND WILL ALLOW ACCCUNIANTS TO CONVERT CERTAIN TYPES<br />
PRACTICE<br />
COSTS CURRENILY TREATED AS OVERHEAD COSTS INTO TRACEABLE<br />
OF<br />
IN GENERAL, DETECTION AND MEASUREMENT COSTS INCREASE<br />
COSTS<br />
MORE DETAILED INFORMATIOn ON RESOURCE FLOW IS DESIRED<br />
AS<br />
SYSTEMS FOR THIS REASON RESORT TO COLLECTING<br />
ACCOUNTING<br />
INFORMATIDN COST MEASUREMENT IN A HOSPITAL<br />
AGGREGATED<br />
IS USED AS AN EXAMPLE IN THIS ARTICLE THE COSTS<br />
LABORATORY<br />
BY THE STATISTICAL METHODS IN THIS PAPER ARE<br />
DEVELOPED<br />
COSTS AND ARE SUITE£ FOR MAKING DECISIONS REGARDING<br />
AVERAGE<br />
OF SERVICES STATISTICAL COST FINDING IS NO PANACEA<br />
PRICING<br />
ACCOUNTING PROBLEMS- IT IS RATHER A USEFUL TOOL FDR<br />
FDR<br />
INFORMATION NOT USUALLY FOUND IN THE BOOKS<br />
DEVELOPING<br />
÷+MAYNOI BE REPRINTED.e+<br />
181<br />
ANONYMOUS<br />
[097<br />
WAY TO U TOP THE EDP INPUT BOTTLENECK<br />
SCANNERS-<br />
MANAGEMENT VCL 29 NO 2 FEB 1968 BP<br />
ADMINISTRATIVE<br />
PUNCHED-CARDS<br />
OPTICAL<br />
IS THE TRADEMARK OF THE NEW OPTICAL<br />
VERSATILITY<br />
AND READING MACHINES UNITS CAN BE PURCHASED WHICH<br />
SCANNING<br />
READ TYPED PAGES HAND PRINTED NUMBERS, COMBINATIONS OF<br />
WILL<br />
PRINTED NUMBERS ANO LETTERS AS WEEL AS MARKED FORMS OF<br />
HAND<br />
SIZES<br />
VARIOUS<br />
STEADILY GROWING NUMBER OF ADMINISTRATIVE MANAGERS<br />
A<br />
REAOERS AS THE MEANS TC ELIMINATE WHAT HAS COME TO BE<br />
VIEW<br />
AS THE INPUT BOTTLENECK. THE MACHINES TAKE RAW 0ATA IN<br />
KNOWN<br />
FORM OF PUNCHED CARDS, DR OTHER MEANS AND -READ- THEM AT<br />
THE<br />
SPEEDS AND TRANSFER THE DATA ON THEM TO COMPUTER<br />
FANTASTIC<br />
SLCH AS MAGNETIC TAPE<br />
MEDIA<br />
KLDTZ, AMBROSE<br />
1098<br />
AND STAFF TODAY, WE NEED TO REDEFINE THEIR ROLES<br />
LINE<br />
MANAGEMENT VCL 29, NO 3, MARCH 1968,<br />
ADMINISTRATIVE<br />
DECISION-MAKING<br />
GROUP<br />
FUNCTIONS CAN NO LONGER BE OISTINGUISHE<br />
LINE-AND-STAFF<br />
TRADITIONAL STANDARDS SUCH AS DIRECT CONTRIBUTION TO<br />
BY<br />
GOALS IN THE TRADITIONAL LINE-STAFF CCnCEPT LINE<br />
COMPANY<br />
EXERCISE AUIHORITY IN A VERTICAL CHAIN, WHILE STAFF<br />
OFFICES<br />
PROVIDE ONLY SUPPORT AND ADVICE TO VARIOUS LINE<br />
OFFICES<br />
POSITIONS<br />
DEVELOPMENTS SUCH AS GROUP DECISION-MAKINC<br />
CONTEMPORARY<br />
CHANGING OR MAKING OBSOLETE THE TRADITIONAL CONCEPT OF<br />
ARE<br />
LINE AND STAFF FUNCTIONS MANY POSITIONS TODAY<br />
SEPARATE<br />
TO BE STAFF WERE FORMERLY LINE OFFICES<br />
CONSIDERED<br />
STAFF OFFICES OFIEN EXERT SOME AUTHORITY OVER<br />
TODAY<br />
POSITIONS AUTHORITY FROM TOP-MANAGEMENT PASSES THROUGF<br />
LINE<br />
STAFF OFFICES, GIVING AUTHORITY INTEGRATIVE NOT<br />
SOME<br />
FORCE IF THE TERM STAFF IS USED TODAY, IT MUST<br />
VERTICAL,<br />
A NEW DEFINITION AND CONNOTATION<br />
HAVE<br />
ANCNYMOLS<br />
1099<br />
TO RATE YOUR EMPLOYEES- SEVEN SYSTEMS MOST FIRMS USE<br />
HOW<br />
MANAGEMENT VOL 29 NO 31 MARCH 196B 2P<br />
ADMINISTRATIVE<br />
CRITICAL-INCIDENT<br />
EVALUATE<br />
EMPLOYEE RATING SYSTEM CAN HELP YOUR FIRM IT WILL<br />
AN<br />
YUUR COMPANYS PROMOTION POLICIES MORE EQUITABLE, AND<br />
MAKE<br />
INFORMATION GAINED BY REGULAR RATINGS CAN BE PUT TO USE<br />
THE<br />
A WIDE VARIETY OF WAYS<br />
IN<br />
AUTHOR DESCRIBES SOME OF THE ESSENTIAL INGREDIENTS<br />
THE<br />
A RATING SYSTEM MUST CONTAIN. NEXT SEVEN RATING SYSTEMS<br />
THAT<br />
FREQUENTLY USED BY FIRMS ARE DESCRIBED GRAPHIC RATING<br />
MOST<br />
RANK EMPLOYEES ALONG A SCALE RANGING FROM<br />
SCALES<br />
TO EXCELLENT RANKING INVOLVES LISTING<br />
UNSATISFACTORY<br />
IN ORDER OF THEIR ABILITY CRITICAL-INCIDENT<br />
EMPLOYEES<br />
REQUIRES THE RATER ON A SPECIAL FORM TO INDICATE<br />
TECHNIQUE<br />
AND/OR POOR PERFORMANCES BY EMPLOYEES<br />
GOOD<br />
KALM CHARLES<br />
1100<br />
OUT FILES AND FILING PROCEDURES.<br />
COSTING<br />
MANAGEMENT VOL 29, NO 4, APRIL 1968, 2P.<br />
ADMINISTRATIVE<br />
MICROFILING MICROFILMING<br />
STORAGE<br />
COMPANIES KEEP RECORGS, BUT UNFORTUNATELY MANY DO<br />
MAky<br />
MANAGE THEM AS A RESULT VALUABLE OFFICE SPACE IS<br />
NOT<br />
BY OCEANS OF SEMI-ACTIVE AND INACTIVE RECORDS<br />
FLCODE<br />
MANAGERS, REALIZING THE NEGATIVE ECONOMICS DF<br />
AOMINISIRATIVE<br />
SIIUATION BECOMING INCREASINGLY AWARE OF THE NEED FOR<br />
THIS<br />
RECORDS MANAGEMENT PROGRAMS AND SYSTEMS<br />
MODERN<br />
BOXES AND METAL SHELVING IS IN MANY WAYS<br />
CORRUGATED<br />
TO FILING CABINETS. THEY REQUIRE MUCH LESS FLOOR<br />
SUPERIOR<br />
AND ARE COMPARATIVELY INEXPENSIVE THE TOTAL<br />
SPACE<br />
IS ONLY ONE-TENTH THAT OF THE COST OF SECURING<br />
INVESTMENT<br />
MAINTAINING FILING CABINETS THE COST OF MICROFILING ONE<br />
AND<br />
FOOT OF RECORDS ABOUT 2,000 DOCUMENTS IS APPROXIMATELY<br />
CUBIC<br />
THIS INCLUDES LABOR FILM AND DEPRECIATION ON RENTAL OF<br />
$20.<br />
MANY COMPANIES WILL FIND THAT THE BREAK-EVEN<br />
EQUIPMENT<br />
IHE POINT WHICH MICROFILMING BECOMES MORE ECONOMICAL<br />
POINT,<br />
ORIGINAL DOCUMENT STORAGE, IS USUALLY PAST THE REQUIREC<br />
THAN<br />
PERIOD DF THE DOCUMENT<br />
RENTENTION<br />
ELLOVICH, M.<br />
IIOl<br />
OF TOO MUCH EMPHASIS ON TESTS<br />
BEWARE<br />
MANAGEMENT VCL 29, NO 4, APRIL [968, 2P<br />
ADMINISTRATIVE<br />
THE PAST 60 YEARS THE TEST SCORE HAS BECOME TD<br />
OVER<br />
EXECUTIVES THE MOST VITAL MEASURE OF AN INCIVIDUAL<br />
MAnY<br />
TODAY YOU FIND EMPLOYEES BEING SELECTED FOR EXECUTIVE<br />
UNTIL<br />
ON THE BASIS OF PERSONALITY TEST RATINCS<br />
TRAINING<br />
TOO OFTEN A MANS TEST SCORES DO NOT IN ANY WAY<br />
ALL<br />
THE WAY HE IS ABLE TO DISCHARGE HIS EXECUTIVE<br />
SUPPORT<br />
TEST USERS MUST COME TD SEE THAT TESTS FOR<br />
RESPONSIBILITY<br />
SELECTION AND THE LIKE ARE ONLY ONE SMALL INDEX<br />
EXECUTIVES<br />
A MANS WORTH WITH RESPECT TD A PARTICULAR MANAGEMENT<br />
OF<br />
POSITION<br />
TEST SCORE IS PROBABLY BEST UTILIZED AS<br />
THE<br />
EVIDENCE FOR IMPRESSIONS GAINED THROUGH THE<br />
CORROBORATING<br />
OF AN APPLICANTS BACKGROUND PRIOR EXPERIENCE AND<br />
STUDY<br />
PERSONALITY FDRMATIDN<br />
GENERAL<br />
WILKINSON, JOHN J<br />
1102<br />
TO MANAGE MAINIENANCE<br />
HOW<br />
HARVARD BUSINESS REVIEW VDL 46 MARCH-APRIL [96B, 22P<br />
TO WHAT MANY BUSINESS MANAGERS HAVE LONG<br />
CONTRARY<br />
MAINTENANCE IMPROVEMENT IS NOT A LOST CAUSE<br />
THOUGHT,<br />
WORN CAN BE MEASURED AND CDNTRDLLED JUST AS<br />
MAINTENANCE<br />
FUNCTIONS CAN, AND ITS EFFECTIVENESS CAN BE IMPROVED<br />
OTHER<br />
A SYSTEMATIC WAY<br />
IN<br />
PRINCIPLES TO GUIDE MANAGEMENT, THE KINDS DF<br />
GENERAL<br />
REPORTS THAT ARE HELPFUL, IMPORTANT TECHNIQUES, AND<br />
CONTROL<br />
TRENDS IN MAINTENANCE WORK ARE DESCRIBED AND<br />
FUTURE<br />
OISCUSSEO<br />
IMPROVEMENT AND COST REDUCTION MAY BE<br />
MAINTENANCE<br />
BUT ARE NOT IMPOSSIBLE TO ACHIEVE GDOD PLANNING<br />
DIFFICULT<br />
BROUGHT MANY COMPANIES SAVINGS OF 20 PERCENT TO 40<br />
HAS<br />
PERCENT IN MAINTENANCE LABOR CGSTS PLUS SUPERIOR OPERATING
MAYNDT BE REPRINTED<br />
PERFORMANCE<br />
WALLS, FRANK JR<br />
II03<br />
EMPLOYMENT IN SAVANNAH GEORGIA<br />
PUBLIC<br />
PERSONNEL REVIEW, VOL 29, NO. 2, APRIL Ig68t 4P<br />
PUBLIC<br />
NEGROES<br />
IS A REPORT ON IHE APPROACH TAKEN BY IHE CITY OF<br />
THIS<br />
GEORGIA Ih ITS EFFORTS TO EXPAND EQUAL EMPLOYMENT<br />
SAVANNAh,<br />
IN CITY JOBS WHAT HAS BEEN GONE, WAS DONE<br />
OPPORTUNITIES<br />
WITH WIDESPREAD COMMUNITY SUPPORT TODAY, ALL<br />
VOLUNTARILY<br />
IN THE CIIY GOVERNMENT ARE OPEN ON AN EQUAL<br />
POSITIONS<br />
BASIS NEGROES HOLD POSITIONS AS POLICEMEN,<br />
OPPORTUNITY<br />
LIBRARIANS, RECREAIION SUPERVISORS, AND REVENUES<br />
FIREMEN,<br />
THE CITY GOVERNMENT HAS BEEN AT THE FOREFRONT<br />
INVESTIGATORS.<br />
IMPRCVING COMMUNITY RELATIONS SAVANNAH'S LEADERS AND<br />
IN<br />
AS A WHOLE HAVE A GREAT DESIRE TC CREATE A<br />
CITIZENRY<br />
IMAGE OF IHE CITY IN ORDER TO ENCDURACE INDUSTRIAL<br />
FAVORABLE<br />
COMMERCIAL DEVELOPMENT<br />
AND<br />
FOR A CITY POSIIION IS MADE CONVENIENT THE<br />
APPLYING<br />
OF SAVANNAH RECEIVES APPLICATIONS AT ALL TIMES TO MAKE<br />
CIIY<br />
EASIER FOR APPLICANTS OF ALL RACES TC APPLY PERSONNEL<br />
IT<br />
AND PROCEDURES ARE BASED ON THE PRINCIPLE OF FAIR<br />
POLICIES<br />
EQUITABLE TREATMENT FOR EMPLOYEES<br />
AND<br />
MACY, JOHN W JR<br />
1104<br />
DEVELOPMENTS ON THE U S FEDERAL LEVEL<br />
PERSONNEL<br />
PUBLIC PERSONNEL REVIEW VOL 29, NO 2, APRIL 1968, 6P.<br />
FACTORS ABROAD HAVE HAD A SIGNIFICANT IMPACT<br />
NUMEROUS<br />
IHE GOVERNMENI AND THE FEDERAL CIVIL SERVICE SYSTEM THEY<br />
ON<br />
A PARTICULAR STRAIN IN THE SUPPLY OF AVAILABLE<br />
PLACED<br />
MANPOWER IN THE NATIONAL LABOR-MARKET, AND SIAFFING<br />
TRAINED<br />
WERE AGGRAVATED BY THE HIGH TURNOVER RATES<br />
PROBLEMS<br />
FROM INCREASED EMPLOYMENT OPPORTUNITIES ALL<br />
RESULTING<br />
PRIVATE BUSINESS AND INDUSTRY, EDUCATIONAL AND<br />
EMPLOYERS-<br />
NCNPROFIT INSTITUTIONS, STATE AND THE FEDERAL<br />
OTHER<br />
FOUND CCMPETITIEN ESPECIALLY SEVERE FOR HIGH<br />
GOVERNMENT-<br />
ADMINISIRATIVE, PROFESSIONAL AND TECHNICAL<br />
QUALITY<br />
OUTSTANDING AMONG NEW DEVELOPMENTS WAS THE<br />
PERSONNEL<br />
OF THE EXECUTIVE ASSIGNMENT SYSTEM PRESIOENT<br />
INAUGURATION<br />
SIGNED AN EXECUTIVE ORDER ESTABLISHING THE SYSTEM<br />
JOHNSON<br />
EMPLOYEES IN THE EXECUTIVE BRANCH OF THE GOVERNMENT AT<br />
FOR<br />
GS-16, I?, 18 LEVELS ANOTHER OF THE OUTSTANDING<br />
THE<br />
IN 1967 WAS THE ISSUANCE OF NEW EXECUTIVE ORDER<br />
ADVANCES<br />
FOR THE FURTHER TRAINING OF GOVERNMENT EMPLOYEES<br />
PROVIDING<br />
ROBBINS, SELWYN<br />
1105<br />
TO MAKE FILMSTRIPS OUT CF MOVIES<br />
HOW<br />
AND SALES PROMOTION VOL 16, APRIL 1968,<br />
ADVERTISING<br />
FILMSTRIP IS THE FASTEST GROWING SEGMENT OF THE<br />
THE<br />
INDUSTRY ITS USES EMBRACE THE ENTIRE SPECIRUM<br />
AUDIO-VISUAL<br />
MASS COMMUNICATIONS APPLICATIONS<br />
OF<br />
CAN BE MADE FRCM MANY FORMS OF CRIGINAL<br />
FILMSTRIPS<br />
BLT SPECIAL CARE MUST BE TAKEN TO OVERCOME THE<br />
COPY-<br />
WHEN MOTION PICTURE FILM IS USED AS THE ORIGINAL<br />
PROBLEMS<br />
MATERIAL<br />
SOURCE<br />
INDIVIDUAL FILM FRAMES MUST BE CHOSEN CAREFULLY FOR<br />
THE<br />
REPRODUCTION TO ELIMINATE BLURRED MOVEMENT AND<br />
FILMSTRIP<br />
SHIFTS NOT EVIDENT IN THE MOTION PICTURE PREPARATION<br />
COLOR<br />
SHOULD ALSO BE IAKEN TC DEAL WIIH A LABORATORY<br />
CARE<br />
ENGAGEO IN THE PRODUCTION OF FILMSTRIPS TO GET<br />
SPECIFICALLY<br />
FINISHED PROOUCTS<br />
QUALITY<br />
DO NOT COMPETE WITH MOTION PICTURES- EACH<br />
FILMSTRIPS<br />
ITS SPECIFIC USES AND ADVANTAGES AND PRODUCTION<br />
HAS<br />
REQUIREMENTS<br />
DOHRENIVEND, B J.<br />
1106<br />
OF REFUSALS IN SURVEYS<br />
SOURCES<br />
PUBLIC OPINION QUARTERLY VOL 32, NO I, SPRING Ig68, lOP<br />
INTERVIEWERS OR RESPONDENTS CAUSE REFUSALS TO ANSWER<br />
00<br />
QUESTIONS. THIS STUOY SHOWS THAT BOTH OR EITHER MAY<br />
SURVEY<br />
BE INFLUENTIAL, AND INTERVIEWERS SOLELY THE<br />
SOMETIMES<br />
OF ASSESSMENT OF INTERVIEWER AS AGAINST RESPONDENT<br />
RESULTS<br />
FOR REFUSALS INDICATE THAT IT IS POSSIBLE TO<br />
RESPONSIBILITY<br />
CASES FOR WHICH EACH IS RESPONSIBLE PARTLY AS A<br />
IDENTIFY<br />
TO ENCOURAGE INTERVIEWER PERSISTANCEt FIELD<br />
TACTIC<br />
HAVE GENERALLY WORKED ON THE ASSUMPTION THAT<br />
RESEARCHERS<br />
ARE DUE ALMOST WHOLLY TO POOR INTERVIEWING SINCE<br />
REFUSALS<br />
CAN BE PRECIPITATED BY THE WRONG APPROACH ON THE<br />
REFUSALS<br />
PART, HE MUST BE ENCOURAGED TO THINK AND ACT AS<br />
INTERVIEWERS<br />
EVERY RESPONDENT CAN BE PERSUADED TO COOPERATE. THIS<br />
IF<br />
SET IN THE FIELD SHOULD NOT BLIND THE SURVEY<br />
NECESSARY<br />
TO THE FACT THAT POTENTIAL RESPONDENTS WHO REFUSE TD<br />
ANALYST<br />
WITH COMPETENT INTERVIEWERS PROBABLY DIFFER IN<br />
COOPERAIE<br />
RESPECTS FROM IHOSE WHO DO COOPERATE<br />
SOME<br />
DRATTELL, ALAN<br />
1107<br />
THE WORLD OF OCR<br />
SCANNING<br />
AUTOMATION VOL 15, JAN. 1968, 8P<br />
BUSINESS<br />
CHARACTER KEYPUNCHING<br />
OPTICAL<br />
THAN 400 U BUSINESS FIRMS ARE USING MACHINES<br />
MORE<br />
READ TYPED OR PRINTED CHARACTERS AS A MEANS TO GET<br />
THAT<br />
INTO COMPUTERS FOR PROCESSING FOR SOME<br />
INFORMATION<br />
OPTICAL CHARACTER RECOGNITION UNITS ARE THE ONLY<br />
COMPANIES,<br />
WAY TO COPE WITH MAMMOTH VOLUMES OF INPUT DATA-<br />
PRACTICAL<br />
OTHERS OPTICAL-CHARACTER-RECOGNITION SUPPLEMENTS<br />
FDR<br />
AND OTHER METHOOS OF PREPARING DATA FOR A<br />
KEYPUNCFING<br />
COMPUTER<br />
SCANNING IS GAINING WIDE ACCEPTANCE AMONG USERS<br />
OPTICAL<br />
A FAST, ACCURATE AND RELATIVELY ECONOMICAL MEANS OF<br />
AS<br />
INPUT FROM SOURCE DOCUMENTS<br />
PROVIDING<br />
OF THE EARLY PROBLEMS, SPECIFIC MODELS PRESENTLY<br />
SOME<br />
AND SPECIFIC USER APPLICATIONS ARE OISCUSSED.<br />
AVAILABLE,<br />
MCKEE, DAVID T<br />
1lOB<br />
LOGICAL ALLIANCE- IESTS AND INTERVIEWS<br />
A<br />
PERSONNEL ADMINISTRATOR VDL 13, MARCH-APRIL 196Bt P.<br />
THE<br />
SELECTION<br />
EMPLOYEE<br />
ARTICLE PROVIDES SOME MEANINGFUL EXPLANATION<br />
THIS<br />
WHY AND HOW PSYCHCLCGICAL TESTS AND THE EMPLOYMENT INTERVIEW<br />
182<br />
EACH OTHER IN THE EMPLOYEE-SELECTION PROCESS. THE<br />
SUPPLEMENT<br />
OF A TESTING PROGRAM IS KNOWN WHEN IT AIDS IN<br />
VALUE<br />
MORE GOCO PERFORMING AND FEWER POOR PERFORMANCE<br />
SELECTING<br />
IT MEASURES AN INDIVIOUALS ABILITIES AND<br />
EMPLOYEES-<br />
APTITUOES<br />
EMPLOYMENT INTERVIEW SHOULD SUCCEED IN GIVING A<br />
THE<br />
INFORMATION ABOUT THE COMPANY, IN OBTAINING<br />
CANOIDATE<br />
ABOUT THE CANDIDATE, AND IN ESTABLISHING A<br />
INFORMATION<br />
RELATIONSHIP<br />
FRIENDLY<br />
INTERVIEWS AND TESTS TOGETHER GIVE THE EMPLOYER<br />
USING<br />
BASIS TO JUDGE A CANDIDATES LIKELIHOOD OF SUCCESS IN A<br />
MORE<br />
JOB BUT THE COMPANY MUST UNDERSTAND THE FUNCTION<br />
PARTICULAR<br />
RELATIVE IMPORTANCE OF EACH TOOL TO SELECT THE RIGHT MAN<br />
AND<br />
CONSISTENTLY<br />
BRUMMETT, R FLAMHOLTZ, E.G. PYLE, W C<br />
1109<br />
RESOURCES MEASUREMENT. MAYNOT BE REPRINTED.+*'<br />
HUMAN<br />
ACCOUNTING REVIEW VOL #3, NC 2, APRIL 1968, BP<br />
MANAGERS ARE SHOWING CONCERN THAT THEY CANNOT<br />
CORPORATE<br />
INFORMATION RELATING TO THE CONDITION OF THEIR FIRMS<br />
GET<br />
RESOURCES AND HOW THEY ARE CHANGING. AS CORPORATE<br />
HUMAN<br />
MAKE EXPENDITURES WHICH THEY JUSTIFY AS INVESTMENTS<br />
MANAGERS<br />
HUMAN RESOURCES, ACCOUNTANTS REFLECT THEM AS IMMEDIATE<br />
IN<br />
TO INCOME WIIHOUT CCNSIDERING THE TIMING OF EXPECTED<br />
CHANGES<br />
THERE IS REASON TG BILIEVE THAT A FIRM WITH A HIDE<br />
BENEFIIS<br />
ASSET INVESTMENT RATIO WILL ULTIMATELY GENERATE HIGHER<br />
HUMAN<br />
MANAGERS O0 NOT HAVE ADEQUATE MEASURES OF THE<br />
PROFITS<br />
OF LOSSES RELATED TO PERSONNEL TURNOVER A NET<br />
MAGNITUDE<br />
FIGURE ADJLSTED FOR CHANGES IN THE VALUE OF HUMAN<br />
INCOME<br />
WOULD GIVE A MORE REALISTIC MEASUREMENT OF<br />
RESOURCES<br />
EFFECTIVENESS ThE AUTHORS ARE NOW INVOLVED IN<br />
MANAGERIAL<br />
IN HUMAN RESOURCES ACCOUNTING WHICH IS FOCUSED ON<br />
RESEARCH<br />
HUMAN RESOURCE ACCOUNTING SYSTEMS IN A NUMBER OF<br />
DEVELOPING<br />
AND FORMULATING GENERALIZATIONS ABOUT WAYS IN<br />
CORPORATIONS<br />
INFORMATION PRODUCED BY SUCH SYSIEMS SHOULD BE USED<br />
WHICH<br />
ULLMAN, JOSEPH C<br />
1110<br />
IN THE COST OF SEARCHING FOR ClERICAl WORKERS<br />
DIFFERENCES<br />
JOURNAL DF BUSINESS VOl 41, NO 2, APRIL 1968, 13P.<br />
THE<br />
REVIEWED INTEREST IN THE ROLE AND OPERATION<br />
CURRENTLY<br />
LABOR-MARKET INFORMATION-SYSTEMS ARISES FROM THE HOPE<br />
OF<br />
IMPROVEMENTS IN THE EFFICIENCY OF THESE SYSTEMS WILL<br />
THAT<br />
TO LABOR MARKETS THAT FUNCTION MORE EFFECTIVELY.<br />
LEAD<br />
STATISIICAL ANALYSIS THE AUTHOR FINDS THAT<br />
THROUGH<br />
INFERENCES MAYBE DRAWN FROM THE GENERAL CONCLUSION<br />
SEVERAL<br />
WAGES, SEARCH, AND TRAINING ARE SUBSTITUTES ENOUGH<br />
THAT<br />
IN THESE MARKETS HAVE INFORMAIION ABOUT WHICH ARE<br />
WORKERS<br />
HIGHWAGE COMPANIES TO GENERATE SUBSTANTIAL DIFFERENCES<br />
THE<br />
THE AMOUNT OF SEARCH CARRIED ON BY DIFFERENT EMPLOYERS<br />
IN<br />
COMPARING INTERFIRM WAGES DOES NOT GIVE AN ADEQUATE<br />
2.<br />
OF COST DIFFERENCES. 3 THE BEST JOBS ARE MOSI OFTEN<br />
PICTURE<br />
THROUGH INFORMAL CHANNELS, RATHER THAN THROUGH<br />
FOUND<br />
AND 4 THERE ARE SUBSTANTIAL DIFFERENCES IN<br />
INTERMEDIARIES<br />
RATES IN THESE MARKETS THAT WERE NOT ACCOUNTED FOR BY<br />
WAGE<br />
SEARCH AND TRAINING COSTS.<br />
CONSIDERING<br />
TAYLOR, DAVID P<br />
IIIl<br />
OCCUPATIONAL WAGE DIFFERENCES<br />
DISCRIMINATION<br />
AND LABOR RELATIONS REVIEW VOL.21 N 3, APRIL<br />
INDUSTRIAL<br />
16P.<br />
1968,<br />
UNSKILLED-LABOR<br />
DISCRIMINATION AGAINST NEGROES OCCURS EVEN<br />
EMPLOYMENT<br />
UNSKILLED OCCUPATIONS, ACCORDING TO THIS STUDY, WHICH IS<br />
IN<br />
ON A SURVEY OF EIGHTY ESTABLISHMENTS IN THE CHICAGO<br />
BASED<br />
TWO OCCUPATIONS ARE EXAMINED- MATERIAL HANDLER AND<br />
AREA<br />
THE AUTHOR FINDS LESS WAGE AND EMPLOYMENT<br />
JANITOR<br />
AGAINST NEGROES IN JANITORIAL WORK, A<br />
DISCRIMINATION<br />
OCCUPATION, THAN IN MATERIAL HANDLING AN<br />
DEAD-END<br />
WHICH AFFORDS SOME OPPORTUNITY FOR UPWARD JOB<br />
OCCUPATION<br />
THE LAIIER OBSERVATION IS SIGNIFICANT BECAUSE IHE<br />
MOVEMENT.<br />
RESEARCH AI THIS LOW OCCUPATIONAL LEVEL HAD<br />
EARLIER<br />
THAT DISCRIMINATION HAD THE LEAST IMPACT<br />
INDICATED<br />
ANONYMOUS<br />
1112<br />
WORK GOES TO MICROFILM<br />
MORE<br />
ADMINISTRATIVE MANAGEMENT VCL 29, NO.5, MAY I968, 8P.<br />
IS SO VERSATILE THAT A FIRM CAN BENEFIT FROM<br />
MICROFILM<br />
LIMITED USE OF IT AT MINIMAL COST OR GO All OUT AND<br />
A<br />
A FULL SYSIEM THIS INCLUDES FROM FILMING TO<br />
ESTABLISH<br />
ON FILM OR PAPER<br />
DUPLICATION<br />
CAN BE PUT TC WORK IN FILING, REPRODUCTIONS<br />
MICROFILM<br />
EVEN IN COMPANY PUBLICATIONS SUCH AS CATALOGS SOME<br />
OR<br />
OFFER MICROFILMING AND FILM DUPLICATING<br />
MANUFACTURERS<br />
AT ECONOMICAL PRICES.<br />
SERVICES<br />
ARTICLE INCLUDES AN EXTENSIVE CHART WHICH ACTS AS A<br />
THE<br />
TO MICROFILM READERS AND READER-PRINTERS THE CHART<br />
GUIDE<br />
THE PRICE, DIMENSIONS, TYPE OF FILM ACCOMODATED,<br />
INCLUDES<br />
PRINTS CAN BE MADE, ETC. FOR OVER 90 MODELS AND 23<br />
WHETHER<br />
CAMERAS<br />
MICROFILM<br />
GARRITY, JOHN<br />
II13<br />
INK FOR GHEITO INDUSTRIES<br />
RED<br />
BUSINESS REVIEW VOL 46, MAY-JUNE IgEB, 11P<br />
HARVARD<br />
URBAN HARD-CORE UNEMPLOYED<br />
INNER-CITIES<br />
THE MIDST OF ALL THE GHETTO FERMENT, INDUSTRY<br />
IN<br />
ARE BEING BESIEGED ON ALL SIDES TO -DO SOMETHING-<br />
LEADERS<br />
PROVIDING MEANINGFUL EMPLOYMENT OPPORTUNITIES FOR THE<br />
ABOUT<br />
HARD-CORE -UNEMPLOYABLES- BUSINESSMEN CAN AND<br />
INNER-CITIES<br />
RESPOND, BUT ON THE BASIS O A CAREFUL AND REASONED<br />
SHOULD<br />
OF IHE ISSUES AND IMPLICATIONS, AND THE<br />
DETERMINATION<br />
RESOURCES AVAILABLE ON AN INDUSIRY-GOVERNMENT<br />
FINANCIAL<br />
ARRANGEMENT TO HELP SOLVE THIS URGENF URBAN<br />
PARTNERSHIP<br />
PREDICAMENT.<br />
ARTICLE VIVIDLY ILLUSTRATES THE COSTS OF EMPLOYING<br />
THIS<br />
HARD-CORE UNEMPLOYED BY DESCRIBING AND COMPARING A<br />
THE<br />
GHETTO COMPANY AND OUTER CITY COMPANY THE<br />
HYPOTHETICAL<br />
APPEALS TO EMPLOY THE UNEMPLOYABLES NEED TO BE<br />
EMOTIONAl<br />
BALANCED BY ANALYSIS OF THE RISKS AND OPTIONS. MAY NOT BE
REPRINTED<br />
HAYNES* ULRIC<br />
111k<br />
JOB OPPORTUNITY- THE CREDIBILITY GAP<br />
EQUAL<br />
BUSINESS REVIEW VOL.66, MAY-JUNE 1968t 8P<br />
HARVARD<br />
MINORITY<br />
NEGRO<br />
STUDY OF 100 OF OUR LARGEST CORPORATIONS HAS SHOWN<br />
A<br />
NEGROES CONSTITUTE A MERE 2.6 PERCENT OF THEIR NEW YORK<br />
THAT<br />
HEADQUARTERS SIAFFS- THIS IN A CITY THAT HAS A LARGE<br />
CIIY<br />
POPULATION WITH WHITE-COLLAR POTENTIAL IT IS NO<br />
NEGRO<br />
THAT NEGROES AND MEMBERS OF OTHER MINORITY GROUPS<br />
WONDER<br />
WITH DISBELIEF BUSINESSES CLAIMS OF BEING EQUAL<br />
VIEW<br />
EMPLOYERS.<br />
OPPORTUNITY<br />
BIG OBSTACLE TO SUCCESSFUL IMPLEMENTATION OF EQUAL<br />
THE<br />
OPPORTUNITY POLICY IS THE CREDIBILITY GAP- THE<br />
EMPLOYMENT<br />
BETWEEN WHAT BUSINESS SAYS IT IS DOING AND WHAT THE<br />
GAP<br />
WHITE-COLLAR MINORITY GROUP EMPLOYEE SEES IT<br />
POTENTIAL<br />
DOING.<br />
SHORTEN THIS GAP, BUSINESS MUST MAKE A VISIBLE<br />
TO<br />
TO CONVINCE IHE QUALIFIED MINORITY MEMBER THAT THE<br />
EFFORT<br />
WILL USE HIS SKILLS, TALENT AND POTENTIAL MAY<br />
COMPANY<br />
BE REPRINTED.÷÷<br />
NOT<br />
RUSSO. SABATINO A.<br />
1115<br />
PERFORMANCE OF CLDER PERSONS.<br />
JOB<br />
PERSONNEL ADMINISTRATOR, VCL. I3e3, MAY-JUNE 1968t 5P.<br />
THE<br />
YOUNG<br />
TEMPORARY HELP SERVICE CAN BE EFFECTIVELY USED BY<br />
A<br />
PERSONS INTENT UPON RE-ENTERING THE JOB MARKET- AS<br />
OLDER<br />
HERE BY A PARTICULAR CASE STUDY<br />
ILLUSTRATED<br />
STUDIES SHOW OLDER WORKERS COMPARE WELL IN<br />
LATEST<br />
RECORDS THEIR TURN-OVER RATE IS LQWER THEY DDNT<br />
SAFETY<br />
IN JOB-JUMPING AS YOUNGER PEOPLE DO DURING AN<br />
ENGAGE<br />
PERIOD IN THEIR LIVES OFTEN THE MATURE WORKER HAS<br />
UNSETTLED<br />
ABILITY TO WORK WITH LESS SUPERVISION AND GREATER<br />
THE<br />
INITIATIVE, AND JUDGEMENT.<br />
DISCRETION<br />
ARE MANY JOB OPENINGS TODAY, WHERE MATURITY,<br />
THERE<br />
AND EXPERIENCE IN LIFE COUNT AS HEAVILY IN THE<br />
BACKGROUND,<br />
FAVOR AS JOB EXPERIENCE OR SKILLS<br />
APPLICANTS<br />
MARGETTSt SUSAN<br />
1116<br />
STAGGERING COST OF THE ALCOHOLIC EXECUTIVE<br />
THE<br />
DUNS REVIEW, VOL 91, NO 5, PAY 1968,<br />
ARE 3 MILLION WORKING ALCOHOLICS IN THE U.S.<br />
THERE<br />
THEY ARE RUNNING UP A STAGGERING BAR BILL FOR<br />
TODAY.<br />
INDUSTRY OF OVER ?.5 BILLION A YEAR THIS IS ALMOST<br />
AMERICAN<br />
TO FOUR TIMES THE PROFITS OF GENERAL MOTORS<br />
EQUAL<br />
EXECUTIVE REQUIRES A LARGE TRAINING COST, PLUS<br />
THE<br />
SALARY HIS TIME IS VALUABLE, YET NOT SPENT ON<br />
CONSIDERABLE<br />
RESPONSIBILITIES UNFORTUNATELY, ALCOHOLISM USUALLY<br />
COMPANY<br />
AN EXECUTIVE IN HIS PRIME WORKING YEARS 35-50<br />
HIIS<br />
BIGGEST DIFFICULTY IS EDUCATION EMPLOYEES MUST<br />
THE<br />
THIS IS A DISEASE AND SHOULD BE BROUGHT INTO IHE<br />
REALIZE<br />
FOR CURE. IN HARTFORO CONN A GROUP DF BUSINESSMEN<br />
OPEN<br />
ESTABLISHED THE GREATER HARTFORD COUNCIL OF ALCOHOLISM<br />
HAVE<br />
PROMOTE EDUCATION OF THIS DISEASE.<br />
TO<br />
FLAIMt PAUL 0<br />
1117<br />
TRENDS IN 20 LARGE METROPOLITAN AREAS<br />
JOBLESS<br />
LABOR REVIEW VOL 91 ND 5t MAY 1968, 13P.<br />
MONTHLY<br />
UNEMPLOYMENT RATE<br />
NONWHITE<br />
TWENTY LARGEST METROPOLITIAN AREAS IN 1967 HAD AN<br />
THE<br />
RATE ABOUT EQUAL TO THAT OF THE U AS A<br />
UNEMPLOYMENT<br />
THEIR AVERAGE RATE WAS 3.9 PERCENT* BUT JOBLESSNESS<br />
WHOLE,<br />
MORE SEVERE -6.7 PERCENT- AMONG RESIDENTS OF CENTRAL<br />
WAS<br />
MANY OF WHOM ARE NONWHITE, THAN IN THE SUBURBS<br />
CITIES*<br />
NONWHITE UNEMPLOYMENT RATE IN THE METROPOLITAN<br />
THE<br />
WAS MORE THAN DOUBLE -7.5 PERCENT- THE WHITE RATE. THE<br />
AREAS<br />
CONTENDS -THE GRAVESI PROBLEMS CONFRONTING OUR URBAN<br />
AUIHDR<br />
ARE CLEARLY REFLECTED IN THE UNEMPLOYMENT SITUATION<br />
DENIERS<br />
THE CENTRAL CITIES.<br />
FOR<br />
PRESTON, G R<br />
1118<br />
IN LONG RANGE PLANNING<br />
CONSIDERATIONS<br />
EXECUTIVEt VDL 36, NO S. MAY 968,<br />
FINANCIAL<br />
CHALLENGE TO EFFECTIVE LONG-RANGE PLANNING IS A<br />
THE<br />
RELAIIONSHIP BETWEEN PRODUCT AND MARKET PLANNING<br />
WORKABLE<br />
THE EXPRESSION OF SIUDY RESULTS IN THE FINANCIAL<br />
AND<br />
OF TOP-MANAGEMENT. TO MEET THIS CHALLENGEr THE<br />
LANGUAGE<br />
ADVOCATES TOP DOWN PLANNING WHICH COORDINATES THE<br />
AUTHOR<br />
OF ALL OPERATING LEVELS. THE ESSENTIALS OF<br />
OBJECTIVES<br />
PLANNING ARE ACCURATE AND MEANINGFUL INFORMATION*<br />
EFFECTIVE<br />
AND RESPONSE. BY DEVELOPING A SUCCESSFUL LONG RANGE<br />
ANALYSIS<br />
A COMPANY LEAVES OPEN THE POSSIBILITY OF EFFECTING ITS<br />
PLANe<br />
DESIGNS FOR THE FUTURE PLANNING SHOULD STIMULATE<br />
OWN<br />
IHINKING, IT SHOULD LEAD TO A UNIFIED SET OF<br />
CREATIVE<br />
WHILE PERMITING FLEXIBILITY IN HUW TO ACHIEVE<br />
OBJECTIVES<br />
THEM.<br />
REUTER, VINCENT G.<br />
1119<br />
SUCCESS STORY OF VALUE ANALYSIS, VALUE ENGINEERINGo<br />
THE<br />
OF PURCHASING VDL 6t NO 2, MAY 1968, 18P<br />
JOURNAL<br />
REDUCTION ECONOMICAL<br />
COST<br />
AND VALUE-ENGINEERING ARE COMPANION<br />
VALUE-ANALYSIS<br />
DEVELOPED LARGELY SINCE WORLD WAR IT, WHICH HAVE<br />
TOOLS,<br />
TO BE OF TREMENDOUS VALUE TD MANAGEMENT IN ITS<br />
PROVEN<br />
EIGHT TO REDUCE COSTS AND PRODUCE BETTER<br />
CONTINUING<br />
VA/VE IS AN EFFECTIVE TOOL FOR COST REDUCTION.<br />
PRODUCTS<br />
USED PROPERLY PRODUCT DESIGN COSTS ARE MINIMIZED AND<br />
WHEN<br />
MATERIALS COSTS ARE REDUCED<br />
PURCHASED<br />
FACTORS IN THE SUCCESS OF VALVE PROGRAM ARE<br />
MAJOR<br />
MANAGEMENT BACKING, A QUALIFIED VA/VE COORDINATOR,<br />
STRONG<br />
LOCATION OF FUNCTION, A TRAINING PROGRAM,<br />
CORRECT<br />
ADEQUATE STAFFING ADEQUATE FINDING, AND VENDOR<br />
COOPERATION,<br />
FURTHERMORE, THE FACTORS OF COMPANY SIZE<br />
ASSISTANCE.<br />
AND PROCESSES ARE NOT LIMITATIONS FOR THE<br />
PRODUCTS<br />
OF VALVE, AND AS A RESULT OF A SUCCESSFUL<br />
APPLICATION<br />
PRODUCT DESIGNERS WILL BE INSPIRED TO PRODUCE<br />
PROGRAM,<br />
AND MORE ECONOMICAL DESIGNS INITIALLY.<br />
BETTER<br />
ANONYMOUS<br />
1120<br />
183<br />
COMPUTERS SUPPORT AUTOMATED CENTRAL FILES<br />
NEW<br />
AND LOAN NEWS VOL 89, NO 5, MAY I968t 2P.<br />
SAVINGS<br />
MAJOR NEW COMPUTER FAMILY DESIGNED TO BRING AUIOMAIEE<br />
A<br />
FILE SYSTEMS WITHIN TH FINANCIAL REACF OF<br />
CENTRAL<br />
ALL SAVINGS AND LOAN INSTITUTIONS FAS BEEN<br />
PRACTICALLY<br />
BY THE NATIONAL CASH REGISTER COMPANY THESE<br />
DEVELOPED<br />
AND LOAN ASSOCIATIONS ALREADY ANNOUNCED PLANS FOR<br />
SAVINGS<br />
SOPHISTICATED MANAGFMENT INFORMATION-SYSTEMS DESIGNED<br />
HIGHLY<br />
THE NEW COMPLTER.<br />
AROUND<br />
AS BASIC EQUIPMENT IN NCRS CENTURY 100, THE<br />
INCLUDED<br />
OF THE TWO SYSTEMS CURRENTLY BEING INTRODUCED ARE A<br />
LOWEST<br />
PROCESSOR WITH A 16,000 CHARACTER ULTRA-HIGH SPEED<br />
CENTRAL<br />
MAIN MEMORY, A TWC-DISC, REMOVABLE-PACK FILE WITH<br />
THIN-FILM<br />
CAPACITY OF 8.6 MILLION CHARACTERS, A HIGH SPEED PRINTER,<br />
A<br />
CHOICE OF PUNCHED TAPE OR PUNCHED CARD READER, AND A<br />
A<br />
TRUCK DPERATICN, WHICH PERMITS THE USE OF<br />
COMMUNICATION<br />
INQUIRY AND INPUT DEVICES, INCLUDING TELLER<br />
ON-LINE<br />
OR EXECUIIVE INQUIRY UNITS<br />
TERMINALS<br />
MYERS, JOHN G NICDSIA, FRANCESCO M<br />
1121<br />
THE STUDY OF CONSUMER TYPOLCGIES<br />
ON<br />
OF MARKETING RESEARCH VOL 5, NO 2 MAY 1968, 12P<br />
JOURNAL<br />
CLIENT<br />
ARTICLE PRESENTS A NEW METHOD OF EMPIRICAL<br />
tHIS<br />
SHOWS HOW IT IS USED TO DEVELOP A CONSUMER<br />
CLASSIFICATION<br />
IT IHEN IESTS THE SENSITIVITY OF THE TYPOLOGY TO<br />
TYPOLOGY<br />
CHANGES IN ASSUMPTIONS, OPERATIONS AND PROCEDURES<br />
VARIOUS<br />
OPERATIONAL EFFECTS ARE CONSIDERED FROM THE<br />
THESE<br />
OF THEIR SIGNIFICANCE IN TYPOLOGY GENERATION AND<br />
VIEWPOINT<br />
THE LONG-RUN POTENTIAL CF CLASSIFICATION METHODS ANE<br />
FOR<br />
IN MARKETING AND MARKET SEGMENTATION MAY NOT<br />
PROCEDURES<br />
REPRINTED<br />
BE<br />
BERKWIIT, GEORGE J<br />
1122<br />
TOO MUCH TOO SOON<br />
SYSTEMS-<br />
REVIEW VOL 9I, NO 6 JUNE 1968,<br />
DUNS<br />
SYSTEMS-APPROACH<br />
THAN A FEW U.S. CORPORATIONS HAVE HAD COSTLY<br />
MORE<br />
AS A RESULT OF TOO HASTY OR TOO UNCRITICAL USE<br />
EXPERIENCES<br />
SYSTEMS- INCLUDING IBM SYSTEMS AND THE SYSTEMS APPROACH<br />
OF<br />
HAVE POSITIVE CONTRIBUTIONS TO THE ACT OF MANAGEMENT<br />
DO<br />
THEY SUGGEST FORMALIZED WAYS OF BRINGING ORDER OUT OF<br />
TODAY<br />
CHAOS<br />
SYSTEMS APPROACH RECEIVED A MAJOR IMPETUS SEVERAL<br />
THE<br />
AGO, WHEN SEC OF DEFENSE MAC NAMARA BORROWED SYSTEMS<br />
YEARS<br />
THAT HE USED SUCCESSFULLY AS PRESIDENT OF FORD<br />
PRINCIPLES<br />
APPLIED THEM To THE ARMED SERVICES. THIS SAVED MILLION<br />
AND<br />
DOLLARS RIGHT NOW SYSTEMS HAVE BARELY LEFT THE<br />
OF<br />
PAD ONLY A SMALL PART OF THE ECONOMY HAS BEEN<br />
LAUNCHING<br />
BY THEM THE PUBLICITY HAS OUTSTRIPPED THE RECORD<br />
AFFECIED<br />
SUCCESS.<br />
OF<br />
OF MANY KINDS HAVE BEEN PROVED OUT, SO IT IS<br />
SYSTEMS<br />
KNOWN THAT THEY CAN WORK THE REAL RISKS LIE IN THE WAY<br />
WELL<br />
ARE PLANNED AND USED.<br />
THEY<br />
GILMORE, H A.<br />
1123<br />
USE- KEEP THE LINES OPEN<br />
TELEPHONE<br />
MANAGEMENT, VOL. 29, NO 6, JUNE 1968, 1P<br />
ADMINISTRATIVE<br />
A SMALL OFFICE, EVERY TIME YOU TALK TO AN OPERATOR,<br />
AT<br />
MAY BE TIEING UP A LARGE PERCENTAGE OF THE COMPANIES<br />
YOU<br />
SERVICE IF ONE OPERATOR IS BEING TIED UP AND<br />
ANSWERING<br />
CALL COMES IHROUGH WITH A HOLD WHILE THE SPEAKER IS<br />
ANOTHER<br />
A GREAT PERCENTAGE OF THE ANSWERING SERVICE IS<br />
CONTACTED,<br />
UNAVAILABLE THE OPERATORS DURING HOLD CALLS ARE UNABLE<br />
NOW<br />
PERFORM ANY FUNCTIONAL DUTIES<br />
TO<br />
GILBREATH, V RAY<br />
1124<br />
PROCESSOR- FRIEND OR FOE<br />
INFORMATIUN<br />
MANAGEMENT, VOL 29 NO 6, JUNE 1968, 2P<br />
ADMINISTRATIVE<br />
MUST ESTABLISH AN EFFECTIVE WORKING<br />
MANAGERS<br />
WITH THE PEOPLE WHO SUPPLY THEIR INFORMATION.<br />
RELATIONSHIP<br />
THE INFORMATION PROCESSOR FULFILLS HIS RESPONSIBILITIES,<br />
IF<br />
PROVIDES MANAGERS WITH EVER INCREASINGLY INTELLIGENT<br />
HE<br />
WITH WHICH TO MAKE THEIR DECISIONS<br />
INFORMATION<br />
RESPONSIBILITIES INCLUDE DEVISING THE METHODS BY<br />
THESE<br />
INFORMATION IS COLLECTED PROCESSED, AND DISTRIBUTED<br />
WHICH<br />
ACTIVITIES ARE DELEGATED TO HIM BY MANAGEMENT<br />
THE<br />
ARE OTHER FACTORS WHICH FURTHER COMPOUND ThE<br />
THERE<br />
FOR INTERACTION INFORMATION pROCESSORS RECEIVE<br />
REQUIREMENT<br />
AND THIS GIVES MANAGEMENT THE PRIVILEGE TO<br />
REMUNERATION<br />
WORK TO THEM THE DECISION TO ACCEPT THE<br />
DELEGATE<br />
AND IHE RESPONSIBILITY AND AUTHORITY LIES WITH<br />
REMUNERATION<br />
DATA PROCESSOR<br />
THE<br />
MITZEL, HAROLD<br />
I125<br />
BARRIERS HINDERING COMPUTER ASSISTED INSTRUCTION.<br />
FIVE<br />
MANAGEMENT VOL 29, NO 6 JUNE 1968, 2P<br />
ADMINISTRATIVE<br />
CAI<br />
A$SISIED INSTRUCTION IS GROWING IN IMPORTANCE<br />
COMPUTER<br />
A TRAINING TOOL ONE OF ITS MOST IMPORTANT ASPECTS IS THE<br />
AS<br />
OF THE COMPLTER AS A PREPROGRAMMED CONTROL DEVICE<br />
USE<br />
MULTIPLE DISPLAY WHICH TUTORS THE LEARNER IN<br />
UTILIZING<br />
MATTER CONTENT<br />
SUBJECT<br />
THERE ARE FIVE FAJCR BARRIERS HINDERING THE<br />
TODAY<br />
OF CAI IN THIS FORM THEY ARE- FIRST, A LACK OF<br />
DEVELOPMENT<br />
CONCERNING THE APPROPRIAIE MIX BETWEEN<br />
KNOWLEDGE<br />
INSTRUCTION AND TEACHER-MEDIATED<br />
COMPUTER-MEDIATED<br />
SECOND, A LACK OF COMPATABILITY BETWEEN<br />
INSIRUCTION<br />
SYSTEMS. THIRD, A GAP BETWEEN HARDWARE AND<br />
COMPUTER<br />
FOURTH LACK OF EXPERIENCE INLAND METHODS FOR<br />
SOFTWARE<br />
MEASURES WITH WHICH TO EVALUATE CAI COURSES.<br />
CONSTRUCTING<br />
INORDINATE AMOUNTS OF TIME REQUIRED TO PREPARE<br />
FIFTH<br />
OF INSTRUCTION FOR CAT PRESENTATION<br />
COURSE<br />
SPRAGUEt CHRISTOPHER R. MESS, DAVID N.<br />
1126<br />
AND A NATIONAL DATA BANK<br />
PRIVACY<br />
VOL 60, NO 12. JUNE 1968t<br />
BANKING,<br />
THE PROPOSAL FOR A -NATIONAL DATA SYSTEM- HAS
STRONG CRITICISM. THE CENTER IS INTENDED TO<br />
ENCOUNTERED<br />
INFORMATION ABOUT INDIVIDUALS AND TO PROVIDE<br />
SUPPRESS<br />
INFORMATION ONLY ARGUMENTS IN FAVOR OF THE<br />
STATISTICAL<br />
ARE- ONE, THE GOVERNMENT ALREADY COLLECTS MUCH<br />
CENTER<br />
SECOND, THE DATA WOULD BE INVALUABLE TO THOSE<br />
INFORMATION<br />
WITH PLANNING THIRD, THE SYSTEM WOULD HAVE ADEQUATE<br />
CHARGED<br />
TO PREVENT IS MISUSE<br />
SAFEGUARDS<br />
AGAINST INCLUDE- ONE, TO0 MUCH POWER WOULD BE<br />
ARGUMENTS<br />
IN THE HANDS OF THE CENTERS OPERATORS SECOND, ANY<br />
PLACED<br />
BRUSH WITH THE LAW WOULD FOLLOW A CITIZEN FOR HIS<br />
MINOR<br />
LIFE THIRD, A COMPUTER ERROR COULD PROVE DISASTROUS.<br />
ENTIRE<br />
THIS IS AN INVASION OF AN INDIVIDUALS PRIVACY<br />
FOURTH,<br />
AUTHOR CONCLUDES THAT THE ARGUMENTS AGAINST SUCH A<br />
THE<br />
ARE JUSTIFIED, YET THE ADVANTAGES OUTWEIGH THE<br />
SYSTEM<br />
DISADVANTAGES<br />
GLENNEY, ROBERT G. MACDONALD, BRIAN<br />
II2?<br />
IN RADID-TV COMMUNICATION EQUIPMENT<br />
OCCUPATIONS<br />
MANUFACTURING<br />
MONTHLY LABOR REVIEW VDL 91, NO 6, JUNE I968 2P.<br />
TWO-FIFIHS OF IHE WORKERS IN THE RADIO AND<br />
OVER<br />
COMMUNICATION EQUIPMENT INDUSTRY IN SEPT. 1967<br />
TELEVISION<br />
IN PROFESSIONAL AND WHITE-COLLAR OCCUPATIONS. MORE THAN<br />
WERE<br />
THIRD WERE EMPLOYED IN SKILLED TRADES AND OTHER MANUAL<br />
A<br />
AND ALMOST A FIFTH IN CLERICAL WORK THE<br />
OCCUPATIONS,<br />
WERE IN SERVICE OCCUPATIONS<br />
REMAINDER<br />
EMPLOYMENT IN THE INDUSTRY INCREASED BY 90<br />
TGTAL<br />
FROM 1958-67 FROM 195,000 TO 3TI,000 THIS GROWTH IN<br />
PERCENT<br />
REFLECTS THE EXPANSION IN THE OUTPUT IN THE PAST<br />
TURN,<br />
OF SUCH PRODUCTS AS ELECTRONIC SEARCH AND DETECTION<br />
DECADE<br />
ELECTRONIC NAVIGATION AIDS, AND COMMERCIAL<br />
APPARATUS,<br />
AND MILITARY ELECTRONIC COMMUNICATICN EQUIPMENT<br />
INDUSTRIAL,<br />
SUBSTANTIAL AMOUNT OF RESEARCH AND DEVELOPMENT CARRIED<br />
THE<br />
IN IHE INDUSTRY ACCOUNTS IN GOOD PART FOR THE FACT THAT<br />
ON<br />
PERCENT OF EMPLOYMENT IS IN WHITE-COLLAR OCCUPATIONS<br />
59<br />
MAITLAND, SHERIDAN T<br />
I128<br />
IO URBAN TRANSITION.<br />
RURAL<br />
LABOR REVIEW, VOL 91, NO 6= JUNE 1968, 5P<br />
MONTHLY<br />
PERSONS MAKING THE MOVE FROM FARM TO CITY REMAIN<br />
MOST<br />
THE REGION OF THEIR ORIGIN THE EXCEPTION IS THE SOUTHERN<br />
IN<br />
THE MIGRANT GENERALLY ARRIVING IN THE CITY IS POOR,<br />
NEGRO<br />
MUCH TRAINING OR EDUCATION<br />
WIIHOUI<br />
IS OFTEN IHE VICTIM OF DISCRIMINATION, AND NEEDS<br />
HE<br />
IN ADJUSTING TO CITY LIFE THE MIGRANT ACTUALLY NEEDS<br />
HELP<br />
BEFORE ENTERING THE CITY THE AUTHOR SUGGESTS A PROGRAM<br />
AID,<br />
OFFER CURRENT INFORMATION ON THE EMPLOYMENT<br />
TO<br />
HOUSING= AND SUPPORTIVE SERVICES IN THE<br />
OPPORTUNITIES,<br />
REGION AS WELL AS IN ALL OF THE IMPORTANT RECEIVING<br />
MIGRANIS<br />
AROUND THE COUNTRY THIS SUGGESTS A NATIONWIDE<br />
DENIERS<br />
OF MIGRANT SERVICE CENTERS IN SENDING AND RECEIVING<br />
SYSTEM<br />
THE ACTIVITIES IN SENDING AREAS MIGHT BE<br />
COMMUNITIES<br />
AFTER THE HIGHTLY SUCCESSFUL COUNTY AGRICULTURAL<br />
PATTERNED<br />
SYSTEM.<br />
AGENT<br />
RADIUS, D A<br />
1129<br />
MEASUREMENTS COST ANALYSIS IMPROVED COSTING<br />
WORK<br />
MAGAZINE OF BANK ADMINISTRATION VOL 44, NO 6 JUNE 1968<br />
THE<br />
7P<br />
EVALUATION PRICING OECISIONS<br />
JOB-ANALYSIS<br />
OR UNIT COST CAN INCREASE PROFITS IN TWO WAYS-<br />
SIANDARD<br />
KNOWLEDGE OR COSI PROCEDURES PROVIDE A REALISTIC PRICING<br />
I.<br />
THE CURRENT TREND TOWARD A -STAND ALONE- POLICY<br />
SIRUCIURE.<br />
THIS APPROACH MORE DESIRABLE 2. DETAILED COST<br />
MAKES<br />
PROVIDES INITIATIVE TO IMPROVE PROCEDURES AND THUS<br />
ANALYSIS<br />
COSTS THE ELIMINATION OF INEFFICIENCIES WILL ACCRUE<br />
REDUCE<br />
PROFITS IHERE ARE THREE REQUISITES TO FORMULATING A<br />
EXTRA<br />
STANDARD-COST SYSTEM- TOP-MANAGEMENT SUPPORT AND<br />
WORKING<br />
IS NECESSARY, 2 THERE MUST BE A RESPONSIBILITY<br />
DIRECTION<br />
SYSIEM WHERE EACH MANAGER IS RESPONSIBLE FOR INCOME AND<br />
COST<br />
OF HIS OWN, 3 THERE MUST BE AN ACTIVE WORK<br />
EXPENSES<br />
PROGRAM WHICH IS ACCOMPLISHED BY USE OF BURDEN<br />
MEASUREMENT<br />
AND COMPARISONS TO STANDARD TIMES FOR GIVEN PROCESSES<br />
RAIES<br />
ANONYMOLS<br />
1130<br />
EXECUTIVE WINE QUIZ<br />
THE<br />
MANAGEMENT VOL 34, NO 4, JULY 1968, 4P.<br />
BUSINESS<br />
FUN<br />
FOOD<br />
ARTICLE IS WRITTEN IN THE FORM OF A QUIZ. ITS<br />
THIS<br />
IS TO GIVE THE EXECUTIVE AN INSIGHT INTO THE PROPER<br />
PURPOSE<br />
OF SELECTING WINES<br />
MANNER<br />
IS A GUIDELINE OF THE PROPER TYPES OF WINES THAT<br />
THERE<br />
BE OWNED BY THE JUNIOR EXECUTIVE, MEMBER OF MIDDLE<br />
SHOULD<br />
AND COMPANY PRESIDENT IN CONCLUSION THERE IS A<br />
MANAGEMENT<br />
OF VOCABULARY TERMINALOGY THAT EVERY WINE<br />
LISTING<br />
SHOULD KNOW.<br />
CONNOISSEUR<br />
OONNELL WILLIAM<br />
1111<br />
FUTURE OF EMPLOYEE DEVELOPMENT<br />
THE<br />
JOURNAL VOL. 47, NO 6, JUNE I96B, 3P<br />
PERSONNEL<br />
PERSON WHO WORKS IN THE EMERGING FIELOS OF EMPLOYEE<br />
THE<br />
MUST BE PRIMARILY EMPLOYEE-MINCED, AND MUST VIEW<br />
DEVELOPMENT<br />
HIS PRINCIPAL RESPONSIBILITY HELPING THE EMPLOYEE TO<br />
AS<br />
HIMSELF IT IS EXTREMELY IMPORTANT THAT SUCH A PERSON<br />
BETTER<br />
THAT HE IS IN A STAFF CAPACITY WITHIN HIS OWN<br />
RECOGNIZE<br />
AND THAT HE STANDS IN A PROFESSIONAL<br />
ORGANIZATION<br />
WITH THE INDIVIDUAL HE MUST REFRAIN FROM<br />
RELATIONSHIP<br />
OR JUDGING THE PEOPLE WHO LOOK TO HIM FOR HELP.<br />
DIRECTING<br />
WORKING IN A PROFESSIONAL CAPACITY IN THESE<br />
PERSONS<br />
WILL ACKNOWLEDGE THAT DEVELOPMENT COMPETENCE IS<br />
FIELDS<br />
EXCEPT FOR A RELATIVELY FEW BUSINESS FIRMS THAT ARE<br />
LIMITED.<br />
AWARE OF THE VALUE OF TRAINING THERE IS A TENDENCY<br />
STRONGLY<br />
ORGANIZATIONS TO RELY ON THE EMPLOYEES OWN EFFORTSe OR<br />
FOR<br />
-CONTRACT OUT- THE TRAINING DR HIRE EMPLOYEES FROM OTHER<br />
TD<br />
ORGANIZATIONS<br />
OSTERHAbS, LEO B.<br />
1132<br />
INDUSTRIAL-RELATIONS SYSTEM IN THE HOSPITAL INDUSTRY<br />
THE<br />
JOURNAL ¥OL 47, NO 6t JUNE 1968, 8P<br />
PERSONNEL<br />
BUDGET<br />
VOLUNTARY<br />
OF THE VOLUNTARY, NONPROFIT HOSPITALS ARE NOT<br />
MOST<br />
TO BE IN COMPETITION WITH EACH ETHER. HOWEVER IN<br />
CONSIDERED<br />
SENSE THEY DO COMPETE FOR THE PATIENTS THROUGH BUILDING A<br />
A<br />
FOR SATISFACTORY PATIENT CARE AND GAINING<br />
REPUTATION<br />
OF DOCTORS WHO REFER PATIENTS TC TFE HOSPITAL<br />
ACCEPTANCE<br />
BUDGETARY CONSTRAINTS THAT SURROUND THE HOSPIIAL RANGE<br />
THE<br />
THOSE WITH VERY TIGHT LIMITATIONS TO THOSE WHICH AFFORD<br />
FROM<br />
DISCRETION IN SETTING THE RULES IF THE<br />
CONSIDERABLE<br />
DRAWS A SUBSIDY FRCM THE CITY, STATE OR FEDERAL<br />
HOSPITAL<br />
THE CONSTRAINTS SEEM TO BE TIGHTER<br />
GOVERNMENT,<br />
HOSPITALS TEND TO VARY THE LEVELS OF COMPENSATION,<br />
MOST<br />
PLANS, PROMOTIONS SERVICES, AND AMENITIES<br />
RETIREMENT<br />
WITHIN THE BUDGETARY CONSTRAINTS, AND THE HOSPITAL<br />
DIRECTLY<br />
ORGANIZATIONS AMONG CITY, STATE AND FEDERAL EMPLOYEES<br />
LABOR<br />
TO BE LOBBYING ORGANIZATIONS WHO TRY TO INFLUENCE THE<br />
TEND<br />
OF WORK PACE BY TESTIMONY BEFORE THE BOARDS OR<br />
RULES<br />
BODIES WHO DIVIDE UP THE FUNDS<br />
LEGISLATIVE<br />
BEYER, R<br />
i133<br />
POSITIVE LOOK AT MANAGEMENT INFORMATION SYSTEMS<br />
A<br />
EXECUTIVE VDL 36, NO 6, JUNE 1968, 8P<br />
FINANCIAL<br />
PLANNING<br />
INFORMATION-SYSTEMS HAVE GROWINC PAINS THE<br />
MANAGEMENT<br />
OF DATA NECESSARY TO RUN A BUSINESS TODAY AND THE<br />
VOLUMES<br />
OF COMPUTERS TO PROVIDE THIS DATA MAKES<br />
AVAILABILITY<br />
INCREASED USE OF TOTAL INTEGRATED SYSTEMS THE<br />
IMPERATIVE<br />
GROWIH OF IHE OATA-PROCESSING INDUSTRY IN THE LASI<br />
EXPLOSIVE<br />
YEARS IS BUT ONE INDICATION OF THE GROWTH RATE OF<br />
20<br />
SYSTEMS UNFORTUNATELY, GROWTH AT THIS RATE IS<br />
INTEGRATED<br />
TO OBSCURE BASIC CONCEPTS AND DEFINITIONS, WHICH IN<br />
BOUND<br />
RESULTS IN CONFUSION AND DISAGREEMENT<br />
TURN,<br />
PURPOSE OF INFORMATION SYSTEMS IS TO OBTAIN DATA<br />
THE<br />
FOR EFFICIENT, PROFITABLE OPERATION PROBLEMS<br />
ESSENTIAL<br />
HOW DATA IS TO BE ACCUMULATED AND PRCCESSEO- WHERE<br />
ARISE<br />
IS TO BE- ON CONSIDERATION OR SEGMENTATION ANOTHER<br />
EMPHASIS<br />
IS OVER REACTING TO EVERY LITTLE SALES FLUXUATION<br />
DANGER<br />
FOR A TOTAL INFORMATION SYSTEM MUST BE AT THE<br />
PLANNING<br />
LEVEL OF MANAGEMENT- IT SHOULD BE MANAGERIAL AND<br />
HIGHESl<br />
RAIHER THAN TECHNICAL<br />
ORGANIZATIONAL<br />
ANONYMOUS<br />
1134<br />
RESTLESS YOUNG EXECUTIVES<br />
THOSE<br />
REVIEW, VOL 91, NO i, JULY 1968, 3P<br />
DUNS<br />
MONEY<br />
RECRUIT<br />
NUMBER OF JOB-JUMPERS AMONG THE LOWER ECHELONS OF<br />
THE<br />
IS INCREASING ALL THE TIME THE CONCERN IS FELT<br />
MANGEMENT<br />
ONLY IN INDUSTRY WHERE IT COSTS ABOUT $1,200 TO RECRUIT<br />
NOT<br />
COLLEGE GRADUAIE AND SEVERAL TIMES THAT TO PUT HIM THROUGF<br />
A<br />
TRAINING COURSE, BUT AMONG COLLEGE PLACEMENT OFFICERS.<br />
A<br />
HAVE HARSH THINGS TO SAY ABOUT THE WAY CORPORATE<br />
MANY<br />
ARE SECURING THE CAMPUSES<br />
RECRUITERS<br />
SURVEY OF 200 COMPANIES SHOWS THAT 35 PERCENT OF ALL<br />
A<br />
GRADUATES MOVE ON TD GREENER VOCATIONAL PASTURES<br />
COLLEGE<br />
THE FIRST FIVE YEARS OF EMPLOYMENT. OTHER<br />
WITHIN<br />
THINK IHE KATIE IS CLOSER TO 50 PERCENT<br />
ACADEMICIANS<br />
OF COLRSE IS A FACTOR IN MOST MOVES INCREASES<br />
MONEY,<br />
15 PERCENT ARE NOT UNCOMMON MANY ARE SIMPLY BASED ON<br />
OF<br />
JOB ONE OF THE GREATEST NEEDS COMPANIES ARE FINDING<br />
IHEIR<br />
TO RESHAPE THEIR TRAINING PROGRAM TO GIVE RECRUITS MORE<br />
IS<br />
AND RESPONSIBLE WORK.<br />
MEANINGFUL<br />
BERKWITT, GEORGE<br />
II35<br />
PRINTED WORD- IIS WHATS HAPPENING<br />
THE<br />
REVIEW VOL 92, NO I, JULY 1968,<br />
DUNS<br />
TYPESETTER<br />
NEED FOR THE PRINTED WORD IS GROWING AT A RAPID<br />
THE<br />
IN THE U S. ALONE PAPERBACKS ARE BEING TURNED OUT AT<br />
PACE<br />
RATE OF 1MILLICN A DAY, HARD-COVER BOOKS AT MILLION A<br />
THE<br />
WEEK<br />
WORLDS KNOWLEDGE IS SUPPOSEDLY DOUBLING EVERY EIGHT<br />
THE<br />
ONE-HALF YEARS AND THE PACE IS CONTINUING TO QUICKEN<br />
AND<br />
FEDERAL GOVERNMENT NOW SPENDS ABOUT $7 MILLION A YEAR ON<br />
THE<br />
WHILE THE NATION SPENDS ABOUT $100 BILLICN THIS<br />
PAPERWORK<br />
EXCEEDS lO PERCENT OF THE GNP<br />
WELL<br />
HAS INTRODUCED A NEW ELECTRONIC TYPESETTER IT CAN<br />
IBM<br />
AN ENTIRE NEWSPAPER PAGE IN 30 SECONDS, AND A 300 PAGE<br />
SET<br />
IN LESS THAN IO MINUTES NEW DEVELOPMENTS IN OPTICS<br />
NOVEL<br />
FILM CHEMISTRY ALLOW FOR AS MANY AS 3600 PAGES OF<br />
AND<br />
TO BE REPRODUCED AND STORED ON A POSTCARD-SIZE<br />
DOCUMENTS<br />
FRAME<br />
HOFFMAN, W<br />
II36<br />
PLANNING FOR AUTHORS.<br />
TAX<br />
VOL 46, NO.7, JULY I968, IJP<br />
TAXES<br />
CONSIDERATIONS FOR AUTHORS ARE SIMILAR TO THOSE<br />
TAX<br />
SERVICES AS AN INDEPENDENT CONTRACTOR INCOME AND<br />
RENDERING<br />
ARE DETERMINED BY THE METHOD OF ACCOUNTING USED<br />
EXPENSES<br />
V LOANS- ADVANCES ARE TAXABLE IN THE YEAR<br />
ADVANCES<br />
BUT LOANS ARE NOT TAXED AT ALL CAUTION SHOULD BE<br />
RECEIVED,<br />
HERE AS THE AUTHOR MAY BE ABLE TO SAVE TAXES-<br />
EXERSIZED<br />
THE PENALTY FOR MISHANDLING MAY BE SEVERE<br />
HOWEVER<br />
FALL INTO TWO CATEGORIES- RESEARCH<br />
EXPENDITURES<br />
COST OF ACTUAL PRODUCTION, 3. COPYRIGHT FEESt<br />
COSTS,<br />
OF RIGHTS AND OF OTHERS= 5 CUT WORK AND INDEX<br />
ACQUISITION<br />
OUT-OF-POCKET COST CF PRINTING AND DISTRIBUTION<br />
COSTS,<br />
THESE ARE FULLY DEDUCTABLE OR NCT DEPENDS ON THE<br />
WHETHER<br />
METHOD USED IF THE AUTHOR IS IN BUSINESS TO WANT<br />
ACCOUNTING<br />
PROFIT NO AND SHOULD BE CURRENTLY DEDUCTABLE<br />
FOR<br />
MAY DESIRE INCOME POSTPONEMENT- BY DEFERRED PAY<br />
AUIHORS<br />
DR INSTALLMENT SALES OTHER COMMON PROBLEMS ARE<br />
CONTRACTS<br />
ACCOUNT, RATE RELIEF, RETIREMENT AND ESTATE TAXES<br />
INCOME<br />
ANONYMOUS<br />
1137<br />
PROVING THE -ABLE- IN DISABLED<br />
THEYRE<br />
OF AMERICAN INSURANCE VOL.4, NO i, JAN -FEB 1968,<br />
JOURNAL<br />
4P<br />
PLAY-PRODUCTS PASNCO ABILITIES-INCORPORATED<br />
WORKSHOPS<br />
HANDICAPPED<br />
IMPAIRED PEOPLE HAVE PROVED THEMSELVES<br />
PHYSICALLY
IN -UNSHELTERED-WORKSHDPS<br />
CAPABLE<br />
COMPANIES- COME PLAY PRODUCTS, PARAPLEGICS<br />
THREE<br />
CCMPANY(PASNCC), AND ABILITIES INCORPORATED<br />
MANUFACIURING<br />
SHOWCASES FOR THE HANDICAPPED TO DEMONSTRATE THEIR<br />
ARE<br />
TO PERFORM IN COMPETITION WITH UNIMPAIRED WORKERS.<br />
ABILITY<br />
INbUSTRIAL ATMOSPHERE IS NCRMAL AND THE ONLY CONCESSIONS<br />
THE<br />
HANDICAPS ARE CAREFUL MAICHING OF THE PERSONS ABILITIES<br />
TO<br />
THEIR JOBS, PROVISION DF MODIFIED TDCLS AND WORKBENCHES,<br />
TO<br />
NEEDED AND CONSTRUCTION OF RAMPS AND WIDER DOORS FOR<br />
WHEN<br />
IN ADDITION, ThE SAFETY RECORDS COMPILED BY ALL<br />
WHEELCHAIRS<br />
COMPANIES HAVE BEEN OUTSTANDING<br />
THREE<br />
SUCCESS OF THIS MOVEMENT CAN BE REFLECTED IN THE<br />
THE<br />
OF THE IDEA<br />
SPREAD<br />
ARTHUR H<br />
KURILOFF,<br />
LOOK AT LEADERSHIP POTENTIAL<br />
ANOTHER<br />
REVIEW VCL ST, NO 2, FEB 196B, 4P<br />
MANAGEMENT<br />
CLIMATE<br />
GROUP-CENTERED<br />
TRENDS SEEM TO BE MDV[NG MANAGEMENT MORE AND<br />
CURRENT<br />
TOWARD GROUP-CENTERED LEADERSHIP WHILE BEHAVIORAL<br />
MORE<br />
RESEARCH SHOWS THE HIGH PRODUCTIVITY IS NOT<br />
SCIENCES<br />
RELATED TO ANY SPECIFIC KIND OF LEADERSHIP, IT<br />
NECESSARILY<br />
THAT GROuP-CENTERED LEADERSHIP LEADS NOT ONLY TO<br />
INDICATES<br />
PROOUCTIVITY BUT ALSO TO ORGANIZATIONAL HEALTH<br />
HIGH<br />
IN SOCIAL CLIMATE ARE FORCING THE MANAGER TO<br />
CHANGES<br />
THE INDIVIDUAL AND HIS NEEDS MORE CLOSELY THAN<br />
CONSIDER<br />
THE INDIVIDUALS DIGNITY AND HIS RIGHT TO ACHIEVE HIS<br />
EVER<br />
ARE CENTRAL TO THE PROBLEM OF ORGANIZATIONAL<br />
POTENTIAL<br />
GROUP-CENTERED LEADERSHIP AS A LEADERSHIP STYLE<br />
HEALTH<br />
TO OFFER THE GREATEST POTENTIAL FOR ACHIEVING<br />
SEEMS<br />
EFFECTIVENESS THROUGH PEOPLE<br />
ORGANIZATIONAL<br />
ANONYMOLS<br />
EXECUTIVE SECRETARY<br />
THE<br />
MANAGEMENT REVIEW VCL 57, NO 2, FEB 1968,<br />
EXECUTIVE SECRETARY HAS BEEN CALLED A SENIOR<br />
THE<br />
AMONG SECRETARIES ALTHOUGH SHE MAY TYPE TAKE<br />
STAIESWGMAN<br />
ANSWER TELEPHONES AND PERFORM CHORES FAMILIAR TO<br />
DICTATION,<br />
IN THE SECRETARIAL POGL, AN EXECUTIVE SECRETARY MAY<br />
NOVICES<br />
ATTEND TO A VARIETY OF OTHER TASKS SHE MAY HEAD A<br />
ALSO<br />
OF SUBORDINATE SECRETARIES, PERHAPS EVEN SOMETIMES<br />
STAFF<br />
DIRECTIONS TO VICE-PRESIDENTS, AND MORE OR LESS RUN AN<br />
GIVE<br />
WHEN THE CHIEF IS ABSENT<br />
ORGANIZATION<br />
SECRETARIES REJECT THE NOTIEN THAT THEIR JDBS<br />
TOP-LEVEL<br />
GLAMOROUS THEY STRESS THE HARD WURK INVOLVED THEY<br />
ARE<br />
BE WELL GROOMED WOMEN OF MATURE YEARS WHO HAVE BEEN WITH<br />
TO<br />
BOSSES FOR YEARS AND RISEN WITH THEN THROUGH THE<br />
THEIR<br />
HIERARCHY<br />
CORPORATE<br />
R LEE PYLE, WILLIAM C.<br />
BRUMMET,<br />
FOR HUMAN RESOURCES MAYNOT BE REPRINTED ++'<br />
ACCOUNTING<br />
BUSINESS REVIEW VDL 20, NO 2, MARCH 1968,<br />
MICHIGAN<br />
ACQUISITION REPLACEMENT COST<br />
MEASURING<br />
CURRENT DEVELOPMENTS IN MODERN ORGANIZATIONS<br />
IMPORTANT<br />
THE REFINEMENT OF MEASUREMENT TECHNIQUES AND QUANTITATIVE<br />
IS<br />
WHICH CONTRIBUTE TEA SCIENTIFIC APPROACH TO<br />
ANALYSIS<br />
YET ACCOUNTANTS CONTINUE TO IGNORE ONE OF THE<br />
MANAGEMENT<br />
IMPORTANT RESOURCES OF ANY ORGANIZATION- ITS PEOPLE<br />
MOST<br />
FORTH-RIGHT ATTACK ON THIS PROBLEM IS NOW UNDERWAY<br />
A<br />
EFFORT TO DEVELOP CONCEPTS AND TECHNIQUES BASIC TO HUMAN<br />
AN<br />
ACCOUNTING NEW APPROACHES, NEW VIEWPOINTS, AND<br />
RESOURCES<br />
UNDERSTANDINGS ARE NECESSARY BUT THE POTENTIAL IS GREAT<br />
NEW<br />
FINANCIAL, AND GENERAL MANAGERS ALIKE, ARE<br />
PERSONNEL,<br />
ENTHUSIASTICALLY<br />
REACTING<br />
RESOURCES ACCOUNTING IS THE PROCESS OF<br />
HUMAN<br />
MEASURING, AND COMMUNICATING INFORMATION ABOUT<br />
IDENTIFYING,<br />
RESOURCES TO FACILITATE EFFECTIVE MANAGEMENT WITHIN AN<br />
HUMAN<br />
IN A PARTICULAR CRGANIZATION, IT INVOLVES<br />
ORGANIZATION<br />
OF THE ACQUISIIION COST, REPLACEMENT COST, ANO<br />
MEASUREMENTS<br />
VALUE OF HUMAN RESOURCES, AND THEIR CHANGES.<br />
ECONOMICS<br />
ANCNYMOLS<br />
TWO YEARS<br />
AFTER<br />
OF AMERICAN INSURANCE VOL 44, NO 2, MARCH-APRIL<br />
JOURNAL<br />
4P<br />
1968,<br />
WORKMENS-COMPENSATION<br />
IN 1966 EXCHANGED ITS STATE GOVERNMENT MONOPOLY<br />
OREGON,<br />
WORKMENS COMPENSATION INSURANCE FOR THREE-WAY SYSTEM.<br />
OF<br />
THIS SYSTEM, EMPLOYEES HAVE A CHOICE OF THREE SOURCES<br />
UNDER<br />
PROTECTION- BY PRIVATE INSURANCE CARRIERS, BY<br />
OF<br />
OR BY A STAIR FUND<br />
SELF-INSURANCE,<br />
FEARS OF THE NEW SYSTEM HAVE PROVED UNFOUNDED. TFE<br />
THE<br />
FUND IS FLOURISHING, CLAIMS ARE BEING PAID FASTER, THE<br />
STATE<br />
OF CLAIMS APPEALS HAS DECLINED AND THERE HAS BEEN A<br />
NUMBER<br />
INCREASE IN BENEFITS LEVELS OF 42 PERCENT UNDER<br />
CUMULATIVE<br />
COMPETITION<br />
BENEFITS LEVELS HIGHER THE RATES, CURRENTLY, ARE<br />
WITH<br />
4.6 PERCENT HIGHER THAN WHEN THE COMPETITIVE SYSTEM<br />
ONLY<br />
EFFECTIVE IN 1966 THE NEW COST ADVANTAGES FOR<br />
BECAME<br />
HELP TO OFFSET THIS SMALL RATE INCREASE<br />
EMPLOYERS<br />
J R BULL, W D ALBRIGHT, LEWIS E<br />
GLENNON,<br />
THE BEST USE OF R÷D MANPOWER<br />
MAKING<br />
HORIZONS VOL IT, NE 2, APRIL 1968, 6P<br />
BUSINESS<br />
SELECTION<br />
RESEARCH AND DEVELOPMENT PROJECTS OFFER<br />
INDUSTRIAL<br />
OPPORTUNITIES IN TWO GENERAL AREAS, ONE IN MANAGERIAL<br />
CAREER<br />
SUPERVISORY WORK, THE OTHER IN THE CONDUCT OF RESEARCH<br />
OR<br />
HAS CONSISTENTLY BEEN PLAGUED WITH PROBLEMS RELATED<br />
INDUSTRY<br />
IOENTIFYING THE TYPE OF INDIVIDUAL BEST SUITED FOR EACH<br />
TO<br />
OF WORK<br />
AREA<br />
AUTHORS OF THIS ARTICLE DISCUSSES RECENT RESEARCH<br />
THE<br />
WITH THE PROBLEMS OF INDENTIFYING AND UTILIZING<br />
CONCERNED<br />
SEPARATE PERSONAL PREDISPOSITIONS AND SUGGEST<br />
THESE<br />
FOR OBTAINING INSIGHTS INTO THE CAREER<br />
GUIDELINES<br />
OF THE TECHNICALLY TRAINED INDIVIDUAL<br />
ORIENTATION<br />
METHODS SUCH AS THESE, THE AUTHORS SUGGEST, COUL£<br />
EVALUAIIVE<br />
APPLIED MORE GENERALLY TC DETERMINE THE SUITABILIIY OF A<br />
BE<br />
INDUSTRIAL CAREER FOR A PARTICULAR INSTITUTION<br />
PARTICULAR<br />
ROBERT<br />
FERBER,<br />
185<br />
ROLE OF THE LNIVERSITY IN BUSINESS RESEARCH<br />
THE<br />
HORIZONS VDL ii, NO 2, APRIL 1968, 6P<br />
BUSINESS<br />
AUTHOR QUESTIONS WHETHER UNIVERSITIES ARE NECESSARY<br />
THE<br />
PERPETUATING BUSINESS RESEARCH. HE CONCLUDES THAT THEY<br />
IN<br />
UNDER CERTAIN CONDITIONS AND FOR SPECIFIC KINDS OF<br />
ARE<br />
RESEARCH<br />
THOUGH PRIVATE AND GOVERNMENT AGENCIES HAVE<br />
EVEN<br />
MANY AREAS OF THIS FIELD, THERE ARE VITAL PROJECTS<br />
ENTERED<br />
CAN 8E CARRIED ON ONLY BY UNIVERSITIES FOR EXAMPLE,<br />
THAT<br />
OF THEIR INDIVIDUALISTIC FACILITIES AND SPECIALIZEO<br />
BECAUSE<br />
UNIVERSITIES ARE UNIQUELY QUALIFIED TO DO BASIC<br />
EQUIPMENT<br />
THE AUTHOR EXPLORES SOME ADVANTAGES AND<br />
RESEARCH<br />
OF UNIVERSITIES CONTINUING BUSINESS RESEARCH,<br />
DISADVANTAGES<br />
HE CONCLUDES THAT THEIR ROLE IS IMPORTANT AND SHOULD BE<br />
AND<br />
AND RECOGNIZED<br />
ENCOURAGED<br />
LEV[NE, J<br />
1144<br />
PROFILE HIGH SPEED LINE PRINTER<br />
TECHNOLOGY<br />
DATA SYSTEM, VOL I, NO 3, MAY 1968, 7P<br />
MODERN<br />
ARTICLE PRESENTS A TECHNOLOGY PROFILE COVERING<br />
THIS<br />
LINE PRINTERS THE SIGNIFICANT FEATURE OF A<br />
HIGH-SPEED<br />
PRINTER IS THAT IT GUTPUTS HUMAN-READABLE DATA AT<br />
HIGH-SPEED<br />
VERY HIGH RAIL THIS PROFILE PRESENTS THE DESIGN<br />
A<br />
OPERATING DETAILS AND PERFORMANCE<br />
PRINCIPLES,<br />
TO ENABLE THE SYSTEMS DESIGNER AND USER TO<br />
CHARACTERISTICS<br />
ANO SELECT THE PRINTER MOST SUITED FOR HIS<br />
EVALUATE<br />
APPLICATION<br />
SETS, PRINT MECHANISMS AND PRINT MEDIUMS,<br />
CHARACTER<br />
HAMMERS, PAPER FEED, RIBBON CHAINS ARE DISCUSSED<br />
INCLUDING<br />
ELECTRONICS ANO SYNCHRONIZATION ARE ALSO DESCRIBED<br />
PRINTER<br />
A DISCUSSION OF INTERFACING THE PRINTER TO THE<br />
WIIH<br />
APPLICATIONS, SUCH AS ON-LINE AND OFF-LINE<br />
COMPUTER<br />
AND PRINTER COMMUNICATIONS TERMINALS, CONCLUDE THE<br />
PRINTING<br />
ARTICLE<br />
UFFORD, CHARLES W<br />
1145<br />
EMPLOYMENT MEANINGFUL<br />
MAKING<br />
CONFERENCE BOARC RECORD, VOL 5, NO 5, MAY 1968, 2P<br />
THE<br />
HOLD AND MAKE ASSETS OF THE COLLEGE GRADUATE,<br />
TO<br />
MUST CONSIDER HIS NEEDS AND HOW THEY CAN BE MET<br />
COMPANIES<br />
THERE ARE THREE NEEDS HE NEEDS TO TEST HIMSELF,<br />
BRIEFLY,<br />
WANTS TO GROW, TC PROGRESS, AND MAKE A CONTRIBUTION, AND<br />
HE<br />
WANTS TO FIND SOCIAL WORTH<br />
HE<br />
NEEDS CAN BE FULFILLED ONLY IF HE IS GIVEN A WORK<br />
THESE<br />
IN WHICH THEIR IS PLENIY OF SUBSTANCE THAT IS, NOT<br />
DIET<br />
THEM TOO MUCH, BUT LETTING THEM DO IT BY WAY OF<br />
ORIENTATING<br />
TO FILL THE SECOND NEED, THE EMPLOYEE SHOULD BE<br />
PROJECIS<br />
HARDER WORK TO DO AND AT A CONSTANTLY RISING LEVEL<br />
GIVEN<br />
HE SHOULD RECEIVE TITLE, SALARY, AND STATUS INCREASES<br />
ALSO<br />
ON MERIT. TC MEET THE THIRD NEED THE EMPLOYEE SHOULD<br />
BASED<br />
BE JUST TOLD DF THE PROFIT OF LAST YEAR BUT THE<br />
NOT<br />
AND THE DIFFICULTIES IN REACHING THESE IN THE<br />
OBJECTIVES<br />
THUS, THE WAY TO CHALLENGE THEM IS TO USE THEM TD<br />
COMPANY<br />
FLLL CAPACITY ++MAY NET BE REPRINTED++<br />
THEIR<br />
LEARSON T VINCENT,<br />
1146<br />
A WRLDWIDE CORPORATION MANAGES CHANGE<br />
HOW<br />
REVIEW, VOL 57, NO 5, MAY lOEB, 6P<br />
MANAGEMENT<br />
INNOVATE<br />
MANAGEMENT OF CHANGE IS THE SECRET OF CORPORATE<br />
THE<br />
A BUSINESS MUST INNOVATE AND EXCEL, OR RISK<br />
SURVIVAL<br />
WHETHER IT IS A BLUE-CHIP CORPORATION CR A CORNER<br />
OBLIVION<br />
STORE<br />
THERE ARE FIVE PRINCIPLES THAT MANAGEMENT<br />
SPECIFICALLY,<br />
MASTER IF CHANGE IS NOI TO MASTER MANAGEMENT SOME OF<br />
MUST<br />
SIEPS INCLUDE- GIVE A FREE HAND TO THOSE RESPONSIBLE<br />
THESE<br />
LONG-RANGE SIRAIEGIC PLANNING SPELL OUT A WELL-DEFINED<br />
FOR<br />
PLAN WITH CLEAR DELINEATION OF DLTIES AND<br />
ORCANIZATIONAL<br />
STATE PRECISE OBJECTIVES AND ESTABLISH<br />
RESPONSIBILITIES<br />
MEASUREMENT SYSTEMS TO CHECK PERFORMANCE.<br />
DISCIPLINED<br />
INFORMATION REQUIREMENTS<br />
ESTABLISH<br />
LENKE,<br />
1147<br />
INDEX REPORTING<br />
STATUS<br />
ACCOUNTING, VOL. 49, NO 9, SEE I, MAY 1968, 9P<br />
MANAGEMENT<br />
BUDGETS SCHEOLLE<br />
COSTS<br />
CONCEIVED TO SERVE THE PURPOSES OF PROJECT<br />
ORIGINALLY<br />
THE STATUS INDEX REPORTING PROVIDES A SUMMARY ANO<br />
CONTROL,<br />
OF COSTS, BUOGEES, PROGRESS AND SCHEDULE SINCE<br />
COMBINATION<br />
PINPOINTS WEAK SPOTS AND ALLOWS FOR PROMPT CORRECTIVE<br />
IT<br />
ITS ADOPTION SHOULD BE GIVEN SERIOUS CONSIDERATION<br />
ACTION,<br />
BOTH THE ACCOUkTANT AND THE PROGRAM MANAGER.<br />
BY<br />
INDEX ACCOUNTING MAY BE APPLIED TO CERTAIN<br />
SIATUS<br />
SUCH AS PROJECT MANAGEMENT, DOCUMENTATION,<br />
TASKS,<br />
ENGINEERING ELECIRONICS, SUB-CONTRACTING<br />
ANALYSIS<br />
GUIDENCE AND CONTROL, MARKETING, SYSTEM<br />
PROPULSION,<br />
AND SERVICE.<br />
INTEGRATION<br />
TEAMAN, D<br />
1148<br />
COMPENSATION DESIRES OF MIDOLE-STAFF<br />
SUPPLEMENTARY<br />
MANAGERS<br />
BUSINESS REVIEW, VOL 12, NO I, SPRING L968, 6P.<br />
MARQUEITE<br />
AITRACTING MOTIVATING RETAINING COST-OF-LIVING SALARY<br />
STAFF<br />
MAIN OBJECTIVE OF THIS STUDY WAS TO PROBE INTO THE<br />
THE<br />
AND DESIRES OF MIDDLE-MANAGERS, ESPECIALLY THOSE IN<br />
NEEDS<br />
POSITIONS, IN ORDER THAT A PURPDSEFUL APPROACH MIGHT<br />
STAFF<br />
TAKEN IN DESIGNING A COMPENSATION PROGRAM WHICH WOULD AID<br />
BE<br />
ATTRACTING MOTIVATING, AND RETAINING GOOD PEOPLE IN SUC<br />
IN<br />
THE SURVEY WAS PERFORMED IN THE MILWAUKEE<br />
POSITIONS<br />
AREA<br />
METROPOLITAN<br />
STRONG DESIRE TO MEET CURRENT COST-OF-LIVING<br />
A<br />
WITH SALARY, AND TO USE CASH BONUS AVAILABLE<br />
OBLIGATIONS<br />
EARNED, FOR ESTATE APPRECIATION, WAS THE IMPORTANT THEME<br />
IF<br />
PREFERENCES SHOWED THAT A GOOD TOTAL<br />
THROUGHOUT<br />
PROGRAM SHOULD INCLUDE, AS A MINIMUM, SOME TYPE<br />
COMPENSATION<br />
BONUS, STOCK OR CASH, AND SOME FORM DF PROFIT SHARING<br />
OF<br />
INTERVIEWS BROUGHT OUT A STRONG DESIRE FOR SOME FORM<br />
PLAN<br />
OF ONE-SHOT PAYMENT, ABOVE THE COST-OF-LIVING WAGE, WHICH
BE USED FOR INVESTMENTS CR MAJOR CAPITAL EXPENDITURES<br />
COLLD<br />
MAC DOUGALL, M<br />
1149<br />
INFORMATION WITHIN A COMPANY<br />
DISSEMINATING<br />
ANO PROCEDbRES JOURNAL VGL 19, NO 3, MAY-JUNE L68,<br />
SYSTEMS<br />
5P<br />
AUTHOR DISCUSSES ThE DISSEMINATION OF INFORMATION,<br />
THE<br />
IS, THE FLOW GF INFORMATION FROM THE MANAGERS AND<br />
THAT<br />
AND MANAGEMENT SPECIALISTS TO THE PEOPLE WHO GO THE<br />
PLANNERS<br />
JOBS THAT HELP THE COMPANY ACHIEVE ITS OBJECTIVES<br />
VARIOUS<br />
BASIC RE{UIREMENTS FOR SUCH A SYSIEM INCLUDE-<br />
ThE<br />
ON THE NEED FOR A SYSTEM, ASSIGNING RESPONSIBILITY<br />
DECIDING<br />
PLANNING IT, DETERMINING THE METHOD OF PRESENTING THE<br />
FOR<br />
CODING THE INFORMATION FOR IDENTIFICATION AND<br />
INFORMATION,<br />
RETRIEVAL, AND, PROVIDING THE FACILITY FOR SELECTIVE<br />
EASY<br />
THE SYSTEM MbST BE MADE EFFECTIVE AND<br />
DISSEMINATION<br />
FOR OVERALL USE AND MUST BE KEPT UP TO DATE WITH<br />
FLEXIBLE<br />
RESEARCH AND SURVEYS<br />
CONSTANT<br />
MICHOLSON, C<br />
llSO<br />
DATA BANKS FOR MULTIPLE USES<br />
BUILDING<br />
PROCEDURES JOURNAL VCL 19 NC Bt MAY-JUNE<br />
SYSTEMS<br />
5P<br />
INFORMAIIDN-SYSTEM<br />
INNOVATION<br />
DATA-BANK CONCEPT REPRESENTS AN IMPORTANT<br />
THE<br />
IN IHE EFFECTIVE MANAGEMENT CF STORED COMPUTER<br />
INNOVATION<br />
BEFORE DETERMINING THE SIZE OF A DATA BANK FOR<br />
DATA<br />
USES AND ACCESSES, ONE SHOULD CONSIOER A WIDE RANGE<br />
MULTIPLE<br />
PLANNING AND FILE DESIGN PROBLEMS<br />
CF<br />
ANALYST MbST GATHER AND ANALYZE PERTINENT SYSTEMS<br />
THE<br />
AND MAKE A DECISION ON THE SCOPE OF THE DATA BANK IN<br />
FACTS<br />
OF THE SYSTEMS AREAS IHAT WILL BE INCLUDED IN THE DATA<br />
TERMS<br />
DESIGN HE MUSI SOLVE THE PROBLEM OF WHAT DATA TO<br />
BANK<br />
AND ALSO CONSIDER THE MANNER OF WHICH TEE VARIOUS<br />
RETAIN<br />
OF DATA WILL BE ORGANIZED HE MUST ALSO REVIEW THE<br />
TYPES<br />
OF RETAINED DATA, SECURITY CONTROLS FOR SENSITIVE<br />
PRIORITIES<br />
AND THE FUTURE GROWTH OF THE DATA BANK RESULTING FROM<br />
OAIA<br />
VOLUMES IHE SIZE DF THE DATA BANK MUST BE RELATED<br />
INCREASED<br />
THE STORAGE DEVICES AND TO ACCESS METHODS FOR ENTERING<br />
TO<br />
SELECTING DATA<br />
AND<br />
SVENSON A<br />
1151<br />
FROM THE INFORMAL ORGANIZATION<br />
LESSONS<br />
PROCEDURES JOURNAL VOL 19, NO 3, MAY-JUNE L968<br />
SYSTEMS<br />
4P<br />
SYSTEMS-ANALYST<br />
THE SYSIEMS ANALYSI MAKES ThE REQUIRED<br />
BEFORE<br />
TO THE FAULTY MANAGEMENT SYSTEM, HE SHOULD<br />
ADJUSTMENTS<br />
THE NATURE, STRUCTURE AkD OPERATIONS CF THE INFORMAL<br />
ANALYZE<br />
EXISTING WITHIN THE NETWORK OF THE SYSTEM,<br />
ORGANIZATION<br />
GAINED FROM THE INFORMAL ORGANIZATION WILL PROBABLY<br />
LESSONS<br />
WHY, HOW AND WHERE THE FORMAL ORGANIZATION OF PEOPLE,<br />
REVEAL<br />
AND MEIHOOS HAVE FAILED TO PRODUCE THE PLANNED<br />
RESOURCES<br />
OF THE SYSTEM<br />
OUTPUT<br />
ANALYST WILL LEARN THAT FORBIDDEN INFORMATION<br />
THE<br />
WITH FORBIDDEN KNOWLEDGE AND KNOW-LOW CALL THE<br />
CObPLEO<br />
INTO BEING ThE IFCRMAL ORGANIZATION<br />
INFORMAL-ORGANIZATION<br />
TO CREATE IIS OWN OPERATIONAL DATA IT DOES THIS BY<br />
HAS<br />
FORMALLY RELEASED DATA WITH INFORMATION FROM OTHER<br />
COMBINING<br />
THE ANALYST WILL DISCERN WHEN AND HOW INFORMATION<br />
SOURCES<br />
HAS BEEN REROLTED IN CONTENT AND DIRECTION<br />
TRAVEL<br />
LUNDBERG, C SPRDbLE R<br />
1152<br />
FOR MANAGEMENT DEVELOPMENT- AN EXPLORATORY NOTE<br />
READINESS<br />
MANAGEMENT REVIEWt VOL 101 NO 41 SUMNER 1968<br />
CALIFORNIA<br />
8P.<br />
PSYCHOLOGICAL MODELS<br />
CHANGE<br />
THIS PAPER, THE AUTHORS ACKNOWLEDGE AND ENDORSE ThE<br />
IN<br />
OF MANAGEMENT DEVELOPMENT AS A CHANGE PROCESS<br />
DESIGNATION<br />
ANALYZE THE INITIAL PHASE CF CHANGE IT IS THE AUTHORS<br />
ANO<br />
THAT THIS INITIALt CR UNFREEZING, PHASE IS THAT<br />
THESISt<br />
PERMITS OR PROMOTES PERSONAL CHANGEr OR, CDNVERSELY<br />
WHICH<br />
INHIBITS OR DISTORTS SUCH CHANGE<br />
SERIOUSLY<br />
PSYCHOLOGICAL MODELS ARE DISCUSSED AND THE<br />
VARIOUS<br />
OF MANAGEMENT DEVELOPMENT AND CHANGE WITHIN THE<br />
PHASE<br />
OF THE ORGANIZATIONAL GOAL SYNDROME ARE DELINEATED<br />
CONTEXT<br />
IS THE AUTHORS BELIEF THAT MANAGEMENT DEVELOPMENT<br />
IT<br />
CANNOT BE EFFECTIVE WHICH IGNORE THE UNFREEZING<br />
PROGRAMS<br />
AND THAT THE KEY TO EFFECTIVE IMPLEMENTATION OF<br />
PHASE<br />
AS A DEVELOPMENTAL VEHICHLE RESIDES IN<br />
UNFREEZING<br />
OELEGATION AND NONCOERCIVE GUIDANCE AND<br />
PERMISSIVENESS,<br />
ON THE PART OF MANAGEMENT AND ORGANIZATION<br />
FEEDBACK<br />
GOODMAN R<br />
1153<br />
SYSTEM DIAGRAM OF THE FUNCTIONS OF A MANAGER<br />
A<br />
MANAGEMENT REVIEW VOL 10 NO 4 SUMMER 1968<br />
CALIFORNIA<br />
12PPo<br />
ARTICLE pRESENTS A SYSTEMS DIAGRAM OF MANAGER<br />
THE<br />
PRIMARY PURPOSE OF WHICh IS TO DEVELOP AN INTEGRATING<br />
THE<br />
FOR THE OPERATIONAL SCHOOL OF MANAGEMENT TFEORYo<br />
FRAMEWORK<br />
A CLOSED LOOP FEEOBACK SYSTEM THE FRAMEWORK PRESENTED<br />
AS<br />
THE ABILITY TO FORESEE SECONDARY AND TERTIARY<br />
PROVIDES<br />
RELATIONSHIPS WHICH MIGHT BE OVERLOOKED BY<br />
CAUSE-AND-EFFECT<br />
TECHNIQUES<br />
OTHER<br />
BRIEF EXAMPLE OF THE SYSTEM DIAGRAM AS AN ANALYTICAL<br />
A<br />
IS GIVEN, DESCRIBING THE FRAMEWORK AS IT MIGHT BE<br />
FRAMEWORK<br />
BY THE CHIEF EXECUTIVE OFFICER OF A PULTID[VIS[ON<br />
USED<br />
AS HE FACES A hEW FISCAL YEAR<br />
CORPORATION<br />
HARTER, H LEON<br />
1154<br />
USE OF ORDER STATISTICS IN ESTIMATION.<br />
THE<br />
RESEARCH VOLoIG, NO 4 JULY-AUGUST L968 16P.<br />
OPERATIONS<br />
SURVEY IS GIVEN OF RECENT ADVANCES, INCLLDING A<br />
A<br />
OF ORIGINAL CONTRIBUTIONS BY THE AUTHOR IN THE USE<br />
NUMBER<br />
ORDER STATISTICS TO OBTAIN POINT AND INTERVAL ESTIMATES<br />
OF<br />
THE PARAMETERS OF VARIOUS STATISTICAL POPULATIONS FROM<br />
OF<br />
AND FROM CENSORED SAMFLES IN FEW CASES<br />
COMPLETE<br />
BASED ON ORDER SIAIISTICS ARE THE EFFICIENT<br />
ESTIMATORS<br />
ESTIMATORS BUT MORE OFTEN THEY ARE SUBSTITUTE ESTIMATORS<br />
186<br />
SACRIFICE SOME EFFICIENCY IN ThE INTEREST CF<br />
THAT<br />
SIMPLICITY AND/OR ROBUSTNESS IN THE PRESENCE<br />
COMPUTATIONAL<br />
OUTLIERS A SUMMARY IS GIVEN OF AVAILABLE RESULTS,<br />
OF<br />
WITH A LIST OF REFERENCES AND EXAMPLES OF<br />
TOGETHER<br />
TO SLCh PROBLEMS AS ESTIMATING ThE SCATTER OF<br />
APPLICATIONS<br />
AIMED AT A TARGETS AND THE RELIABILITY CF AN<br />
BULLETS<br />
DEVICE<br />
ELECTRONIC<br />
FORRESTER JAY<br />
1155<br />
DYNAMICS AFTER THE FIRST OECAOE<br />
INDUSTRIAL<br />
SCIENCE VOL 14, NC 7 MARCH ig68 17P<br />
MANAGEMENT<br />
FEEDBACK<br />
DYNAMICS, DESCRIBED AS THE APPLICATION OF<br />
INDUSTRIAL<br />
CONCEPTS TC SOCIAL SYSTEMS, IS EVOLVINC TOWARD A<br />
FEEOBACK<br />
OF SIRUCIbRE IN SYSTEMS AS WELL AS BEING AN APPROACH<br />
THEORY<br />
CORPORATE POLICY DESIGN IN HIGH-ORDER, NONLINEAR<br />
TO<br />
WITH MbLTIPLE LOOPS AND BOTH POSITIVE AND NEGATIVE<br />
SYSTEMS,<br />
ARE FCbND THE MODES CF BEHAVIOR WHICH HAVE BEEN SC<br />
FEEDBACK,<br />
IN MANAGEMENT AND ECONOMICS THE TIME IS AT HAND<br />
PbZZLING<br />
MORE SHARPLY DEFINED CCNCEPTS AND PRINCIPLES CAN FORM<br />
WHE<br />
THROUGH MANAGEMENT EDUCATION TO INTERRELATE THE<br />
CORE<br />
AREAS AND TO MOVE FROM STATIC TE OYAMIC<br />
FUNCTIONAL<br />
OF SYSTEMS TC DO SO SHOULD HELP CLOSE THE GAP<br />
UNDERSTANDING<br />
WHAT THE MANAGEMENT SCHOOL CAN NOW TEACH AND WHAT<br />
BETWEEN<br />
MANAGER MUST UNDERSTAND IF HE IS IO SUCCESSFULLY COPE<br />
THE<br />
THE INCREASING COMPLEXITY OF ObR SOCIETY<br />
WITh<br />
PHILIPFAKIS, A<br />
1156<br />
BASIC CONCEPTS OF A COMPUTER ORIENTED<br />
SIMULATION<br />
IECHNIQUE<br />
BUSINESS BLLLETIN VOL 15 NO 6 JUNE-JULY I968,<br />
ARIZONA<br />
7P<br />
SYSIEMS EXPERIMENTS<br />
MODELS<br />
PURPOSE CF THIS ARTICLE IS TO PRESENT SOME BASIC<br />
ThE<br />
RFLATIhG TC A SET CF COMPUTER ORIENTED TECHNIQUES<br />
CGhCEPIS<br />
COME UNDER ThE HEADING OF SIMULATION SIMbLATICN IS THE<br />
ThAT<br />
OF MODELS OF REAL SYSTEMS AND THE ANALYSIS OF<br />
CONSTRUCTION<br />
MODFLS BY PERFORMING UMERICAL EXPERIMENTS ON A<br />
THESE<br />
THE STRLCTRAL AD OPERATING PROPERTIES OF A<br />
COMPUTER<br />
MODEL ARE DISCUSSED<br />
SIMULATION<br />
MAY BE USEO TC STUDY THE RELATIENSHIPS<br />
SIMULATION<br />
AMONG INTERCONNECTED ELEMENTS IN TEE MODELLED<br />
EXISTING<br />
TO ASCERTAIN THE EFFECT OF CHANGES IN SYSTEM<br />
SYSIEM,<br />
AND IN OPERATING RbLES, AND TO SEEK IMPRGVEO<br />
CONFIGLRATION<br />
OPTIMUM DESIGN CONFIGURATIONS AND OPERATING RULES THE<br />
DR<br />
BETWEEN MATHEMATICAL AND SIMULATION TECHNIGUES, THE<br />
CONTRAST<br />
CONCEPTS EF OPERATIENAL GAMING ANO BUSINESS GAMES<br />
RELATED<br />
SIMLLATION LANGLAGES ARE ALSO DISCUSSED IN THE ARTICLE<br />
ANO<br />
PURCELL<br />
1157<br />
DOWN YOUR EMPLOYMENT BARRIERS<br />
BREAK<br />
BUSINESS REVIEW, VCL 46, NO 4 JULY-ALGUST 1968<br />
HARVARD<br />
12P<br />
BLACK RACIAL URBAN<br />
MINORITY<br />
ARTICLF ADDRESSES ITSELF TO THE PROBLEM OF UNEQUAL<br />
ThE<br />
IN EMPLEYMENT AND THE ALTHDR DESCRIBES THE<br />
CPPORTLNITY<br />
OF THE MORE FORWARD-LOCKING AND RESPONSIBLE<br />
EFFORTS<br />
IN TACKLING ThE PROBLEM DF UNEQUAL EMPLOYMENT<br />
COMPANIES<br />
HE ADOPTS SYSTEMS APPROACH TC MINORITY<br />
EPPORTLNITY<br />
PROBLEMS AD ORGANIZES TEE IDEAS INTO SEVE UNIT<br />
MANPOWER<br />
-POLICY SETTING, POLICY IMPLEMENTATION, RECRUITING,<br />
AREAS<br />
PLACING, TRAINING A PROMOTION, A SEPARATING<br />
SELECTING,<br />
AUTHOR STATES THE PROBLEMS OF THE BLACK ARE LEABINC<br />
IHE<br />
TO RETHINK THEIR GENERAL APPROACH TO THE<br />
MANAGEMENT<br />
OF HUMAN CAREER DEVELOPMENT BUSINESS IS TAKING<br />
MANAGEMENT<br />
DIRECTIONS IN ADDRESSING ITSELF TO THE SOCICCOMMERCIAL<br />
NEW<br />
OF ITS RACIAL AND bRBAN ENVIRbNMENT TEIS ARTICLE<br />
PROBLEMS<br />
OTHER THINGS, DESCRIBES SEVERAL IMAGINATIVE PROGRAMS<br />
AMONG<br />
ADOPTED BY COMPANIES AND THE RESULTS OF SUCH PROGRAMS.<br />
BEING<br />
NOT BE REPRINTED<br />
MAY<br />
KHEMAKHIM, A<br />
ii58<br />
CF MANAGEMENT DECISION BEHAVIOR FUNDS AND INCOME<br />
SIMULATION<br />
ACCOUNTING REVIEW VCL 43, NO 3, JULY 1968, 15P<br />
THE<br />
BUOGFT<br />
USE OF FbNDS STATEMENTS BY OECUSICN-MAKERS AND<br />
THE<br />
INCLUSIONS IN ANNUAL REPORT HAVE GENERATED SOME<br />
THEIR<br />
SHORI-RUN OBJECTIVES MORE OFTEN CONCERN FUNDS<br />
HYPOTHESES-<br />
THAN NET-[CDME, MANAGEMENT CAN UTILIZE FUNDS DATA<br />
RAIHER<br />
THAN INCOME DAIA A HYPOTHETICAL FIRM WAS ESTABLISHED<br />
MORE<br />
SELECTED EXECLTIVES INOEPENDENTLY ASSUMED THE ROLE OF<br />
AND<br />
AND MADE DECISION IN THE AREA OF FINANCIAL<br />
PRESIOENT<br />
POLICIES<br />
SHOW THAT THE FIRST HYPOTHESIS ON DECISION<br />
RESLLTS<br />
IS PROVED THE SECOND HYPOTHESIS WAS ALSO PROVED<br />
BEHAVIOR<br />
ARE SUBJECT TO LIMITATIONS AND CONSTRAINTS IN SUCH<br />
RESULTS<br />
AS- SAMPLE EXECUTIVES, 2 WORKING ENVIRONMENT,<br />
AREAS<br />
4 IFORMATIO, 5 NATURE OF DECISION AND<br />
MOTIVATION,<br />
MAY NOT 8E REPRINTED<br />
OTHERS<br />
LIVINGSTONE,<br />
1159<br />
ALGEBRA AND COST ALLOCATION<br />
MATRIX<br />
ACCOUNTING REVIEW VCL 4, NO JULY L968 6P<br />
THE<br />
SERVICE<br />
USE OF MATRICES FOR COST ALLOCATION HAS BEEN THE<br />
THE<br />
OF SEVERAL ARTICLES THE MODEL MERE IS SIMPLY<br />
SUBJECT<br />
WAY CF EXPRESSING TFE MCOEL BY WILLIAMS, GRIFFIN<br />
ANOTHER<br />
CHbRCHILL<br />
AND<br />
DEPARTMENT COSTS CAN BE ALLOCATED ONLY AFTER<br />
SERVICE<br />
COSTS ALLOCATION BETWEEN SERVICE DEPARTMENTS<br />
RECIPROCAL<br />
OF SERVICE DEPARTMENTS ARE THE TOTAL TO BE<br />
DIRECT-COST<br />
NET SOURCE DEPARIMENT COSTS TO BE ALLOCATED TC<br />
REOISTR[BUTED<br />
DEPARTMENTS<br />
OPERATING<br />
MODELS YIELO THE SAME RESULIS AND TC SHOW THERE IS<br />
BOTH<br />
LNIQLE MODEL A MATHEMATICAL PROOF THAT IS COMPLETELY<br />
A<br />
IS PRESENTED MAY NOT BE REPRINTED<br />
GENERAL<br />
GERSHENFELO, WALTER<br />
If60<br />
AND BARGAINING lh HOSPITALS<br />
ORGANIZATION<br />
LABOR REVIEW VOL 91, NC 7 JULY 1968,<br />
MONIHLY<br />
THE SIZE AND SCOPE OF IHE HOSPITAL INDUSTRY UNDERSCORES
IMPORTANCE DESPITE PROSPECTS FOR CONSIDERABLE CHANGE IN<br />
ITS<br />
TECHNICAL ASPECIS OF MEDICAL CARE, ALL SURVEYS REPORT AN<br />
IHE<br />
OF EMPLOYMENT OPPORTUNITIES IN THE hOSPITAL<br />
EXPANSION<br />
AND THE LIKELIHOOD OF SEVERE SHORIAGE CF<br />
INDUSTRY<br />
QUALIFIED TC FILL HOSPITAL POSITICNS<br />
INDIVIDLALS<br />
THE SINGLE MOST IMPORTANT FACTOR ACCOUNTING<br />
PROBABLY<br />
THE RELATIVE LOW LEVEL CF HOSPITAL ORGANIZATION HAS BEEN<br />
FOR<br />
LACK OF SUPPORTIVE LEGISLATION IN MOST STATES WITH THE<br />
THE<br />
EXCEPTION OF CALIFCRNIA, ORGANIZATION GENERALLY<br />
NOTABLE<br />
LEGISLATION OTHER FACIDRS INCLUDE DIFFICULTY AND<br />
FOLLOWS<br />
IN ORGANIZING HCSPIIAL EMPLOYEES AND LACK OF ONE BIG<br />
EXPENSE<br />
UNION<br />
RAY, JAMES BA[NES, PHILIP W<br />
I161<br />
UNIVERSITY COOPERATION IN PROFESSIONAL TRAINING FOR<br />
STATE<br />
THE CASE OF TEXAS<br />
POBLIC-SERVICE---<br />
PERSONNEL REVIEW VOL 29, O 3, JULY 1968,<br />
PUBLIC<br />
RECRLIIMENT<br />
ADMINISTRATORS<br />
STATES HAVE LAGGED BEHIND NATIONAL AND LOCAL<br />
MANY<br />
IN ENCOURAGING AND RECRUITING PROFESSIONALLY<br />
GOVERNMENT<br />
PUBLIC ADMINISIRATORS TEXAS HAS BEEN ND EXCEPTION<br />
TRAINED<br />
PROBLEM WAS RECOGNIZED IN TEXAS BY BOIH ACADEMICIANS<br />
THIS<br />
STATE ADMINISTRATORS ONE EF THE PROPOSALS TO STIMULATE<br />
AND<br />
PERSONNEL RECRUIIMhNT WAS THE ESTABLISHMENT OF<br />
MANAGEMENT<br />
TEXAS FELLOWSHIP PROGRAM IN PUBLIC ADMINISTRATION<br />
THE<br />
PROGRAM CLCSELY RESEMBLES IN SIRUCTURE AND<br />
ThE<br />
OTHER MASTERS DEGREE PROGRAMS IT DOES REQUIRE AN<br />
OPERATION<br />
TO BE CUMPLETED WHILE THE STUDENT IS IN<br />
INIERNSHIP<br />
THIS HAS BEEN AN EFFECTIVE EDUCATIONAL TECHNIQUE<br />
RESIOENCY<br />
THE M A PROGRAMS THAT REQUIRE INTERNSHIP SERVICEr THE<br />
OF<br />
REbIONAL TRAINING FRDGRAM IS PERHAPS BEST KNOWN<br />
SOLTHERN<br />
THESE PROGRAMS LEAD TO GRADUATE DEGREES IN PUBLIC<br />
BECAUSE<br />
ADINISIRATION<br />
TURNBbLL Ill, AUGUSTUS<br />
1162<br />
SUMMER INTERNS- THE GEORGIA EXPERIENCE<br />
GOVERNMENT<br />
PERSONNEL REVIEW, VOL 29, NC 3, JULY I968,<br />
PUBLIC<br />
RECRUITMENT<br />
I9&B, THE STATE OF GEORGIA INITIATED A SUMMER<br />
IN<br />
PROGRAM IN STATE EDVERNMENT WHICH WAS DESIGNED TO<br />
INIERNSHIP<br />
PRODUCTIVE FROM BOTH THE ACADEMIC AND AGENCY VIEWPOINTS<br />
BE<br />
ARIICLE EXAMINES THE GEORGIA PROGRAM FOR THE BENEFIT OF<br />
THIS<br />
OTHER STATE OR LCCAL GOVERNMENTS WHICH MIGHT BE<br />
THE<br />
IN CREATING AN INTERNSHIP PROGRAM, OR EVALUATING<br />
INTERESTFD<br />
ESTABLISHED PROGRAM IN THE LIGHT OE ANOTHERS EXPERIENCE<br />
AN<br />
DELIBERATELY NARROWS ITS FOCUS TO AN INTENSIVE<br />
IT<br />
OF THE ONE PROGRAM SO THAT ADEQUATE ATTENTION<br />
EXAMINATION<br />
BE GIVEN TO ThE PROBLEMS AND CHALLENGES THAT ARISE IN<br />
MAY<br />
AND ADMINISTERING INTERNSHIPS THE REAL VALUE<br />
ESTABLISHING<br />
THE PROGRAM IS THAT IT HELPED GEORGIA STUDENTS TO IPROVE<br />
OF<br />
UNDERSTANDING OF GOVERNMENT, AND THE STATE AGENCIES TE<br />
THEIR<br />
OLT RESEARCH PROJECTS AND ATTRACT POTENTIAL EMPLOYEES<br />
CARRY<br />
TAYLOR, VERNON R<br />
I163<br />
OF CULTURAL BIAS IN TESTING- AN ACTICN PROGRAM<br />
CONTROL<br />
PFRSDNNEL REVIEW VCL 29, NO 3, JOLT 1968r<br />
PUBLIC<br />
CULTURALLY-FAIR<br />
MINORITY<br />
AUTHOR EXAMINES WHETHER THE MINORITY MEMBERS ARE<br />
ThE<br />
AGAINST BY WRITTEN TESTS THIS RAISES TFE<br />
DISCRIMINATED<br />
IF THESE IESIS CAN EVER BE MADE CULTURALLY FAIRt<br />
ISSOE<br />
OR EVEN ELIMINATED FOR CIVIL SERVICE JOBS<br />
SIMPLIFIED<br />
HAS EMBARKED UPON AN EXTENSIVE PROGRAM TO<br />
CALIFORNIA<br />
ENTRANCE WITH THE STATE SERVICE AS FREE FROM CULIURAL<br />
MAKE<br />
AS POSSIBLE ITS ACHIEVEMENTS, PROBLEMS, AND PROSPECTS<br />
BIAS<br />
EXAMINED, INCLODING A SEARCH FOR ALTERNATIVES<br />
ARE<br />
KIEDER, ALICE<br />
1164<br />
DIFFERENCES IN JOB SEARCH WAGES<br />
RACIAL<br />
LABOR REVIEW VOL 91, NC ?, JULY 1968t 3P<br />
MONTHLY<br />
HARD-CORE ONEMPLDYED BLACK<br />
URBAN<br />
UPHEAVALS IN URBAN AREAS GF THE U HAVE<br />
RECENT<br />
ATTENTION FROM THE BROAP ISSUE CF FMPLCYME,T<br />
SHIFTED<br />
PER SE TC EMERGENCY PROGRAMS OF JOB-CREATION<br />
DISCRIMINATION<br />
THE HARD-CORE tNEMPLOYED SOME THOUGHT MUST BE GIVEN TO<br />
FOR<br />
CONTINUING INEOUITIES BASED DN RATES AT ALL OCCUPATIONAL<br />
THE<br />
THE FACT THAT BLACK PROFESSIONALS AND HARD-CORE<br />
LEVELS<br />
LIVE SIDE BY SIDE RAISES THE POSSIBILITY OF A<br />
ONEMPLCYED<br />
EFFECT AN INCREASE IN WELL BEING OF<br />
DEONSIRATION<br />
NONWHITES THROUGH IMPROVED RELATIVE ICOMES CAN<br />
PROFESSIONAL<br />
AN IMMEDIATE IMPACT OF THE POVERTY GROUP<br />
HAVE<br />
HAVE THUS FAR PAID LITTLE ATTENTION TC ThE<br />
RESEARCHERS<br />
THAT RACIAL DIFFERENCES IN JOB SEARCH MAY PLAY A<br />
POSSIBILITY<br />
IN THE UNEQUAL CISTRIBLTIDN OF JOB OPPORTUNITIES THIS<br />
ROLE<br />
ATTEMPTS TG COMPARE PATTERNS OF JOB SEARCH BY RACE,<br />
ARTICLE<br />
THE CONTRIBUTION CF THIS FACTOR TO RACIAL WAGE<br />
ASSESSING<br />
DIFFERENTIALS<br />
DAY, DONALD J<br />
1165<br />
MEASUREMENT MYTHS AND MANAGEMENT MISCONCEPTIONS<br />
WORK<br />
INSURANCE NEWS, VCL 69 ND 3, JULY 1968, 2P<br />
BESTS<br />
REPORT STAFFING EVALUATION SUPERVISCR<br />
PERFORMANCE<br />
MEASUREMENT MEANS THE ESTABLISHMENT OF ENGINEERED<br />
WCRK<br />
FOR THE WCRK OF INDIVIDUALS OR ThE GROUPS IT ALSO<br />
STANDARDS<br />
A FORMAL PERFORMANCE REPLRT SYSTEM, PREFERABLY ON A<br />
MEANS<br />
BASIS THIS IS NECESSARY TO OBTAIN IMPROVED<br />
WEEKLY<br />
ON A CONTINUING BASIS FROM BOTH EMPLOYEES AND<br />
PERFORMANCE<br />
SUPERVISORS<br />
IS HUMAN NATURE TO RESIST CONTROL IF PEOPLE kERE<br />
IT<br />
FREEDOM OF CHOICE VERY FEW MANAGEMENT MEN OR<br />
ALLOWED<br />
WOULD VOTE TO HAVE A FORMAL WORK MEASUREMENT PLAN<br />
EMPLOYEES<br />
MANY COMPANIES ARE FINDING THAT IT IS A VERY<br />
INSTALLEO<br />
PRACIICE TO ACCEPT THE bSUBSTANTIATEC OPINION CF<br />
FXPENSIVE<br />
SUPERVISOR THAT ALL EMPLCYEES ARE WCRKING AS HARD AS<br />
A<br />
IN UNITS CF FOUR CR MORE PEOPLE WHERE WORK<br />
POSSIBLE<br />
HAS NEVER BEEN USED IT IS OFTEN FOUND THAT WORK<br />
MEASUREMENT<br />
BE SIMPLIFIED, PRODUCTIVITY IMPROVED AND STAFF REOUCE<br />
CAN<br />
ANONYMOUS<br />
1166<br />
ENCYCLOPEDIA CF STAGING TECHNIQUES<br />
THE<br />
MANAGEMENT, VOL 101, NC 2, JULY 15, 1968,<br />
SALES<br />
OPAqUE-PROJECTION MOVIES<br />
MICROPHONES<br />
PRESENTATION TECHNIQUE HAS ITS PARTICULAR QUIRKS<br />
EACH<br />
187<br />
IF IGNORED CAk MAKE OR BREAK A MEETING THIS ARTICLE<br />
THAT,<br />
OF AN ENCYCLOPEDIA CF STAGING TECHNIQUES. NOT ONLY<br />
CONSISIS<br />
THE TECHNIQUES DESCRIBED, BUT IT TELLS WHAT TO 00 TO<br />
ARE<br />
THEM WORK<br />
MAKE<br />
ARE SOUND SYSTEMS AND HOW TO PREVENT FEEDBACK<br />
COVERED<br />
THE USE OF MULTI-MICROPHONES A SERIES CF STAGE TERMS<br />
AND<br />
DEFINEO AND AN OPAQUE PROJECTION TABLE IS INCLUDED<br />
ARE<br />
LISTS THE PROJECTION LENS SIZE AND SIZE OF REQUIRED<br />
THIS<br />
IHE ARTICLE CONCLUDES WITH A THEATER PLANNING GUIDE<br />
SCREEN<br />
PRE-PLANNINGt THE PRESENTATION, AND PEST SHOW THIS IS<br />
FOR<br />
WITH A THEATER CHECKLIST<br />
FOLLOWED<br />
GLbECK, WILLIAM F.<br />
I167<br />
CN T-GROUP EXPERIENCE<br />
REFLECTIONS<br />
JOtRNAL VEL 7, NC 7 JULY L968r 5P<br />
PERSONNEL<br />
TRAINING<br />
SENSITIVITY<br />
DISCUSSION BETWEEN THE PROS AND CONS AS TO THE REAL<br />
THE<br />
DP SENSITIVITY TRAINING WILL CONTINUE FOR MANY YEARS<br />
VALUE<br />
INDISCRIMINATE USE CAN HARDLY BE RECOMMENDED<br />
THE<br />
TRAINING VARIES IN ITS OBJECTIVES AND METHODS<br />
SENSITIVITY<br />
HOST OF IT SEEMS TO SET OUT TO HELP THE PARTICIPANT TO<br />
BUT<br />
SELF INSIGHT AND UNDERSTANDING IMPROVED UNDERSTANDING<br />
CAIN<br />
OTHERS FEELINGS AND ATTIIUDES, AS WELL AS THE<br />
OF<br />
OF GROUP BEHAVIOR AND THE SHARPENING OF<br />
ONDERSTANDING<br />
BEHAVIOR SKILLS<br />
INTERPERSONAL<br />
PURPOSE CF T-GROUP TRAINING IS TO PROVIDE AN<br />
THE<br />
SETTING DN WHICH PARTICIPANTS CAN INTENSIVELY<br />
EXISTENTIAL<br />
AND POSSIBLY REVISE THEIR BASIC VIEWS ABOUT HANS<br />
REVIEW<br />
GROUP-BEHAVIOR AND ROLES AND PROCEDURES NECESSARY<br />
NAIURE.<br />
ACCOMPLISHING TASKS WITh OTHERS THE AUTHOR DESCRIBES<br />
FOR<br />
PROGRAM IN WHICH HE PARTICIPATED AND RECOMMENDS THAT<br />
THE<br />
SHOULD STLDY THE MAIIER CAREFULLY BEFORE INVESTING<br />
COMPANIES<br />
SUCH TRAINING<br />
IN<br />
CENVA, CHARLES Co<br />
II68<br />
THIS ANY WAY TC EVALUATE A TRAINING ACTIVITY<br />
IS<br />
PERSONNEL JOURNAL VCL 47, NEoT JULY 968v<br />
EVALUATION PROGRAM CF IRAINING IN BUSINESS OR<br />
A<br />
IS NOT A SIMPLE PRCCESS NOR IS IT AN EASY TASK IF<br />
INDUSTRY<br />
JOB IS IG BE DONE COMPLETELY THE EVALUATION MUST<br />
THE<br />
WHAT CHANGES HAVE TAKEN PLACE IN THE EMPLOYEE AS<br />
DETERMINE<br />
RESULT OF EXPOSURE TO FXPERIENCES CALLED -TRAINING-<br />
THE<br />
ANALYSIS MUST BE MADE TC DETERMINE IF THE BEST, MOST<br />
AN<br />
TRAINING PROGRAM WAS CONDUCTED A DIAGNOSTIC STUDY<br />
ECONOMIC<br />
TRAINING METHODS AND TECHNIQUES IS IN ORDER TO DETERMINE<br />
OF<br />
OR NOT ORGANIZATIONAL EFFECTIVENESS HAS BEEN<br />
WHETHER<br />
THE AUTHOR OFFERS A MULTI-STEP CHECKLIST WITHIN<br />
ATTAINED<br />
ARTICLE<br />
THE<br />
K[SSELOFF, WILLIAM<br />
1169<br />
TO USE MIXED MEDIA IN EXHIBITS<br />
HOW<br />
MANAGEMENT VOL 101, NE 2 JULY 1968, ?P<br />
SALES<br />
CONVENTION<br />
USE OF MIXED MEDIA HAS RECEIVED AN AURA OF<br />
THE<br />
ABCUT ITo THE AUTHOR EXPLAINS THE DEVELOPMENT<br />
MYSTICLENESS<br />
THE PROCESS AND HOW TO USE IT<br />
OF<br />
ELEMENT IN MIXED MEDIA ADDS A UNIQUE INGREDIENT TC<br />
EACH<br />
OVERALL MIX DEPENOING ON THAT ELEMENTS PHYSICAL<br />
THE<br />
TO SELECT AND UTILIZE PROPERLY THE VARIOUS<br />
PROPERTIES<br />
YOU MUST NDERSTAND WHAT EACH MEDIUM DOES BEST AND<br />
MEDIA,<br />
IT kILL CONTRIBLTE TO THE PARTICULAR COMMUNICATIONS<br />
HOW<br />
AT HAND AS IN DEVELOPING ANY CORPORATE<br />
PROBLEM<br />
VEHICLE. EACH ELEMENT IN MIXED MEDIA MUST BE<br />
COMMUNICATION<br />
DESIGNED ANO ADDRESSED SPECIFICALLY TE COMMUNICATING<br />
WELL<br />
DESIRED MESSAGE<br />
THE<br />
MASON, P<br />
I170<br />
FOR FUNCT[ONAL CCST ANALYSIS<br />
ECP<br />
MAGAZINE OF BANK ADMIEISTRAIION VCL 44 NO 7 JULY 1968,<br />
THE<br />
EVALUATE<br />
COMPUTER-BASED FUNCTIONAL COST-AAALYSIS SYIEM CAN<br />
A<br />
A BANK WITH AN ACCURATE EFFECTIVE TOOL TO DETERMINE<br />
PROVIDE<br />
OF ITS SERVICES PRODUCE A PROFIT, AND WHICH ARE<br />
WHICH<br />
AT A LOSS TO PINPOINT COSTS OF EACH EEPARTMENT WE<br />
CDNOUCTED<br />
APPLIED A SCIENIIFIC SIMULTANEOUS LINEAR ECUATION WHICF<br />
HAVE<br />
IT POSSIBLE TC ACCUMULATE ALL CHARGES. BANK-WIDE, FOR<br />
MAKES<br />
AND ACCURATE APPLICATICN OF CHARGES BETWEEN<br />
SIMULTANEOUS<br />
DEPARTMENTS<br />
HAVE FOUND THAT DISTRIBUTION OF BURDENS BACK TO<br />
WE<br />
CREAIES A MANAGEMENT INTEREST IS HOLDING DOWN<br />
FUNCTIONS<br />
IF BANKS ARE TO BE MANAGED EFFECTIVELY<br />
OVERHEAD<br />
IS MUST<br />
INFORMATION-PROCESSING<br />
SHLLMAN, JOEL<br />
t171<br />
TECHNICAL PAPERS PAY OFF<br />
MAKE<br />
MANAGEMENT, VOL 34. NO #, JULY 196B, 4P<br />
BUSINESS<br />
UTILIZATION PRESENIATIDN<br />
RESEARCh<br />
SCIENTIFIC CR TECHNICAL PAPERS IS MUCH TOE<br />
PRESENTING<br />
AND POTENTIALLY MUCH TO0 PROFITABLE TO BE LEFT<br />
IMPORTANT,<br />
TO SCIENTISTS OR TECHNICIANS IF A TECHNICAL PAPER<br />
STRICTLY<br />
TO DO THE AbTHCR AND COMPANY ANY LASTING GEE0, A<br />
IS<br />
SPECIALIST SHOULD BE CALLEO IN<br />
PRESENTATION<br />
COMPANIES CURRENTLY ARE USING SUCH MEN THIS<br />
LEADING<br />
EXPLAINS WHAT A PRESENTATION SPECIALIST DOES AND HOW<br />
ARTICLE<br />
CAN hELP A COMPANY RETAIN THE LOYALTY AND GCCD WILL OF<br />
HE<br />
PEOPLE<br />
SCIENTIFIC<br />
FORD NEIL M<br />
I172<br />
APPEARANCE AND RESPONSE RATES IN MAIL<br />
QUESTIONNAIRE<br />
SLRVEY<br />
OF ADVERTISING RESEARCH, VOL 8, NC 3t SEPTEMBER<br />
JOURNAL<br />
1968 3P<br />
DF THE MAJER PROBLEMS CF MAIL SURVEYS IS GETTING A<br />
ONE<br />
REPRESENTATIVE RESPONSE COMMON SENSE TELLS US THAT<br />
INITIAL<br />
MAIL QUESTIONAIRE SHOULD BE ATTRACTIVE, EASY TO FILL<br />
THE<br />
AND LEGIBLE. THE STUDY DESCRIBED HERE COMPARES THE<br />
OUT,<br />
RATE FOR A PRINTED, FOLDER-TYPE QUESTIONAIRE WITH<br />
RESPONSE<br />
SIAPLED QUESTIONAIRE WHAT IS BEING TESTED IS<br />
MIMEOGRAPHED,<br />
IF THE IMPROVED APPEARANCE CF THE PRINTED FOLDER-TYPE
IS A FACTOR THAT INCREASES THE NUMBER OF<br />
QUESTIONAIRE<br />
AS WELL AS THE QUALITY DF ANSWERS THE RESULTS<br />
ANSWERS<br />
THAT THE PRINIED, FOLDER-TYPE QUESTIONAIRE UUT-PULLE£<br />
SHOWED<br />
MIMEOGRAPHED, STAPLED ONE HOWEVER, THE DIFFERENCE WAS<br />
THE<br />
SIGNIFICANT ANC DID NOT JUSTIFY THE ADDED EXPENSE<br />
NOT<br />
COOPER, WARREN<br />
1173<br />
COMPUTER -AND SO CAN YOU-<br />
WORK<br />
MANAGEMENT, VOL 29, NO 7, JULY 1968, 3P.<br />
ADMINISTRATIVE<br />
GUIDELINES<br />
OPERATE<br />
THE COMPUTER SYSTEM IS USED TO HANDLE FAIRLY<br />
TODAY<br />
PROBLEMS THEY ARE VERY MUCH A FACT OF LIFE,<br />
SOPHISTICATED<br />
THEY WILL BECOME EVEN MORE SO THE AUTHOR LEARNED FAIRLY<br />
AND<br />
HOW TO OPERATE A COMPUTER IN THIS ARTICLE HE PASSES<br />
QUICKLY<br />
SOME GUIDELINES<br />
ALONG<br />
STLDY INSTRUCTION MANUALS CAREFULLY, DO NOT FEEL<br />
FIRST,<br />
HAVE TO MASIER THEM COMPLETELY ALSO HAVE AS MANY<br />
YOL<br />
OF YOUR DEPARTMENT LEARN TO USE THE SYSTEM AS<br />
MEMBERS<br />
STIMULATE YOUR STAFF TC SEEK NEW WAYS THE SYSTEM<br />
POSSIBLE<br />
HELP. GET THE IDEA THAT INITIALLY YOU WILL SAVE SOME<br />
CAN<br />
WITH THE COMPLTER THIS TIME IS AN INVESTMENT DOCUMENT<br />
TIME<br />
PROGRAM SO THAT EVERYONE KNOWS WHAI IT IS CESIGNED TO<br />
EACH<br />
DO.<br />
ANONYMOUS<br />
117<br />
AGE DISCRIMINATION* EMPLOYMENT PROHIBITED<br />
N<br />
BANKING, VOL 61, ND 1, JULY 19&8, IP<br />
AGE DISCRIMINATION IN EMPLOYMENT ACT APPROVED LAST<br />
THE<br />
BECAME EFFECTIVE ON JLNE 12, 1968 IT APPLIES TO<br />
OECEMBER<br />
AND LABOR ORGANIZATIONS EMPLOYING OR HAVING AS<br />
EMPLOYERS<br />
25 OR MORE PERSONS AND TD EMPLOYMENT AGENCIES<br />
MEMBERS<br />
SUCH EMPLOYERS THIS INCLUDES BANKS AND OTHER<br />
SERVING<br />
INSTITUTIONS, BANKERS ASSOCIATIONS, AND THE LIKE<br />
FINANCIAL<br />
LAW PROMOTES THE EMPLOYMENT OF 45 TO 65 YEAR OLD<br />
THF<br />
AND PROHIBITS ARBITRARY DISCRIMINATION AGAINST THEM<br />
WORKERS<br />
ARE SPELLED OUT IN THE -FEDERAL REGISTER- OF MAY 24,<br />
DEIAILS<br />
INCLUDING A LIST OF PERSONNEL RECORDS TO BE KEPT,<br />
19EU,<br />
FOR POSTING OFFICIAL NOTICES ABOUT THE ACT, AND<br />
REQUIREMENTS<br />
EXPLANATION CF POSSIBLE ADMINISTRATIVE EXCEPTIONS FROM<br />
AN<br />
ACT<br />
THE<br />
ANONYMOUS<br />
1175<br />
CALCULATORS, STRONG, SILENT PARTNERS.'<br />
NEW<br />
MANAGEMENT VCL 29, NO 8, AUG 1968,<br />
AOMINISTRATIVE<br />
TWO-AND-A-HALF TIMES MORE PRINTING CALCULATORS<br />
ABOET<br />
VISUAL DISPLAY MACHINES ARE NOW BEING SOLD IN THE U S<br />
THAN<br />
FACI, THE TREND IS STILL STRONGLY IN FAVOR CF PRINTING<br />
IN<br />
ALIHOLGH THERE WILL ALWAYS BE A DEMAND FOR<br />
CALCULATORS,<br />
MACHINES<br />
VISEAL-TYPE<br />
NUMBER OF ELECIRONIC CALCULATORS ON THE MARKET IS<br />
THE<br />
RAPIDLY ALIMOUGH MORE COSTLY THAN THEIR LESS<br />
GROWING<br />
COUSINS, THE ELECTRONIC MACHINES RACKED UP<br />
SOPHISTICATED<br />
OF BETWEEN $4C AND $50 MILLION IN 1967 THE 1968<br />
SALES<br />
IS EXPECTED TC DOUBLE LAST YEARS<br />
FIGURE<br />
IDDAY, NOT ONLY CALCULATE, BUT THE NEW<br />
CALCULATORS,<br />
ELECTRONIC UNITS CAN BE PROGRAMMED, AND ALSO HAVE THE<br />
MODEL<br />
OF SPEEDILY AND SILENTLY PRINTING OUT PROBLEMS<br />
CAPABILITY<br />
ANSWERS THE ARTICLE CONTAINS A LENGTHY CHART COMPARING<br />
ANC<br />
ROTARY AND PRINTING CALCULATORS<br />
ELECTRONIC,<br />
BEVANS, MARTIN<br />
1176<br />
AIDS SPEED THE MESSAGE<br />
TRAINING<br />
MANAGEMENT VCL 29, NO 8, AUG i968, 9P<br />
ADMINISTRATIVE<br />
VIDEOTAPE MOVIE<br />
BLACKBOARDS<br />
ARE MANY VARIED TOOLS THAT MAY BE ETILIZEO FOR<br />
THERE<br />
ELECTRONIC BLACKBOARDS, PROGRAMMED INSIRUCTION AND<br />
TRAINING<br />
ARE SOME OF ThE NEWER METHODS USED TC MAKE THE<br />
VIDEOTAPE<br />
MESSAGE MORE EXACT AND EASIER TO UNDERSTAND<br />
AUDIO-VISUAL<br />
AIDS SUCH AS MOVIE PROJECTORS ARE ABLE TO<br />
TRADITIONAL<br />
TWO OR MORE DIFFERENT TYPES OF FILM, AND SOME CAN DO IT<br />
SHOW<br />
LIGHTED ROOMS. LCWER PRICES AND PORTABILITY ARE<br />
IN<br />
IN THE NEWER PRODUCTS REVIEWED ARE SLIDE<br />
EMPFASIZED<br />
OVERHEAD PROJECTORS AND VIDEOTAPES<br />
SYSTEMS,<br />
ANONYMOUS<br />
1177<br />
WHAT YOU CAN O0<br />
TRAINING-<br />
MANAGEMENT VCL 2g, NO.B, AUG Ig68,<br />
AOMINISTRATIVE<br />
AGED<br />
MIDDLE<br />
AREA THAT IS SORELY NEGLECTED IS THE TRAINING OR<br />
ONE<br />
OF THE EXECLTIVE IN HIS FIFTIES IHE VAST<br />
RE-TRAINING<br />
RESOURCE OF COMPANIES ALL OVER THE U IS IN LARGE<br />
NATURAL<br />
GOING TO WASTE SOME OF THE OLDER MEN ARE BEING<br />
MEASURE<br />
OTHERS ARE KEPT ON, BUT ARE NOT DOING THE KIND OF<br />
FIRED,<br />
THAT HELPS THEM OR THEIR COMPANY A PROGRAM DESIGNED TC<br />
WORK<br />
THESE MEN WEbLD PAY ALMOST IMMEDIATE DIVIDENDS THEY<br />
TRAIN<br />
INTELLIGENCE, MATURITY AND EXPERIENCE TO A MANAGEMENT<br />
BRING<br />
COURSE.<br />
DEVELOPMENT<br />
FOR COLLEGE STUDENTS, THEY SHOULD HAVE AT LEASI SOME<br />
AS<br />
TRAINING IN THE USE OF COMPUTER THEY SHOULD LEARN TO<br />
BASIC<br />
AND WRIIE COMPETER LANGUAGES AD BE ABLE TO HANDLE EDP<br />
READ<br />
BECAUSE THESE ARE THE SKILLS YOUR COMPANY WILL<br />
SYSTEMS<br />
AND IT IS A LOT CHEAPER FOR THE STUDENTS TO LEARN<br />
NEED,<br />
SKILLS IN SCHCEL INSTEAD OF ON THE JEB.<br />
THESE<br />
BERKWIIT, GEORGE<br />
1178<br />
FORMULA FOR MEASURING EXECUTIVES<br />
A<br />
REVIEW, VOL 95, NO 2, AUGUST 1968, 5P<br />
DUNS<br />
EVALUATION<br />
APPRAISAL<br />
TOP-MANAGEMEnT MAY BE ON ITS WAY TO FINDING A<br />
TODAY<br />
FORMULA FOR MEASURING EXECUTIVES ADMITTEDLY,<br />
FOOLPROOF<br />
EVALUATIEN DF EXECLTIVE PERFORMANCE IS NOT EASY<br />
ACCURATE<br />
FHE BEST OF CIRCUMSTANCES IT IS ONE CF TFE TRICKIEST<br />
UNDER<br />
FACING MANAGEMENT<br />
TASKS<br />
TODAYS MANAGEMENT SPECIALISTS PREDICT THAT<br />
NONETHELESS,<br />
OBJECTIVE APPRAISAL OF FXECUTIVE PERFORMANCE MAY SOON BE<br />
AN<br />
CORPORATE FACT DF LIFE ThEY EVEN EXPECT TO WORK OUT<br />
A<br />
MATHEMETICAL FORMULAS FOR EVALUATION PERHAPS THE<br />
PRECISE<br />
HURDLE OF ALL LEADING TO THE ACHIEVEMENT OF A MORE<br />
BIGGEST<br />
SYSIEM EF MEASURIkG EXECUTIVES IS THE ATTITUDE CF<br />
EQUITABLE<br />
MUCH OF THE CDRPORAIE HIERARCHY ITSELF ALL TCO OFTEN, THOSE<br />
188<br />
THE SECOND AND THIRD ECHELONS CF MANAGEMENT RESIST ANY<br />
IN<br />
AT A SCIENTIFIC APPRAISAL OF THEIR DAY-TO-DAY<br />
ATTEMPT<br />
CCNTRIBLTIONS<br />
OPELKA, GREGORY<br />
llTg<br />
DATA, REPORT FACT, NOT FANCY<br />
NEIGHBORHOOD<br />
AND LOAN NEWS, VOL 89, NC 8, AUGUST 1968, 2P<br />
SAVINGS<br />
MEASURE EVALLATE CEMMUNITY<br />
APPRAISALS<br />
REPORT- HAS TRIED TC IMPRESS EPCN<br />
-APPRAISAL<br />
MANAGEMENT TEAMS THE NEED TO ICORPORATE<br />
SAVINGS-AND-LOAN<br />
ANO MEANINGFUL NEIGHBCRHCOD DATA IkTC THEIR<br />
FACTURAL<br />
THE REASON THIS IS THAT NEIGHBORHOOD ECONOMICS<br />
APPRAISALS<br />
IHE KEY IC EFFECTIVE MORTGAGE LEAN ENDERWRITING,<br />
OFFERS<br />
IN RESIDENTIAL LENDING<br />
ESPECIALLY<br />
MANAGERS, LOAN OFFICERS AND APPRAISERS AGREE WITH<br />
MANY<br />
ADVICE AND MEET THEIR GAILY UNDERWRITING CHALLENGES<br />
THIS<br />
WITH NEIGHBORHOOD ECONOMIC AND TREND DATA<br />
AIMED<br />
AN EFFORT TO SHOW HEW DIFFERENT KINDS OF<br />
IN<br />
OATA REPORTING MIGHT AID THE LENDER, A SERIES<br />
NEIGHBORHOOD<br />
FORMS ARE REPRODLCED TO ALLOW A COMPAR[SCN BETWEEN<br />
OF<br />
TYPES OF APPRAISAL FORMS<br />
SEVERAL<br />
TABAC,<br />
1180<br />
AND FELLOWSHIP GRANTS<br />
SCHOLARSHIPS<br />
TAXES, VOL 46, NC 8, AEGUST 1968 8P<br />
1I?, 1954, PROVIDES FOR THE EXCLUSION OF<br />
SECTION<br />
AND FELLOWSHIP GRANTS FROM GROSS ICOME IN<br />
SCHOLARSHIPS<br />
SECTION II7, MOST COURTS HAVE OVERLOOKED TFE<br />
CONSTREING<br />
DISTINCTION THAT CONGRESS MADE BETWEEN INDIVIDUALS<br />
CRLCIAL<br />
EDUCATION FOR THEIR OWN BEREFIT AND THE PUBLICLY<br />
PURSUING<br />
NON-DEGREE CANEIOATES-EMPLCYEES FOR A CCkTINUINC<br />
AIDED<br />
RELATIONSHIP POLICY IS THAT EXCLUSIEN OOES NOT<br />
EMPLOYMENT<br />
IF THE RECIPIENT RENDERS SERVICES THIS VIEW IS TCO<br />
APPLY<br />
AND NOT WHAT WAS INTENDED<br />
NARROW<br />
CHANGE HAS OCCURRED BECAUSE THE OLD LAW IS STILL<br />
LITTLE<br />
OF THE TRAINING REGULATIONS WHEN THE DECISION IS MACE<br />
PART<br />
ESE IHE NEW LAWS, IN THEIR OWN CONTEXT, GREATER CERTAINTY<br />
TO<br />
BE PROVIDED IN THIS TROUBLESOME AREA<br />
WILL<br />
PATTEN JR THOMAS H<br />
1181<br />
MERIT INCREASES FOR SALARIED EMPLOYEES<br />
FUND<br />
TOPICS, VOL i6, NC 3, SUMMER TO68, lOP<br />
BUSINESS<br />
MOTIVATE<br />
MONEY<br />
AS MOTIVATING FORCE HAS BEEN CF INTEREST TO<br />
MONEY<br />
ANO PRACTITIONERS CF INDUSTRIAL-RELATIONS FOR MANY<br />
STUDENTS<br />
THE PURPOSE OF THIS ARTICLE IS TC CESCRIBE AND<br />
YEARS<br />
THE WAYS IN WHICH MERIT INCREASES ARE FUNDED AND<br />
ANALYZE<br />
FOR PRIMARILY SALARIED NO-UNION EMPLEYEES IN<br />
ALLOCATED<br />
SCALE ORGANIZATIONS<br />
LARGE<br />
LIEU OF VALID AND RELIABLE INFORMATION ABOUT H0W<br />
IN<br />
PERFORM AND HOW TO ALLOCATE MONEY SD THAT THEY ARE<br />
PEOPLE<br />
TO PERFORM AT THE HIGHEST LEVELS GF THEIR ABILITY,<br />
MOTIVATED<br />
HAS FALLEN BACK LPCN ARBITRARY RULES AND NEUTRAL<br />
MANAGEMENT<br />
THAT HAVE AS THEIR BASIC PURPOSES ThE CONTROL OF<br />
MECHANISMS<br />
EXPENSE<br />
SALARY<br />
SICHEL, WERNER<br />
I182<br />
FOR USING RESEARCH RESULTS<br />
POLICY<br />
TOPICS, VOL 16, ND 3, SUMMER 1968, 5P<br />
BESINESS<br />
TECHNOLOGY TRANSFER<br />
UTILIZATION<br />
MAXIMLM PROFITS IS NCT MERELY A FUNCTION OF<br />
ATTAINING<br />
DECISIONS, BUT DF MANY DIFFERENT POLICY<br />
PRICE-QUALITY<br />
INCLLDING THOSE DEALING WITH THE VARIETY OF<br />
DECISIONS<br />
THE ADVERTISING OLTLAY, AND TEE RESEARCH RESULTS<br />
PREDUCTS,<br />
ARTICLE DEALS WITH THE LATTER CNE RESEARCH RESULTS<br />
THIS<br />
RESEARCH RESLLT IS DEFINED AS A NEW PROCUCT OR<br />
A<br />
STEMMING FROM A FIRMS RESEARCH ACTIVITIES, WHICH IS<br />
PROCESS,<br />
SIGNIFICANT ENOUGH ADVANCEMENT TD BE PATENTABLE AND TO<br />
A<br />
EITHER THE INVENTOR-FIRM OR SOME OTHER FIRM TO BE<br />
CAUSE<br />
TO INTROOLCE IT OFTEN, MANAGEMENT WILL DECIDE NOT<br />
WILLING<br />
IMMEDIATELY DEVELOP AND INTRODUCE DR MAYBE NEVER<br />
TO<br />
A RESULT IN THIS REGARD, IT IS IMPORTANT FOR<br />
INTRODUCE<br />
TO RECOGNIZE THE PRINCIPLE THAT WHAT A FIRM HAS TC<br />
MANAGERS<br />
IS NOT MERELY ITS PRODUCT BUT ITS PRGCUCTICN WHICH<br />
SELL<br />
RESEARCH RESULTS MANAGERS ARE ADVISED TO MAXIMIZE<br />
INCLUDES<br />
FROM R+D<br />
RETURNS<br />
GRANT, C 8<br />
1183<br />
GRANTS ENCOURAGE REGIONAL CENTERS, TOTAL SYSTEMS<br />
FEDERAL<br />
PROCESSING, VOL i0, NC 7, JULY 1, 1968, 2P<br />
DATA<br />
DATA-PROCESSING INOVATIVE<br />
EDUCATION<br />
ARTICLE CEALS WITH THE APPLICATIONS AND USES OF<br />
THIS<br />
ELIPMENT AkC TECHNIQUES IN ECUCATIONAL<br />
DATA-PROCESSING<br />
INSIITLTIONS<br />
TO SURVEY CONCUCTED BY THE ASSOCIATION FOR<br />
THANKS<br />
DATA SYSTEMS AND PUBLISFED IN AEOS MONITOR, IT<br />
EDUCATIONAL<br />
POSSIBLE TO IDENTIFY MANY OF THE SCHOOLS EXPERIMENTING<br />
IS<br />
TOTAL-SYSTEMS AND CTHER DATA-PROCESSING APPLICATIONS<br />
WITH<br />
SCHOOLS ARE LISTED IN A THREE-PART REPORT, ESEA TITLE<br />
THESE<br />
INVOLVING USE OF DATA PROCESSING SYSTEMS TITLE<br />
PROJECTS<br />
THE ESEA IS THAT PART WHICH ENCOURAGES EDUCATIONAL<br />
OF<br />
TO COME UP WITH INNOVATIVE, EXEMPLARY, OR<br />
INSTITUTIONS<br />
PROJECTS TD ADVANCE CREATIVITY IN EDUCATION<br />
ADAPTIVE<br />
TO THE ARTICLE THIS ACT HAS ENCOURAGED GREATLY<br />
ACCORDING<br />
PROJECTS THAT ARE TOTAL-SYSTEM ORIENTED<br />
INNOVATIVE<br />
IJIRI, KINARD, J O PUTNEY, F B<br />
1184<br />
FOR BUDGET FORECASTING AND OPERATING PERFORMANCE<br />
SYSTEM<br />
OF ACCOUNTING RESEARCH VDL 6, ND 1, SPRING 196B,<br />
JOERNAL<br />
28P<br />
IN FORECASTING PRODUCTION CAN RESULT IN<br />
INACCURACY<br />
COST KNOWN AS FORECASTING DISPLACEMENT CST, INCLUDING<br />
ADDED<br />
OPPORTUNITY AND ACTUAL COSTS OVERESTIMATION CAN MEAN<br />
BOTH<br />
COSTS FOR EXCESS PRODECTION CAPACITY, SPOILED<br />
ADDED<br />
OR INVENTORY CARRYING CDSTS UNDERESTIMATION MAY<br />
INVENTORY,<br />
IN LOST SALES, EMERGENCY PRODUCTION, CR PURCHASES AT<br />
RESULT<br />
COST<br />
EXTRA<br />
FORECASTS ARE MADE BY OPERATING PERSONNEL, SUCH AS<br />
WHEN<br />
SALESMEN, AN INCENTIVE SYSTEM PROVIDING COST<br />
INDIVIDUAL<br />
FOR MISESTIMATION CA SAVE THE FIRM MONEY ThE<br />
PENALTIES
OF DEFENSE EMPLOYS A SIMILAR SYSTEM WITH<br />
DEPARTMENT<br />
THE AUTHOR DEMONSTRATES INCENTIVE PLANS BY<br />
CONTRACTORS<br />
IN TERMS CF ESTIMATICN IN COST, DAYS, AND QUALITY<br />
EQUATIONS<br />
EXTENSIVE LISI CF BUDGETING LITERATURE IS APPENDED<br />
AN<br />
JANGER, ALLEN R<br />
1185<br />
THE HIGH SCHCCL DROPOUT<br />
EMPLOYING<br />
THE CONFERENCE BOARC RECORD, VCL 5 ND 8, AUGUST 1968<br />
NEGROES<br />
1962 THE EQUITABLE LIFE ASSURANCE SOCIETY IN NEW<br />
SINCE<br />
CIIY HAS BEEN RUNNING VARIOUS PROGRAMS WITh THE AIM CF<br />
YORK<br />
YOUNG HIGh-SCHOOL DRCPOETS, ESPECIALLY THOSE FROM<br />
EMPLOYING<br />
GHETTOS SOME OF THE METHODS INCLUDED A COLNSELOR TO<br />
THE<br />
WITH THE DROPCUTS ENCCURAGEMENT AND UNDERSTANDING FROM<br />
WORK<br />
PROJECT TRAINING-SESSIONS, CLASSES INSTRUCTED<br />
SUPERVISORS,<br />
NEGRCES WHICH hOLLO LEAD TC HIGH-SCHOOL DIPLOMAS OR AN<br />
BY<br />
CERTIFICATE AND SPECIAL COURSES TO FURTHER<br />
EQLIVALENT<br />
MANY OF THESE INTERVENTIONS HAVE PROVEN<br />
PROMOTION<br />
AND FURTHER IMPROVEMENTS TOWARDS THIS PROGRAM<br />
SUCCESSFUL,<br />
BEING INITIATED CONTINUALLY MAY NOT BE REPRINTED<br />
ARE<br />
BAEHR, MELANY WILLIAMS, GLENN<br />
1186<br />
OF SALES FROM PERSONAL BACKGROUND DATA<br />
PREDICTION<br />
OF APPLIED PSYCHOLOGY, VDL 52, NO 2, APRIL<br />
JOLRNAL<br />
FACTOR-SCORE<br />
VALIDITY STUDY WAS MADE CF THE SCORES OF<br />
CONCURRENT<br />
SALESMEN ANG 16 DISTRICT MANAGERS ON 15 PERSONAL<br />
210<br />
D[MENSICNS IOENTIFIEC PREVIOUSLY BY FACTOR<br />
BACKGROCND<br />
DIFFERENCES BETWEEN FACTOR-SCORE MEANS FOR THE<br />
ANALYSIS<br />
ANb SALES GROUPS AND FOR THE UPPER-AND LOWER-RATED<br />
MANAGER<br />
GROUPS WERE SIGNIFICANT FOR THE FACTORS FINANCIAL<br />
SALES<br />
EARLY FAMILY RESPCNSIBILITY, AND STABILITY<br />
RESPONSIBILITY,<br />
ANALYSES OF THE FACTOR SCORES AGAINST<br />
MULTIPLE-REGRESSION<br />
OF CRITERION MEASURES CF ON-THE-JOB BEHAVIOR YIELDED<br />
EACH<br />
OF 42, 50, AND 36 FOR THE MAJOR CRIIERIA<br />
CORRELATIONS<br />
OVERALL PERFLRMANCE AND MEAN AND MAXIMUM SALES VOLUME<br />
CF<br />
ThE CRITERIA ROUTE DIFFICULTY AND TENURE CAVE<br />
RANK<br />
OF .27 AND 30 INTERPRETATION OF THE<br />
CORRELATIONS<br />
FACTORS IN THESE ANALYSES INDICATES ThE<br />
HIGHEST-WEIGHTED<br />
DYANMIC RELATIONSHIPS BETWEEN PERSONAL BACKGROUND<br />
LOGICAL,<br />
JOB BEHAVIOR MAY NCl BE REPRINTED<br />
AND<br />
COWLES, ARTHUR W<br />
1187<br />
AND NEGRO LEADERS WEIGH THEIR CURRENT CONCERNS<br />
BUSINESSMEN<br />
IHE CONFERENCE BOARD RECORD VOL 5, NO.?, JULY 1968, 3P<br />
ARE EIGHT OPPORTLNITIES FOR THE UNDERSTANDING AND<br />
THERE<br />
IN TACKLING COMMON PROBLEMS INSTEAD OF<br />
PROGRESS<br />
ON THE EXTENT AND VARIETY OF THE PROBLEMS<br />
CONCENIRATION<br />
WHICH WAS DONE ALL TOO MUCH IN THE PAST THEY<br />
THEMSELVES,<br />
AS FOLLOWS- BUSINESS CAN COMMUNICATE TFE NEED FOR<br />
ARE<br />
AND CONSTRUCTION ACTION, IT CAN TAKE A<br />
PARTICIPATION<br />
ROLE IN RE-EXAMINING PRICRIIIES, 3 BUSINESS CAN<br />
LEADING<br />
IT LIKE IT IS, 4 BUSINESS CAN ALSO APPLY ITS OWN<br />
TELL<br />
OF EFFICIENCY MEASUREMENT AND CORRECTIVE ACTION TO<br />
METHODS<br />
IT CAN UTILIZE ITS OWN STANOARDS IN EVALUATING<br />
WELFARE,<br />
EFFICIENCY CF EDUCATIONAL PERFORMANCE, 6 IT CAN LOBBY<br />
THE<br />
EFFECTIVELY FOR SOCIAL CHANCE AND LEGISLATION AS IT DOES<br />
AS<br />
BUSINESS -RELATED LEGISLATION-, ? BUSINESS CAN CREATE<br />
FOR<br />
NOW, BUSINESS CAN ALSC SUPPORT AND ENCOURAGE NEGRO<br />
JOBS<br />
MAY NOT BE REPRINTED<br />
ENTREPRENEURSHIP<br />
FELD, BARBARA<br />
1188<br />
SUBEMPLOYMENT INDEX- A NEW MEASURE<br />
THE<br />
CONFERENCE BOARD RECORD VCL 5, NO 7, JLLY 1968,<br />
THE<br />
UNDEREMPLCYMENT EMPLOYMENT<br />
UNEMPLOYED<br />
NOVEMBER OF 1966, THE OEPARTMENT OF LABOR, AS A PART<br />
IN<br />
AN INVESTIGATION CONDUCTED STUOIES IN AREAS WHICH<br />
OF<br />
MUCH ECONOMIC HARDSHIP- THE SLUMS OF THE CITIES.<br />
CONIAINED<br />
A RESULT OF THE INFORMATION GATHERED IN THESE STUDIES<br />
AS<br />
RATE CAME INTO BEING CALLED THE SUBEMPLOYMENT RATE TFIS<br />
NEW<br />
RATE, SUBEMPLOYMENT RATE, INCLUDES NOT ONLY- PERSONS<br />
NEW<br />
ACCORDING TO THE CONVENTIONAL DEFINITION OF THE<br />
UNEMPLOYED<br />
BLT ALSO, 2 THOSE PECPLE WORKING PART-TIME BUT<br />
TERM<br />
FULL-TIME WCRK, HEADS OF HDUSEHCLDS AND OTHER<br />
WANIING<br />
UNDER 65 WORKING FULL-TIMF BUT EARNING POVERTy<br />
MEMBERS<br />
HALF CF IHE MEN 2C TC 64 YEARS OF AGE AND OUT OF<br />
WAGES,<br />
LABOR FORCE, AN ESTIMATE EF THE MEN ASSUMED LIVING IN<br />
THE<br />
AREA AND BELONGING TO CNE OF THE FOUR OTHER CROUPS, BUT<br />
AN<br />
NOT BE FOUND MAY NOT BE REPRINTED<br />
COULO<br />
WALKER, JAMES W<br />
1189<br />
IN MANPOWER MANAGEMENT RESEARCH<br />
TRENDS<br />
HORIZONS, VCL 11, NO 4, AUGUST 1968, lOP<br />
BUSINESS<br />
VARIETY OF CRUCIAL PROBLEMS CONFRONT MANPOWER<br />
A<br />
MANAGERS, FOR EXAMPLE, MUST DEFINE AND EVALUATE<br />
MANAGEMENT<br />
EMPLOYEE PERFORMANCE AND DETERMINE TEE EFFECTS OF<br />
SUCCESSFUL<br />
PROGRAMS ON EMPLOYEE BEHAVIOR EFFECTIVE<br />
TRAINING<br />
PROGRAMS MUST BE APPLIED TO ACTUAL PRACTICE<br />
COMPENSATION<br />
FIELD OF MANPOWER MANAGEMENT IS CONFRONTED WITH DISPUTE<br />
THE<br />
SUCH ISSUES WHICH HAVE MAINLY BEEN RESEARCFED IN AN<br />
OF<br />
ANO UNSYSTEMATIC FASHION THIS ARTICLE OFFERS<br />
UNINTEGRATED<br />
EXPLANATION OF BASIC CONCEPTS WITHIN THESE MANPOWER<br />
AN<br />
RESPCNSIBILITIES AND A DISCUSSION CF IMPORTANT<br />
MANAGEMENT<br />
ISSUES EVALEATING INVESTIGATION BY CORPORATE<br />
CURRENT<br />
RESEARCHERS<br />
MAYER CHARLES<br />
I190<br />
CCMPbTOR SYSTEM FOR CONTRCLLING INTERVIEWER COSTS<br />
A<br />
OF MARKETING RESEARCH, VOL 5, NO 3, AUGUST 1968,<br />
JOLRNAL<br />
7PP<br />
SURVEY<br />
TRADITIONAL METHOD CF EVALUATING INTERVIEWER COST<br />
THE<br />
BY COST PER INTERVIEW IS INCOMPLETE AND<br />
PERFORMANCE<br />
UNJUST A COMPUTOR ANALYSIS DF INPUTS SUPPLIED<br />
POTENTIALLY<br />
INTERVIEWERS PROVIDES A SET CF MANAGEMENT STATISTICS THAT<br />
BY<br />
REASONS FOR HIGH-COST INTERVIEWER PERFORMANCE THIS<br />
EXPLAINS<br />
DESCRIBES AN INTERVIEWER COST CONTROL SYSTEM USED<br />
ARIICLE<br />
A LARGE REPETITIVE STUDY OF APPLIANCE PURCHASES<br />
FOR<br />
CONDUCIED BY AUDITS CF GREAT BRITAIN, LIMITED<br />
189<br />
SYSTEM DESCRIBED IS A STEP TDWARO BUILDING AN<br />
THE<br />
MANAGEMENT INFORMATION-SYSTEM FOR A MARKET-RESEARCF<br />
INTERNAL<br />
ThE COMPUTOR WILL NOT REPLACE PEOPLE BUT WILL ONLY<br />
FIRM<br />
MUCH OF THE TEDIOUS WORK HANDLFD BY FIELD<br />
AUTOMATE<br />
MAY NOT BE REPRINTED<br />
DEPARTMENTS<br />
SCHAFER, CHARLES LOLLS<br />
1191<br />
SEMINARS TURN PAPERS INTO PRESENTATIONS.'<br />
SPEAKERS<br />
MANAGEMENT, PART II SEPT. 15, 1968, 5PP.<br />
SALES<br />
TRANSFER<br />
TECHNOLOGY<br />
PERRY WAS RECENTLY ASKED BY THE JOINT COMPUTOR<br />
BOB<br />
TO HELP PREPARE A ONE DAY SEMINAR TC HELP<br />
CONFERENCES<br />
DEVELOP GCCD TECHNIQUES FOR ORAL AND VISUAL<br />
SPEAKERS<br />
OF TECHNICAL PAPERS TOO OFTEN SPEAKERS RUSH<br />
PRESENIATION<br />
THEIR REPORTS OR READ THEM WITH LITTLE R NO EYE<br />
THROUGH<br />
CONTACT<br />
USES ENGINEERING TERMS TO DESCRIBE<br />
PERRY<br />
OF PRESENTATION AND WORKING RELATIONSHIPS<br />
CHARACTERISTICS<br />
SPEAKERS AND AUDIENCES HE FEELS THAT THE MAJOR<br />
BETWEEN<br />
OF IHE TRANSFER OF KNOWLEDGE IS SELECTIVITY,<br />
ELEMENTS<br />
RECOGNITION CF EVALUATION OF EXPERTISE AND<br />
UNOERSIANDING,<br />
OF FEEDBACK<br />
EXCHANGE<br />
GYLLENHAAL, HUGH A<br />
1192<br />
IC MEETING SIYLES, GROUPS AND METHODS<br />
GUIDE<br />
MANAGEMENT, PART II SEPT 15, 1968, 5PP<br />
SALES<br />
CONFERENCES<br />
WORKSHOPS<br />
VARIETY OF NEW TECHNIQUES HAVE RECENTLY COME OUT FOR<br />
A<br />
HOWEVER, MUCH CONFUSSION HAS ARISEN BECAUSE OF AN<br />
MEETINGS<br />
ON THESE NEW TECHNIQUES MANY HAVE BEEN PUT TG<br />
OVEREMPFASIS<br />
ALL MEEIING PROBLEMS RATHER THAN FOR THGSE THAT THEY<br />
SOLVING<br />
INTENDED<br />
WERE<br />
ARTICLE HAS DEVELCPED A LIST WHERE THE METHOD, ITS<br />
THIS<br />
AND ITS FEAIURES ARE LISTED FOR INSTANCE, A PANEL<br />
PURPOSE,<br />
INFORMATION, OFTEN CONTROVERSIAL, FROM SEVERAL<br />
PRESENTS<br />
OF VIEW A PANEL FEATURES MEMBERS STATING THEIR VIEWS<br />
POINTS<br />
DISCUSSION IS HELD WITH ONE ANOTHER PANEL MEMBERS<br />
AND<br />
REHEARSE BRIEFLY<br />
USLALLY<br />
LIMP[IT, GORDON<br />
1193<br />
TASK [S TO COORDINATE INFORMATION<br />
MAJOR<br />
MANAGEMENT, PART II, SEPTEMBER, 1968 8P<br />
SALES<br />
TRAIN CHANGE ATTITUDE<br />
COMMUNICATE<br />
GORDON LIPPITT, PRCFESSOR AT GEORGE WASHINGTON<br />
DR<br />
STRESSED THE IMPORTANCE OF INFORMATION<br />
UNIVERSITY,<br />
WHEN PLANNING MEETING DR LIPPITT ALSO<br />
COORDINATION<br />
THAT INFORMATION MLSI BE SYNTHESIZED AO TESIEO<br />
STRESSED<br />
KINDS OF GOALS WERE MENTIONED IN MEETING<br />
IHREE<br />
FIRST, WHERE ARE YOU TRYING TO COMMUNICATE<br />
PLANNING<br />
AND HAVE THE PEOPLE ACQUIRE KNOWLEDGE SECONDLY,<br />
INFORMAIION<br />
YOUR PURPOSE IS THE ACQUIRING OF SKILLS BY THOSE<br />
WHERE<br />
SO THEY WILL BE ABLE TO DO IT. FINALLY WHERE YOUR<br />
AITENDING<br />
AIM IS TO CHANGE ATTITUDES FURTHER EXAMPLES WERE<br />
MAJOR<br />
AS TO THE IMPORTANCE CF ACCURATE INFORMATION IN<br />
CITED<br />
PLANNING COMMENTS FROM THE AUDIENCE AT THE WORKSHDE<br />
MEETING<br />
SALES MEETING PLANNERS AND SOME OF LIPPITTS RESPONSES<br />
FOR<br />
LISTED IN THE FINAL STAGE OF THE ARTICLE<br />
WERE<br />
MOORE MICHAEL R<br />
I194<br />
IN PLANNING AN EDP INSTALLATION<br />
PITFALLS<br />
SERVICES VOL 5, NO 5, SEPTEMBER-OCTOBER, I968<br />
MANAGEMENT<br />
8PP<br />
PROBLEMS ASSOCIATEG WITH THE CONVERSION TC EDP<br />
COMMON<br />
CAN BE MINIMIZED BY A PLANNED, CONTROLLED<br />
SYSTEMS<br />
APPROACH TO THE OESIGN AND INSTALLATION PROCESS<br />
SYSTEMATIC<br />
MUST BE INVOLVED FROM THE BEGINNING WITH<br />
MANAGEMENT<br />
SPECIFIED INFORMATION REQUIREMENTS, AND CONTROL<br />
CAREFULLY<br />
BE VESTEO AT A RELATIVELY HIGH EXECUTIVE LEVEL<br />
SHOULD<br />
OF THE MOST COMMON PITFALLS IN THE DESIGN AND<br />
SOME<br />
OF EDP SYSTEMS ARE A LACK OF COMMUNICATION<br />
INSIALLATION<br />
THE USERS AND THE PROGRAMERS UNWILLINGNESS OF<br />
BETWEEN<br />
TO HIRE SYSTEMS SPECIALISTS, AND INADEQUATE<br />
MANAGEMENT<br />
TESTING AND DOCLMENTATICN AS THE SYSTEM IS BEING<br />
MONITORING<br />
OPERATIVE ABOVE ALL CRASH PROGRAMS SHOULD BE AVOIDED,<br />
MADE<br />
THEY CAN MEAN NOT ONLY POOR OUTPUT TEMPORARILY, BUT<br />
SINCE<br />
MISLSE OF THE WHCLE SYSTEM<br />
THE<br />
ARNCT JOHAN<br />
[195<br />
PROCESSES IN WORD OF MOUTH<br />
SELECTIVE<br />
OF ADVERTISING RESEARCH, VOL 8, NO 3 SEPTEMBER<br />
JOLRNAL<br />
4PP<br />
1968,<br />
COMMUNICATIEN<br />
INFCRMAL<br />
COMMUNICATION IS OFTEN A MORE IMPORTANT SOURCE<br />
INFORMAL<br />
INFORMATION FOR THE CONSUMER THAN ARE THE MASS MEDIA ThE<br />
OF<br />
RELATED IN THIS ARTICLE WAS DESICNED TO EXPLORE THE<br />
STLDY<br />
OF WORD OF MOUTH COMMUNICATICN IN THE DIFFUSION OF A<br />
ROLE<br />
FOOD PRODUCT<br />
NEW<br />
OF MOLTH SEEMED TC REINFORCE EXISTINC TENDENCIES<br />
WORD<br />
BUY NEW PRODLCTS CONTRARY TO EXPECTATIONS, THE GROUPS<br />
TO<br />
PREDISPOSED TO BUY APPEARED TO BE LEASI AFFECTED BY<br />
MOST<br />
OF MOUTH. IN OTHER WORDS, ENCE THE PREDISPOSITIONS ARE<br />
WORD<br />
ENOUGH, FAVORABLE WORD CF MOUTH IS NOT NEEDED<br />
STRONG<br />
FULIN, CHARLES<br />
I19b<br />
OF CHANGES IN JOB SATISFACTION ON EMPLOYEE TURNOVER<br />
EFFECT<br />
OF APPLIED PSYCHOLOGY, VOL 52, NO.2, APRIL 1968, 5P<br />
JOURNAL<br />
CLERICAL<br />
FEMALE<br />
RESULTS OF A PROGRAM OESIGNEO TO INCREASE THE JOB<br />
THE<br />
AND OECREASE TEE TURNOVER RATE AMONG A LARGE<br />
SATISFACTION<br />
OF FEMALE CLERICAL WORKERS ARE PRESENTEO RESULTS<br />
GRCUP<br />
THAT LEVELS OF SATISFACTION WERE INCREASEO WITH<br />
INDICATED<br />
LARGEST INCREASES OCCURRING IN THE SATISFACTION<br />
THE<br />
STRESSED IN ThE PROGRAM A SIGNIFICANT DECREASE IN<br />
VARIABLES<br />
(FROM 30 PERCENT TC 12 PERCENT) WAS ALSO OBSERVED<br />
TURNOVER<br />
ALTERNATIVE EXPLANATIONS FOR INCREASED SATISFACTION<br />
SEVERAL<br />
DECREASED TLRNOVER WERE CONSIDERED DUE TO THE LACK OF A<br />
AND<br />
ADEQUATE CONTROL GROUP, NONE WAS CCNSIOEREO<br />
COMPLETELY<br />
TO EXPLAIN THE PARTICULAR PAITERN OF RESULTS<br />
ADEQUATE<br />
++MAY NOT BE REPRINTED÷+<br />
OBTAINED<br />
KATZELL, MILDRED<br />
1197<br />
EXPECTATIONS AND DROPOUTS IN SCHOOLS OF NURSING
JOURNAL OF APPLIED PSYCHOLOGY, VDL 52, NOD2, APRIL 1968r 5P.<br />
EXPECTAT]ONS AND EXPERIENCES OF STRESS AND<br />
THE<br />
OF 1,852 1ST-YRo STUDENTS IN 43 SCHOOLS OF<br />
SATESFACTION<br />
WERE ASSESSED BY QUESTIONNAIRE LDW BUT S[GNIFICANT<br />
NURSING<br />
CORRELATIONS WERE OBTAINED BETWEEN WITHDRAWAL AND<br />
NEGATIVE<br />
SATISFACTIDNS AND (8} CDNFIRNATIEN OF<br />
(A}EXPERIENCED<br />
ESPECIALLY WITH RESPECT TO SATISFACTIONS.<br />
EXPECTATIONS,<br />
WAS UNRELATED TO EXPERIENCES DF STRESS WHETHER<br />
WITHDRAWAL<br />
OR UNEXPECTED. NAY NOT BE REPR[NTED<br />
EXPECTED<br />
NEYER MARSHALL W.<br />
198<br />
TWO AUTHORITY STRUCTURES OF BUREAUCRATIC DRGANIZATION.<br />
THE<br />
SCIENCE QUARTERLY VOL 13, NG 2r SEPT. 1968t<br />
ADMINISTRATIVE<br />
17P.<br />
CENTRALIZED DECENTRALIZATION<br />
DECISION-MAKING<br />
STUDY ATTEMPTS TO LINK THE FORMAL STRUCTURE OF<br />
THIS<br />
ORGANIZATIONS TD DECISION-MAKING PROCESSESr AND<br />
BUREAUCRATIC<br />
PARTICULAR TO CENTRALIZATION OR DECENTRALIZATION OF<br />
IN<br />
INTERVIEW OATA WERE OBTAINED FROM 254 CITYr<br />
AUTHORITY<br />
AND STATE DEPARTMENTS OF FINANCE THESE DATA ShOW<br />
COUNTYm<br />
CONTRCLLING FOR AN ORGANIZATIONS SIZE, DECISION-MAKINE<br />
THATt<br />
IS MORE HIGHLY CENTRALIZED AS THE NUMBER OF<br />
AUIHORITY<br />
IN AN ORGANIZATION INCREASES BUT AS THE NUMBER OF<br />
SUBUNITS<br />
OF SUPERVISION GROWSr THERE IS GREATER<br />
LEVELS<br />
AND AT THE SAME TIME PROLIFERATION OF RULES<br />
DECENTRALIZATION<br />
SPECIFY CRITERIA TO GUIDE DECISIONS<br />
THAT<br />
AAKERr DAVID A<br />
II79<br />
PROBABLISTIC APPROACH TO INDUSTRIAL MEDIA SELECTION<br />
A<br />
OF ADVERIISING RESEARCH, VOL 8, NO 3, SEPTEMBER,<br />
JOURNAL<br />
8P<br />
1968<br />
MODEL<br />
OPTIMIZING<br />
MODEL DESCRIBED IN THIS ARTICLE, PRDBABLISTIC<br />
THE<br />
MODEL FOR SELECTING INSERTION SCHEDULES -POMIS-<br />
OPTIMIZING<br />
A OISAGGREGATIVE, PROBABILISTIC APPROACH TO A PARTICULAR<br />
IS<br />
COMMON INDUSTRIAL MEDIA SELECTICN PROBLEM THAT IS<br />
BUT<br />
A GIVEN BUDGETr WHAT JOURNAL INSERTION SCHEDULE WILL<br />
WITHIN<br />
THE GREATEST IMPACT FOR AN ADVERTISING CAMPAIGN OF A<br />
OBTAIN<br />
LENGTH -POHIS- ATTEMPTS A PRACTICAL AND REALISTIC<br />
GIVEN<br />
TO A PARTICULAR MEDIA SELECTION PROBLEM BY<br />
APPROACH<br />
TO THE LEVEL OF A POTENTIAL EXPOSURE TO<br />
DISAGGREGATING<br />
IN A SAMPLE PDPbLATION, IT PERMITS THE USER TD<br />
INDIVIDUALS<br />
APPROPRIATE WEIGHTS TO SUCCESSIVE EXPOSURES IT IS<br />
ASSIGN<br />
THAT BY FOCUSING ON DISAGGREGATIVE EXPOSURE<br />
HOPED<br />
SEGMENTATION MULTIPLE EXPOSURESr AND JOURNAL<br />
PRGBABILITIES,<br />
-POMIS- CAN PROVIDE THE FRAMEWGRK FOR BETTER<br />
EFFECTSr<br />
DECISIONS.<br />
RUSH HAROLD<br />
1200<br />
CASE DF BEHAVIOR SCIENCE.<br />
A<br />
CONFERENCE BOARD RECORD VOL 5 NO 9, SEPTEMBER 1968<br />
THE<br />
6P<br />
SENSITIVITY-TRAINING<br />
GEORGE G. RAYMOND JR TOOK OVER THE PCSITION OF<br />
WHEN<br />
OF THE RAYMOND CORPORATION IN HIS FATHERS PLACEr<br />
PRESIDENT<br />
DECIDED THAT A NEW METHOD DE MANAGEMENT WAS NEEDED TO<br />
HE<br />
UP WITH LARGER COMPANIES HE DECIDED TO HIRE A<br />
KEEP<br />
MANAGEMENT CONSULIANT TO HELP HIM THEY FOUND<br />
PRCFESSIONAL<br />
THERE WAS A GREAT LACK DF COMMUNICATION BETWEEN ALL<br />
THAT<br />
OF EMPLOYEES THEREFORE THEY DECIDED TO HAVE THE<br />
LEVELS<br />
OF THE COMPANY AITEND SENSITIVITY-TRAINING<br />
EXECUTIVES<br />
DURING WHICH IHE MEN CPENLY TALKED OVER PROBLEMS<br />
SESSIONS<br />
TRIED TO GAIN INSIGHT INTO THE INFLUENCE THEY HAD ON<br />
AND<br />
AND VICE VERSA COMMUNICATIONS IMPROVED, AND ALONG<br />
OTHERS<br />
THIS PROFITS INCREASED NOW NEW SESSIONS HAVE BEEN<br />
WITH<br />
THE MANAGERIAL GRIDS, WHICH EMPHASIZE PRODUCTION AND<br />
ADDED,<br />
SKILLS. MORE AND MORE OF THE RAYMOND COMPANY<br />
MANAGERIAL<br />
ATTEND THESE SESSIONS, RESULTING IN AN UPWARD<br />
EMPLOYEES<br />
BUSINESS. MAY NOT BE REPRINTED<br />
MOVING<br />
8ERKWIIT, GEORGE J<br />
I20l<br />
IN SOFTWARE<br />
UP-TIGHT<br />
REVIEW VOL 92 NO. 4 OCTOBERe 1968. 5P<br />
DUNS<br />
PROGRAMMING<br />
LITTLE KNOWN TRUTH ABCUT SOFTWARE TODAY IS THAT<br />
THE<br />
AND USERS ARE AT EACH OTHERS THROATS EACH<br />
MANUFACTURERS<br />
THE OTHER OF DOING AN INADEQUATE JOB, AND EVERYONE<br />
ACCUSES<br />
INDUSTRY IS IN THE SAME STATE UP-TIGHT SEFTHARE IS THE<br />
IN<br />
OF PREPARING TO USE A COMPUTOR BY MEANS OF CODING<br />
PROCESS<br />
PROGRAMMING THE MAJOR SOFTWARE COSTS ARE FOR LABOR IN<br />
AND<br />
AND CODING, AND THIS IS ONE OF THE HOST<br />
PROGRAMMING<br />
QUANTITIES ON THE OTHER SIDEr USERS COMPLAIN<br />
UNPREDICTABLE<br />
MANUFACTURERS SUPPLY THEM WITH SOFTWARE THAT IS<br />
THAT<br />
AND SOON OBSOLETE THE MANY PROBLEMS OF SOFTWARE<br />
INADEQUATE<br />
DISCUSSED IN THIS ARTICLE<br />
ARE<br />
REYNOLDSr WILLIAM H.<br />
I202<br />
FOR THE BUSINESSMAN<br />
HEURISTICS<br />
BUSINESS TOPICSr VOL. 16r NED I, WINTER 1968r 9PP<br />
IS THE SIUDY OF METHODS OF DISCCVERY AND<br />
HEURISTICS<br />
AND A HEURISTIC IS A MAXIM OR PRGVERB OR A WAY OF<br />
INVENTICN,<br />
A PROBLEM WHICH MORE OFTEN THAN NOT WILL YIELD<br />
APPROACHING<br />
RESULTS. THIS PAPER IS CONCERNED PRIMARILY WITH<br />
USEFUL<br />
APPLICABLE TO PRCDUCT PLANNING, PRODUCT IDEAS AND<br />
HEURISIICS<br />
THAT ARE USEFUL IN SCREENING NEW PRODUCT IDEAS ARE<br />
THOSE<br />
SUGGESTICNS ARE MADE ON HOW TO AVOID BOTH<br />
DISCUSSED<br />
MYOPIA AND MARKETING HYPEROPIA. EVALUATION OF NEW<br />
MARKETING<br />
IS AN ESSENTIAL PART OF THE CREATIVE PROCESS<br />
IDEAS<br />
BRDADSTCNt JAMES A.<br />
1203<br />
CURVE WAGE INCENTIVES.'<br />
LEARNING<br />
ACCOUNTING VCL 49, N0.12 AUG. 1968 9P<br />
MANAGEMENT<br />
TIME-STUDIES<br />
APPEARS POSSIBLE THAT, THROUGH THE USE OF THE<br />
IT<br />
LEARNING CLRVE TIME ALLOWANCE CONCEPT AND THE<br />
VARIABLE<br />
LEARNING CURVE WAGE INCENTIVE SYSTEMS, THE PRESENT<br />
RESULTING<br />
FOR PRECISE TIME STUDIES AND THE CALCULATICN OF FIXED<br />
NEED<br />
STANDARDS WOULD BECOME QUITE UhNECESSARY EXCEPT PERHAPS<br />
TIME<br />
A CHECK ANO BALANCE SYSTEM. AN OPERATOR WHO LEARNS SLOWLY<br />
AS<br />
HAVE HIS BASE PAY FACTORED PROPORTIONATELY, WHILE ONE 1209<br />
WOULD<br />
QUICKLY AND SUSTAINING PRODUCTION WOULD RECEIVE A<br />
LEARNING<br />
BASE RATE IHERE WOLLD STILL BE A NEED FOR METHODS<br />
GREATER<br />
TO DETERMINE THE BEST WAY TO PERFORM TASK, BUT<br />
ANALYSIS<br />
THIS WOULD JUSTIFY EXTENSIVE QUANTITATIVE ANALYSIS<br />
WHETHER<br />
TO BE SEEN<br />
REMAINS<br />
COMPUTERS THE APPLICATION OF THIS CCNCEPT IS WELL<br />
WITH<br />
REACH, AND ITS ADOPTION WILL BRING INTO EXISTENCE<br />
WITHIN<br />
CURVE WAGE INCENTIVE PLANS THAT WILL MERE NEARLY<br />
LEARNING<br />
THE HUMAN IMPREVEMENT PHENOMENON WIIH INDUSTRIAL<br />
MATCH<br />
GOALS.<br />
ANDNYMOLS<br />
1204<br />
FOR MINCRITIES<br />
MORTGAGES<br />
SAVINGS AND LOAN hEWS VEL 89, kD IO OCT Ig&8, IP<br />
ASSOCIATIONS ARE GOING TO ACHIEVE THEIR BASIC<br />
IF<br />
OF FOSTERING HOME OWNERSHIP FOR PEOPLE WHO OTHERWISE<br />
PURPOSE<br />
NET OBTAIN IT, THEY WILL HAVE TO TAKE A SECOND LOOK AT<br />
COULD<br />
LNDERWRITING POLICIES WIIH REGARD TC LOANS TO MEMBERS<br />
THEIR<br />
RACIAL MINORITIES FAMILY SAVINGS CF LOS ANGELES HAS<br />
DF<br />
ITS POLICIES TD CONSIDER A WIFE INCOME AND INCOME<br />
MODIFIED<br />
MCUNLIGHTING, BE OPEN-MIhUED ABOUT DOMESTIC AND OTHER<br />
FREM<br />
WORK CONSIDER REASCNS FOR FREQUENT JOe CHANGES,<br />
DAY<br />
THAT FINANCE COMPANY CREDIT MAY HAVE BEEN THE ONLY<br />
RECOGNIZE<br />
SOURCE, AkC RELY EEAVILY ON CHARACTER ANO<br />
AVAILABLE<br />
CIRCUMSIANCES<br />
INDIVIDUAL<br />
FEDERAL SAVINGS CF FADSDEN, ALABAMA, REALIZES<br />
CDOSA<br />
A PAST BANKRUPTCY MAY HAVE BEEN AN UNNECESSARY RESULT<br />
THAT<br />
POOR COUNSELING AND THAT A SMALL NUMBER OF MISDEMEANOR<br />
OF<br />
ON THE RECORD OF A BLACK MAY HAVE BEEN DUE TO<br />
ARRESTS<br />
THESE ADJUSTMENTS OPEN UP POTENTIAL MARKET OF<br />
PREJUDICE<br />
HOME ORIENTED FAMILIES<br />
SIRONGLY<br />
LEWIS, MORGAN V MAY NOT BE REPRINTED<br />
1205<br />
OF TWO VIEWS OF VCCATIONAL GUIDANCE<br />
IMPLICATIONS<br />
OF HUMAN RESOURCES VOL 3 SUPPLEMENT SEPT 1968r<br />
JOLRNAL<br />
CHOICES<br />
SELF-CONCEPT<br />
PAPER PRESENTS SOME RESEARCH AND POLICY<br />
THIS<br />
OF TWO DIFFERING VIEWS OF VOCATIONAL GUIDANCE<br />
IMPLICAIIDNS<br />
VIEW EMPHASIZES THE ALLCCATION OF HUMAN RESOURCES THE<br />
ONE<br />
VIEW EMPHASIZES FACILITATING THE ACHIEVEMENT OF<br />
OTHER<br />
POTENTIAL OF WHICH VOCATIONAL PERFORMANCE<br />
INDIVIDUAL<br />
BUT ONE ASPECT. THE HISTORICAL INFLUENCES HAVE<br />
CONSTITLTES<br />
IN TWO EMPHASES THESE INFLUENCES HAVE COMBINED TO<br />
RESULTED<br />
A NUMBER OF THEORIES WHICH ATTEMPT TO EXPLAIN<br />
PRODUCE<br />
CHOICES AN EXAMPLE OF RESEARCH BASED ON<br />
VOCATIONAL<br />
THEORY IS PRESENTED RESEARCH DF TEE TYPE<br />
SELF-CONCEPT<br />
ALTHOUGH STILL EXPLORATORY HAS TENDED TO VERIFY<br />
DISCUSSED,<br />
VOCATIONAL CHOICES ARE DEVELOPMENTAL IN NATURE, NOT<br />
THAT<br />
EVENTS RESEARCH ALSO INDICATES THAT THE AVERAGE<br />
ONETIME<br />
IN THE NINTH OR TENTH GRADE IS NOT READY TO SELECT A<br />
STLDENI<br />
OCCUPATIONAL GOAL THE MAJOR RCLE OF VOCATIONAL<br />
SPECIFIC<br />
SHOULD BE TO PROVIDE WORK-ORIENTED STUDENTS<br />
EDLCATION<br />
FOR VOCATIONAL EXPLORATION<br />
OPPORTUNITIES<br />
CORAZZINI, ARTHUR J<br />
I206<br />
DECISION IO INVEST IN VCCATIONAL EDUCATION AN ANALYSIS<br />
THE<br />
OF HUMAN RESOURCES VOL 3 SUPPLEMENT 1968,<br />
JOURNAL<br />
BENEFITS<br />
COSTS<br />
PURPOSE OF THIS STUDY IS TO MEASURE THE ECONOMIC<br />
THE<br />
OF IHE VOCATIONAL-TECHNICAL SCHOOL TO IHE<br />
BENEFITS<br />
GRADUATE AND TO THE LOCAL COMMUNITY AND TO<br />
INDIVIDUAL<br />
THESE BENEFITS WITH THE ECONOMIC CCSTS EF<br />
COMPARE<br />
THE SCHGOL. TO THIS END, THE CURRENT AND CAPITAL<br />
MAINTAINING<br />
AND IMPLICIT COSTS DF THE COMMUNITY HIGH SCHOOL<br />
DIRECT<br />
IN WORCESTER, MASSACHUSETTS, ARE CALCULATED THESE<br />
SYSTEM<br />
CALCULATIONS, ALONG WITH ESTIMATES OF PRIVATE, DIRECT<br />
COST<br />
OPPORTUNITY COSTS ARE THEN USED IN THE OVERALL<br />
AND<br />
OF THE INVESTMENT IN VOCATICNAL EDUCATION. MAY<br />
EVALUAIION<br />
BE REPRINTED<br />
NOT<br />
PICRE MICHAEL J.<br />
I207<br />
TRAINING AND ADJUSTMENT TO TECHNOLOGICAL CHANGE<br />
ON-THE-JOB<br />
OF HUMAN RESOURCES VOL 3, ND 4, FALL 1968, 15P.<br />
JOURNAL<br />
DEBUGGING<br />
INNOVATION<br />
THE ABSENCE DF TECHNOLCGICAL CHANGE, ON-THE-JOB<br />
IN<br />
TAKES PLACE IN THE PROCESS OF PRODUCTIUN WHEN<br />
TRAINING<br />
OCCURS TRAINING ALSO TAKES PLACE IN THE PROCESS OF<br />
CHANGE<br />
INSTALLATION, AND DEBUGGING OF NEW EQUIPMENT<br />
INNOVATION,<br />
TRAINING, PRODUCTION, AND INNOVATIONS SHOULD<br />
ANALYTICALLY,<br />
VIEWED AS JOINT PRODUCTS OF A SINGLE PROCESS THE JOINT<br />
BE<br />
SINGLE PROCESS RELATIONSHIP ENTRAINS MECHANISMS<br />
PRODUCT,<br />
ACT TO PREVENT STRUCTLRAL IMBALANCES IN THE LABOR<br />
WHICH<br />
THE RELATICNSHIP ALSO SUGGESTS THAT IMBALANCES ARE<br />
MARKET<br />
TO APPEAR AS JOB VACANCIES MATCHED BY WORKERS<br />
UNLIKELY<br />
BUT LNQUALIFIEO TO FILL THE VACANT JOBS FINALLY,<br />
UNEMPLOYED<br />
NATURE OF ON-THE-JOB TRAINING AND ITS ROLE IN<br />
THE<br />
TO TECHNELOGICAL CHANGE SUGGESTS NEW<br />
ADJUSTMENTS<br />
OF LABOR PRCDUCTIVITY AND JOB VACANCY DATA<br />
INTERPRETATIONS<br />
NOT BE REPRINTED.++<br />
MAY<br />
BOWLES, SAMUEL LEVIN, HENRY M<br />
I208<br />
DETERMINANTS OF SCHELASTIC ACHIEVEMENT AN APPRAISAL<br />
THE<br />
JOLRNAL OF HUMAN RESOURCES VOL 3m NO le WINTER I9688<br />
STUDY ASSESSES SOME OF THE MORE HIGHLY PUBLICIZED<br />
THIS<br />
CONTROVERSIAL CONCLUSIONS CF EQUALITY CF EDUCATIONAL<br />
AND<br />
BY JAHES COLEMAN ET AL THE CDLEPAN REPORT<br />
CPPORTLNITY<br />
BY THE L.S. OFFICE OF EDUCATION IN 1966t CONCLUDED<br />
PUBLISHED<br />
PER-PUPIL EXPENDITURES AND SCHOOL FACILITIES SHOW VERY<br />
THAT<br />
RELATIONS TO STUDENT ACHIEVEMENTS LEVELS, AND THE<br />
LITTLE<br />
OF A STUDENIS PEERS CN HIS ACHIEVEMENT LEVEL IS MORE<br />
EFFECT<br />
THAN ANY OTHER SCHOOL INFLUENCE THE PRESENT PAPER<br />
IMPORTANT<br />
THE DATA AND THE STATISTICAL ANALYSIS ON WHICH<br />
SCRUTINIZES<br />
FINDINGS ARE BASED IT IS SUGGESTED THAT BECAUSE OF<br />
THESE<br />
MEASUREMENT OF SCHCOL RESCURCESr INADEQUATE CONTROL FOR<br />
POOR<br />
BACKGROUND, AND INAPPROPRIATE STATISTICAL TECHNIQUES<br />
SOCIAL<br />
IN THE PRESENCE OF INTERDEPENDENCE AMONG THE<br />
USED<br />
VARIABLES, MANY DF THE FINDINGS OF THE REPORT<br />
INDEPENDENT<br />
NOT SUPPORTED MAY NET BE REPRINTED<br />
ARE<br />
HIRSCHEL<br />
KASPERr
1210<br />
PAYMENTS ANC WORK INCENTIVE SOME DETERMINANTS<br />
WELFARE<br />
OF HUMAN RESOURCES VOL 3, NO I WINTER 1968 24P<br />
JOURNAL<br />
ASSISTANCE PAYMENTS<br />
RATES<br />
PAPER PRESENTS AN ANALYSIS OF THE DETERMINANTS OF<br />
THIS<br />
PROPORTION OF PEOPLE RECEIVING ONE FORM OF PUBLIC<br />
THE<br />
GENERAL ASSISTANCE PAYMENTS WE DEVELOP A MODEL<br />
ASSISTANCE,<br />
SOMEWHAT MORE COMPLETE THAN THOSE DF EARLIER STUDIES<br />
WHICH<br />
INCLUDING MORE APPROPRIATE MEASURES OF THE ECCNOMIC<br />
BY<br />
WHICH AFFECT THE LIKELIHOOD CF PEOPLE RECEIVING<br />
FORCES<br />
P OUR RESULTS SUGGESTS THAT LABOR-MARKET CCNDITIGNS,<br />
G.A<br />
THE LNEMPLOYMEhl RATE DURING THE RECENT PAST<br />
PARTICULARLY<br />
THE MOST CONSISTENT EXPLANATION OF VARIATIONS IN THE RATE<br />
IS<br />
ASSISTANCE THE LEVEL OF THE PAYMENTS TEMSELVES SEEM TO<br />
OF<br />
A DISTINCTLY SECONDARY RGLE THESE CUNCLUSIONS HOLC FOR<br />
PLAY<br />
THE NUMBERS OF FAMILIES AND INDIVIDUALS ON GENERAL<br />
BOTH<br />
IN ACCITIDN, WE SHOW THAT THE RECENT CONTROVERSY<br />
ASSISTANCE<br />
THE EFFECT GF THE LEVEL OF G A CN THE DEMAND<br />
REGARDING<br />
ASSISTANCE IS LIKELY TO BE A MATTER OF MODEL<br />
FOR<br />
MAY NCT BE REPRINTEO<br />
SPECIFICATION<br />
JOHN P WERNIMONT, PAUL Fo<br />
CAMPBELL<br />
SAMPLES, AND CRITERIA<br />
SIGNS,<br />
OF APPLIED PSYCHOLOGY VOL 52, NC 5, OCT 1968, 4P<br />
JOLRNAL<br />
EMPLOYMENT<br />
JOB-BEHAVIOR<br />
A NEW EMPHASIS IN THE PREOICTION OF FUTURE JOB<br />
PROPOSES<br />
THE ESSENCE OF THE SUGGESTED IS THE ESTABLISHMENT<br />
BEHAVIOR<br />
CONSISTENCIES BETWEEN RELEVANT DIMENSIONS OF JOB-BEHAVIOR<br />
OF<br />
PREEMPLOYMENT-BEHAVIOR SAMPLES OBTAINED FROM REAL OR<br />
AND<br />
SITUATIONS IF SAMPLES INSTEAD DF SGNS ARE<br />
SIMULATED<br />
A NUMBER CF PREDICTICN AND MEASUREMENT PROBLEMS<br />
EMPLOYEC,<br />
TO BE ALLEVIATED OR AT LEAST CONFRONTED MORE DIRECTLY<br />
SEEM<br />
EMERGING TECHNOLOGY OF BEHAVIOR SAMPLING ANO MEASUREMENT<br />
AN<br />
APPEAR TO PUT THESE GOALS WITHIN REACH MAY NOT B<br />
WOULD<br />
REPRINIEDo+÷<br />
191