The authors present a long-range planning model for smaller administrative units. The model includes situation analysis, mission, areas of emphasis, short-term goal setting, and five-year strategy. (This is the republished, corrected version of the article that originally appeared in the September 1978 issue of "Personnel Journal.") (MF)

The maturity of a business is strategically important because an organization's characteristics change as it ages. Similarly, elements of the human resource program (compensation, benefits, staff development, etc.) also change as the business matures. (SK)

A management consultant discusses distinctions between management and leadership and between style and behavior, and cites some theories of leadership style and behavior. (MF)

The success of an organization depends on a satisfied, challenged work force. Career planning is a key element in efforts to reach this goal. The author presents a strategy for developing a career planning system which takes account of the individual employee's needs within the corporate structure. (CT)

As many management personnel decisions are subject to legal review today, managers cannot afford to make assumptions. The author discusses management behaviors in the treatment and testing of employees and offers some positive steps for managers to take in personnel reviews. (MF)

Suggests procedures and techniques for successful organizational human resources and career planning programs, featuring the human resource inventory and assessment center approach for personnel judged to have managerial potential. Includes a chart of the proposed career planning model for nonmanagement and lower-management personnel. (MF)

Though career plateauing can be put off, it can seldom be entirely avoided. Distinction is made between plateauing of the job content type and plateauing of the structural or organizational type. Primary solutions involve job enrichment, performance goal adjustments, lateral transfers, or modified standards of appraisal. (SSH)

Offers some guidelines for the management of technical professional personnel (scientists, researchers, engineers), emphasizing that these people have different philosophical approaches to their work and identify with their professional orientations rather than with the organization. Research and development management should provide for their…

A personnel training and development system should be based on organizational development and organizational roles of the personnel being developed, states the author in presenting steps in a leadership training program. Engaging trainees and their supervisors in systematic data gathering will better indicate training needs. (MF)