Decision making at the managerial level involves the manager's personal bias as the circumstances and potential impact of the decision on the people within the organization are reviewed. (AG)

Although role-playing is far from a new idea as far as training programs go, it has seldom been employed in labor relations. Having union and company officials "trade places" would be an effective way of increasing mutual understanding on the job. (AN)

A more effective and efficient appraisal system of judging performance and performers is examined. (Author/BP)

Management must instigate an open promotional policy; give women employees professional training; actively recruit women for professional jobs; and publicly state the organization's policy of non-discriminiation. (Editor/AS)

An overview of supervisory management is presented for the new supervisor, who wants an initial overview, and for the experienced supervisor, who wants to develop additional insights. (LH)

The author examines the union-organizing drive and discusses a number of tactics that a firm can use to counteract the union once its drive is underway. Some of the points discussed are how to respond to a union demand for recognition, how to train supervisors and managers to handle these demands, and how to deal with information and solicitation.…

Managerial expertise is composed of seven skills: communicating, working with the team, leading, planning, organizing, directing and controlling, and managing personnel. The author describes several practical, hands-on exercises to develop and reinforce management trainees' potential in each of these areas of competence. (CT)

The first-line supervisor is a key individual in management, acting on behalf of management as well as employees. To be successful, a supervisor must be allowed to participate in decision-making, given authority with responsibility, allowed compensation commensurate with responsibilities, and provided with necessary training. (EA)

Job posting, a system which allows properly qualified employees to apply for other jobs within their companies, has developed into a highly successful personnel practice and can be successfully used by companies. (Author/BP)

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

Presents (1) a brief discussion of the distinction between assertion training and nonassertion training, (2) examples of management styles which are symptomatic, under certain conditions, of over-assertiveness, and (3) a short discussion concerning training procedures that can be used for nonassertion training sessions. (TA)

There are many ways in which a company can ease a foreign executive's transition from a foreign assignment to a United States headquarters job. Assistance in housing, accommodations, compensation, taxes, and home office atmosphere are just a few areas in which the company can help. (Author)

Compares 1978 survey results to those of 1971 survey on union's job evaluation views. Thirty-nine unions out of 180 American Federation of Labor-Congress of Industrial Organizations and other selected unions responded to questions on job evaluation preferences, practices, origination, problems, and union policies. Results indicated modest trend…

According to the author, management by objectives (formal goal setting and review) depends a great deal on the kinds of goals the organization has and the commitment of top management to the process. He discusses its potential advantages and disadvantages, conditions for adopting it, and successful implementation. (JT)

The authors, realizing the importance of continuous organizational reappraisal of manpower needs and strengths, have developed a model based on supply of management manpower and demand for management manpower. Without a manpower forecasting/planning program, the future needs of the organization are reduced to guesswork. (EA)