The Peter Principle" is delightful reading particularly for the obsolete or near obsolete person who wants a reassuring palliative for the expedient batch of obsolete practices for which he has opted. (Author/NL)

Smooth relations between unions and management are shown as a function of solid planning and implementation. The authors discuss developing new organizational structures, creating new opportunities, designing and planning, governing and managing, developing and delivering training, and creating awareness. (CT)

Management by objectives is useful when both technical and human aspects are given balanced attention, and is an excellent tool for structuring long-range goals and eliminating areas of uncertainity. Problems occur in sustaining necessary follow-up work, reconciling organizational goals with personal goals, and relating goal performance with the…

An appraisal of management by objectives, with emphasis on performance appraisal, planning and control, MBO as decision-making tool, subordinate participation, and organizational reward systems. (JB)

Focusing on planning and controlling of goals and systems, the author suggests three kinds of goals: Operating goals, relationship goals, and self-development goals. Flexibility and adaptation to the needs of a particular business or industry are essential. (Author/JB)

Examines new developments in the automobile industry (specifically, recent union contracts) and how they may change the way we look at the labor/management equation. (CT)

The article discusses the Japanese Ringi method of change (a habitual response automatically applied to most any change which a Japanese organization can make, whether it is in the financial, technological, or human resources areas) and how it can be of value in looking for an improved management process. (Author/BP)

The author discusses management principles in general and in relation to time management. Stating that most managers and trainers do not understand these principles, he describes how to put them to work in planning time management programs. (MF)

Tells how to launch an organizational development effort when a firm cannot afford a complex program. Gives a basic format for approaching organizational development. (Editor/DR)

This special supplement discusses the six major models for strategic planning, how to choose a strategy and apply it to an organization, how to begin participating in the strategic process, and how to influence the strategic process. (JOW)

Study of causes of poor performance not correctable by training is an example of the non-training problems trainers were expected to solve. (Author/RK)

Suggests 10 ways that meaningful managerial behavior change can be brought about in dimensions such as leadership, initiative, planning and organization, judgment, independence, and delegation. (SH)

The article attempts to identify the need for personal skills, interpersonal skills, task skills, and organization skills in the development of the sales manager. (Author)

The organizational development strategy of the W. T. Grant Company, an overlapping group teamwork approach, is directed toward accountability, planned change, individual recognition, experience-based behavior, group morale, smooth information and communication flow, and decision making. (EA)