Some of the reported efforts made and some of the plans businessmen have developed to improve the employment status of the disadvantaged are described. An indirect benefit of those programs is the general improvement in the utilization and development of the regular work force. (AG)

A survey to determine the direction supervisory functions in business are taking is outlined, expressed in terms of the relative importance of current type functions. Four functions standing out most prominently are: setting goals, improving present methods, delegating work, and allocation of manpower. (KP)

Some realistic changes in the traditional authority-responsibility organizational concepts, which would recognize creativity, initiative, influence, and potential accomplishments, would involve people in industry who do not have formal authority or status--just talent. (Author/BP)

The authors examine 10 existing, overlooked reservoirs of well-qualified minority and female talent which they believe should be integrated in whatever way and as soon as possible into the entire hierarchy in the same proportion as these groups appear in the labor force. (Author)

This article looks at some of the issues surrounding a potentially older workforce and reports on some of the creative solutions currently being advanced by employers, including (1) redesigning work schedules, (2) redesigning jobs, and (3) alternative assignments. (LRA)

A re-examination of career management programs, particularly civilian career programs in the Department of Defense, is advocated by the author. He suggests their contents be reviewed for effectiveness, adequacy, and utility every three to five years. (AG)

Two prevailing images of women in the United States today are as a sexual object and as a servant. Most jobs capitalize on one or both of these images. Success in a career is inconsistent with woman's self-image. Appreciation for the shared goals of both sexes may result in change. (AG)

The authors' primary focus is on recent psychological research in vocational motivation and its contribution to the design and implementation of company personnel development programs emphasizing counseling and career growth. (EA)

Functional Job Analysis, a technology of work analysis making it possible to achieve statistical reliability in the definition of basic units of information, clarifies training needs, exposes worker growth as a fundamental purpose of the organization, and is used to design jobs and organize career ladders. (AJ)

An experiment with variable work hours in one department of a large company was so successful that it has become standard procedure in various corporate areas, both staff and line. The result? Increased production, fewer errors, improved employee morale, and a significant reduction in lateness and absenteeism. (Author)

Positive employment policies require an ability for profound change and a willingness to look beyond traditional hiring criteria in search of a potential which may not be validated by a collection of credentials. (Author/BP)

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)