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 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. (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)

Suggestions are offered which have an important bearing on the success and speed with which effective human resources management can be implemented in order to change the personnel management role to one which is responsive to strategic and operating priorities of the business. (TA)

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)

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

Defining the training needs of managers is a complex process. The trainer must consider the level of management and the norms, values and structural aspects of the organization which may significantly influence manager performance and have a working knowledge of several diagnostic techniques. (Author)

From a 1977 survey of twelve administrators who successfully use a management-by-objectives (MBO) method, the author lists twenty-seven steps for company management to take in setting their organizational goals. (MF)

Job design or redesign (intended to create a more meaningful working environment that meets the needs of people as well as the organization) is discussed in terms of job rotation, work simplification, job enlargement, job enrichment, and other concepts relating to successfully redesigning other's jobs as part of effective management. (TA)

To investigate means of converting management development programs into a successful organizational development process, managers' attitudes toward centralization and decentralization of functions and decisions, the importance of performed functions, their personal effectiveness, their managerial style, and what they prefer for executive…

Six major goals of attitude surveys are discussed and related to organization development goals: obtaining better upward communication, improving downward communication, boosting morale, increasing and profitability, educating, and motivating management. (MW)

A system labeled FORCE (Formulation of Relevant Creative Environments) solved one large company's problems of developing potential creativity, cohesiveness, and increased work productivity within the organization. (MW)

Reports results and implications of a questionnaire administered to employees, measuring their perceptions of fair treatment by an organization and relates these perceptions to absenteeism and turnover. Enables professional personnel and industrial relations people to expand their roles in developing more effective organizations. (TA)

Focus is on the Agway (a farm supply and food marketing cooperative) retail store system in this informational case history and how-to approach for designing, developing, and implementing a formal corporate management program. (Editor/TA)