Knowledge that Transforms

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Managing management resources through corporate constitutionalism

Robert G. Wright
Human Resource Management 1973
There is a void in policy guidelines for the responsible treatment of lower and middle management employees. While a ‘constitution’ to protect the rights of these people may seem problematical in terms of what it should cover, and who would administer it, it may be the least troublesome of all the possible alternatives now facing us.

Line, staff and the systems perspective

Charles Coleman; Joseph M. Rich
Human Resource Management 1973
It's time to retreat from the old principle: ‘staff advises, line decides.’ But where do we go? to a new broad principle? Conflict in line/staff relations must be handled in a pragmatic, existential approach to the design of the organization.

Human resource center concept: The A.T.&T. experience

Tore Tjersland; G. James Francis
Human Resource Management 1973
There were many lessons learned in this experiment; among them: that change efforts must be systemwide and must be directed at those problems which represent the greatest barriers to change. While this project failed, the authors find and spell out the conditions in which it could have been an adequate vehicle.

Psychosomatic aspects of modern organizations

Rolf E. Rogers
Human Resource Management 1973
Work conditions that are tense or threatening can affect the health of workers—both those in authority or non‐authority positions. Managers cannot be psychiatrists to treat illness cause this way, or course, but they should be front‐line diagnosticians, identifying basic behavior change that is detrimental to the individual and the firm which hires him.