Knowledge that Transforms

The foreman, now in limbo between higher management and line, can be assigned true managerial status and effectiveness through a positive, multifaceted program.

The growing use of real‐time computer systems for personnel functions will cause in Personnel and Industrial Relations Departments and in employment and recruiting activities in general, changes which have not been fully anticipated or evaluated.

The traditional patterns of department are by functions to be performed, purposes to be served, products to be manufactured, by geography or time, by clients or clients' needs, and even by alpha‐numerical division. Now a new factor is emerging—the need for reflecting member characteristics in job engineering and departmental design.

The dependence of management science on outside disciplines for concepts, findings, and methodologies has caused problems in management education.

Job Enlargement, traditionally associated with diversifying job content in order to raise worker interest and commitment, is now being used to reduce costs as well. This survey reports on J.E. use in 210 firms.

Business, unions, and community organizations will have to cooperate more closely than ever before to provide job training programs for Negroes, if explosive racial disturbances are to be avoided and a large section of unused manpower potential is to be developed. Much of this work was done during 1963‐64 and some of its other findings will be published in “job Training Through Adult Education: A Second Chance for the Negro and the Community,” in Arthur Ross and Herbert Hill, eds., Employment, Race, and Poverty, Harcourt, Brace and World, 1966.

Manufacturing unemployment is caused by many kinds of organizational change, often a change to automatic production. A framework is suggested here for analyzing the relationship of automation‐change to other organizational changes.

Screening managers for foreign operations requires something more selective than the procedures used for local staffing.