I. Introduction, 23; purpose of the analysis, 23; nature of the data, 25. — II. Direct forecasting value of the anticipatory data, 26; capital outlay plans, 26; sales anticipations, 34. — III. Errors of sales anticipations and the realization of investment plans — an example of the realization function approach, 36; statement of the problem, 36; formulation of the model, 39; empirical results, 43; some analytical implications, 47; some forecasting implications, 50. — Appendix, 53.

I. Freight yards, 516 — II. Output and employment decisions, 517. — III. Switching output, 518. — IV. Delivery output, 523. — V. Aversion functions, 526. — VI. Costs and the complete model, 528. — VII. Tests and prediction, 529. — VIII. Summary and conclusions, 535.

Reviews the book "Office Automation," by R. Hunt Brown.

When the income tax treatment of any sort of income or expense differs from conventional accounting, problems of various types arise. The more complex the situation, the harder the teaching job involved. A case in point is the matter of accounting for deferred income tax liability resulting from accelerated amortization of emergency facilities for income tax purpose coupled with conventional depredations for other purposes. The treatment and illustrations that follow have been found to be effective in the classroom. If the installment method of accounting is used on tax returns and the accrual method is used for financial statements, a deferred tax liability on unrealized profits should be provided by debiting income tax expense with the estimated tax that will be paid on unrealized profits accumulated during each year when they ultimately were realized. In any other situation where profits reported in income statements are deferred on income tax returns the same practices should be applied.

Reviews the book "Economic and Social Security: Public and Private Measures against Economic Insecurity," by John G. Turnbull, C. Arthur Williams and Earl F. Cheit.

The article presents some formulae for the calculation of depreciation using declining balance method (DDB) and sum-of-years-digits method. These formulae will enable the non-mathematician accountant to compute such future provisions and reserve balances directly. These formulae may be used for calculating isolated items without the necessity of calculating the intervening items. The auditor can use them to test depreciation provisions computed by his client on a year-by-year basis. The tax planner can use them to see just what depreciation he will have left in later years. Many other similar applications will occur to the reader. In addition to these computational uses the formulae may be used for theoretical computations of behavior in the general case. Since the formulae are applicable in all instances, general rules may be proved. It is commonly stated that shortly after the mid-point of life it is advisable to switch from DDB to straight-line depreciation. To base this statement on observations of a number of specific examples is dangerous.

Reviews the book "Installing Electronic Data Processing System," by Richard G. Canning.

The article highlights that there is a need to study the concept and process related with education for business. It presents an education program of educational enterprise Ford Foundation. The foundation has made grants principally to support the work of faculty members, research personnel, and students in colleges, universities, and research institutions. It runs a program in economic development and administration. The program includes invitation to leading non-academic men. From these non-academicians the foundation solicit advice on the directions in which the program has been moving and on the problems to which they believe the foundation should give future attention. In one of the recent meetings one executive suggested that the training for business given on the campus, particularly at the undergraduate level, tends to spoil students for business. The executive said that college students should get broader, more liberal educational background. The business firms, he added, is a better place to learn the "how-to-do-it" techniques. It was felt that there is a need for systematic study of the basis on which businessmen actually hire and promote within their organizations if one is to develop a workable environment.