Sullivan, John W.

Increasing rates of social and technological changes, together with
economic considerations require more concern about human resources
management. This requirement arises for a) workers' concern about
skill obsolescence and b) organizations' need to improve operating
efficiency. The purposes of this study were:
1. To determine what are currently regarded as 'best practice'
applications of:
a. Job Identification Forecasts
b. Human Resources Inventories
c. Matching Jobs and Manpower
2. To ascertain to what extent these 'best practice' concepts
were actually followed in organizations operating in Alberta;
and whether or not such practices could serve as examples
for others.
The procedure involved a review of relevant literature, and primary
research involving twelve Alberta organizations.

This thesis was prepared as a case study of the American Society of
Landscape Architects to determine the potential utility and transferability
of long-range planning in voluntary organizations. Methods
employed in substantiating this concept and its corollaries include:
questionnaires, interviews, and scholarly research. The thesis is
divided into six objectives testing three hypotheses. The categories
for measurement are: involvement of young members, increase in educational
opportunities, development of a public relations program,
support to private practice, development of a research program, and
reorientation and financing. After extensive analysis it can be determined
that long-range planning is an essential component in effecting
predetermined objectives.

Raising membership dues or leveling assessments causes
membership problems for association executives. What income
producing service programs are available to build total
revenue and enable an association to develop or expand?
Interviews were held with key association executives to
obtain their views. A fifteen question (one hundred part)
questionnaire was developed from the results of the interviews
and secondary research. It was mailed to a select list of different types of organizations, sixty percent of whose
chief executive is a Certified Association Executive (CAE).
Fourteen questions requested information about income sources
in use or planned for use and the respondents personal opinion
of associations today and their projected future. A list of
income ideas was compiled from the replies. Question fifteen
pertained to information on the respondent. The tabulated
responses of the question reflect the importance of thorough
executive selection. Association successes and failures are
keyed to the chief executive's own innate abilities, experiences
and influences.

This study explored the effectiveness of the
Manpower Development and Training Program in Broward
County, Florida. A telephone survey was conducted
with graduates from MDTA classes of 1970, and interviews
were held with counselors, teachers, labor
supervisors and analysts. The study disclosed that
forty percent of the graduates had never worked in
the occupations for which they were trained; thirty-nine
percent had worked in the occupation, yet left
for various reasons.
The researcher concluded that the program needed
improvement. Suggestions included: implementing the
skills center approach; closer coordination between
employment service counselors and vocational instructors;
and concentrated job placement effort prior to training
completion.

The Canadian Government operates fourteen tourist market development
offices in the U.S.A. It plans to open more. For optimum
economic benefit, where should such offices be located and why?
HYPOTHESIS: There is an area without a CGTB office that
offers more potential tourist demand than one which already has an
office. Procedure involved the use of multiple regression analysis
and, for dependent variables, secondary data of automobile parties to
Canada from origins in the U.S.A. Independent variables were: distance,
population, income and retail sale characteristics of originating
areas. Analysis showed a much stronger correlation and coefficient
of determination when office territories are confined to
contiguous areas. Predictive equation for the latter was significant.
Applied to New Jersey, it was found that opening an office
would probably induce more potential automobile tourist traffic to
Canada than Southern California, where there is an office. This
analysis offers a tool for such office location problems.

Purpose: To conduct an experimental comparison to determine if operating
instructions for ten-key business machines can be presented as
effectively by an audio-programmed system as by the traditional
method.
Method and Sources: Two levels of students, secondary and post secondary,
were divided into equal-sized control and experimental groups.
The control groups followed the traditional method; the experimental
groups were instructed by specially prepared audio
instructional tapes with a correlated program folder of examples,
exercises, and evaluations . All groups were given an achievement
test evaluating speed and accuracy in addition and
efficiency in applicable business problems.
Findings: Experimental groups achieved higher mean scores. At the .05
level of significance, there was a significant difference in
achievement in favor of the experimental group at the high
school level. Students liked the audio method. There was
indication that both student and teacher productivity increased.

Business problem-solvers are finding it increasingly more
difficult to obtain sufficient information in the time required to
make a decision based upon the best alternative and lowest risk.
Because of the complexity of business. data may exist but be unobtainable
in the configuration required. This problem is observed
using methods of field observation and comparison. A facility
called the computerized management laboratory is hypothesized which
will provide the problem-solver with a facility to access the entire
information resource of the organization, to synthesize the problem.
to use the system to explore alternatives. and to reach a solution
which has a high probability of being correct. Based upon the
involvement and economic commitment. the management laboratory is
chartered to serve the information needs of management and to
provide a facility for the practice of management during the decision-making
process.