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Part I: Context 1. Introduction Why a New Round of Trade Talks? The Dollar and the Debt Problems How Change Comes About Plan of the Book 2. Setting the Context Historical Context: Successes and Disappointments Ten Policy Challernges: Why These Negotiations Will Be Different and More Difficult 3. What Negotiations Could Accomplish Higher Growth Increased Market Access Exceptional Sectors Services Government Support in High-Technology Industries Greater Discipline Institutional Reform Safeguards and Adjustment in Basic Industries Nontariff Barrier Codes Counterfeiting and Intellectual Property Trade-distorting Investment Practices Part II: National Goals and Constraints 4. The United States Constraint: The Relative Decline of U.S. Economic Power Constraint: Building Domestic Consensus Constraint: Gaining Congressional Backing Constraint: Adjustment Resistance Textiles Steel Constraint: The Reduction of Adjustment Assistance Constraint: The Security Dimension Outlook: Opportunity Seized or Lost? 5. Other Industrial Countries European Community 6. Developing Countries The LDCs as a Bloc How Do LDC Interests Differ? The Least Developed Countries Oil Producing Countries Part III: Prospects 7. Second-Best Solutions Definitions and Background Limited Negotiations as Partial Solutions Regional or Like-Minded Arrangements Bilateral Free Trade Agreements Foreign Policy Implications 8. A Global Bargain Timing and Aggregation of Issues Elements of a Bargain Disaggregating the Bargain Agriculture Market Access and Adjustment in Basic Industries Services, High Technology and Intellectual Property Institutional Reform About the Authors First Steps and Interim Measures 9. Conclusion: Outlook Appendix I. U.S. Goals for New Multilateral Trade Negotia- tions, United States Trade Representative, July 9, 1985 Appendix I. European Commission Statement of the Council of Ministers, March 19, 1985 Appendix II. Ministerial Declaration on the Uruguay Round Glossary of Acronyms

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Part I: Context 1. Introduction Why a New Round of Trade Talks? The Dollar and the Debt Problems How Change Comes About Plan of the Book 2. Setting the Context Historical Context: Successes and Disappointments Ten Policy Challernges: Why These Negotiations Will Be Different and More Difficult 3. What Negotiations Could Accomplish Higher Growth Increased Market Access Exceptional Sectors Services Government Support in High-Technology Industries Greater Discipline Institutional Reform Safeguards and Adjustment in Basic Industries Nontariff Barrier Codes Counterfeiting and Intellectual Property Trade-distorting Investment Practices Part II: National Goals and Constraints 4. The United States Constraint: The Relative Decline of U.S. Economic Power Constraint: Building Domestic Consensus Constraint: Gaining Congressional Backing Constraint: Adjustment Resistance Textiles Steel Constraint: The Reduction of Adjustment Assistance Constraint: The Security Dimension Outlook: Opportunity Seized or Lost? 5. Other Industrial Countries European Community 6. Developing Countries The LDCs as a Bloc How Do LDC Interests Differ? The Least Developed Countries Oil Producing Countries Part III: Prospects 7. Second-Best Solutions Definitions and Background Limited Negotiations as Partial Solutions Regional or Like-Minded Arrangements Bilateral Free Trade Agreements Foreign Policy Implications 8. A Global Bargain Timing and Aggregation of Issues Elements of a Bargain Disaggregating the Bargain Agriculture Market Access and Adjustment in Basic Industries Services, High Technology and Intellectual Property Institutional Reform About the Authors First Steps and Interim Measures 9. Conclusion: Outlook Appendix I. U.S. Goals for New Multilateral Trade Negotia- tions, United States Trade Representative, July 9, 1985 Appendix I. European Commission Statement of the Council of Ministers, March 19, 1985 Appendix II. Ministerial Declaration on the Uruguay Round Glossary of Acronyms

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Part I: Context 1. Introduction Why a New Round of Trade Talks? The Dollar and the Debt Problems How Change Comes About Plan of the Book 2. Setting the Context Historical Context: Successes and Disappointments Ten Policy Challernges: Why These Negotiations Will Be Different and More Difficult 3. What Negotiations Could Accomplish Higher Growth Increased Market Access Exceptional Sectors Services Government Support in High-Technology Industries Greater Discipline Institutional Reform Safeguards and Adjustment in Basic Industries Nontariff Barrier Codes Counterfeiting and Intellectual Property Trade-distorting Investment Practices Part II: National Goals and Constraints 4. The United States Constraint: The Relative Decline of U.S. Economic Power Constraint: Building Domestic Consensus Constraint: Gaining Congressional Backing Constraint: Adjustment Resistance Textiles Steel Constraint: The Reduction of Adjustment Assistance Constraint: The Security Dimension Outlook: Opportunity Seized or Lost? 5. Other Industrial Countries European Community 6. Developing Countries The LDCs as a Bloc How Do LDC Interests Differ? The Least Developed Countries Oil Producing Countries Part III: Prospects 7. Second-Best Solutions Definitions and Background Limited Negotiations as Partial Solutions Regional or Like-Minded Arrangements Bilateral Free Trade Agreements Foreign Policy Implications 8. A Global Bargain Timing and Aggregation of Issues Elements of a Bargain Disaggregating the Bargain Agriculture Market Access and Adjustment in Basic Industries Services, High Technology and Intellectual Property Institutional Reform About the Authors First Steps and Interim Measures 9. Conclusion: Outlook Appendix I. U.S. Goals for New Multilateral Trade Negotia- tions, United States Trade Representative, July 9, 1985 Appendix I. European Commission Statement of the Council of Ministers, March 19, 1985 Appendix II. Ministerial Declaration on the Uruguay Round Glossary of Acronyms

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Part I: Context 1. Introduction Why a New Round of Trade Talks? The Dollar and the Debt Problems How Change Comes About Plan of the Book 2. Setting the Context Historical Context: Successes and Disappointments Ten Policy Challernges: Why These Negotiations Will Be Different and More Difficult 3. What Negotiations Could Accomplish Higher Growth Increased Market Access Exceptional Sectors Services Government Support in High-Technology Industries Greater Discipline Institutional Reform Safeguards and Adjustment in Basic Industries Nontariff Barrier Codes Counterfeiting and Intellectual Property Trade-distorting Investment Practices Part II: National Goals and Constraints 4. The United States Constraint: The Relative Decline of U.S. Economic Power Constraint: Building Domestic Consensus Constraint: Gaining Congressional Backing Constraint: Adjustment Resistance Textiles Steel Constraint: The Reduction of Adjustment Assistance Constraint: The Security Dimension Outlook: Opportunity Seized or Lost? 5. Other Industrial Countries European Community 6. Developing Countries The LDCs as a Bloc How Do LDC Interests Differ? The Least Developed Countries Oil Producing Countries Part III: Prospects 7. Second-Best Solutions Definitions and Background Limited Negotiations as Partial Solutions Regional or Like-Minded Arrangements Bilateral Free Trade Agreements Foreign Policy Implications 8. A Global Bargain Timing and Aggregation of Issues Elements of a Bargain Disaggregating the Bargain Agriculture Market Access and Adjustment in Basic Industries Services, High Technology and Intellectual Property Institutional Reform About the Authors First Steps and Interim Measures 9. Conclusion: Outlook Appendix I. U.S. Goals for New Multilateral Trade Negotia- tions, United States Trade Representative, July 9, 1985 Appendix I. European Commission Statement of the Council of Ministers, March 19, 1985 Appendix II. Ministerial Declaration on the Uruguay Round Glossary of Acronyms

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CHAPTER 1 INTRODUCTION RveoA 2 Structure2 Process 3 Special Chapters 3 Why Workers Uninize 3 he Catalyse ox Organization 4 The lndividual Decision to Organize 5 Bedes abut Uioas & The Belhets of Emplovees in General & Nonunion Respondents 9 Union Areas ustration 10 Collecive Bhavior ll review 13 Point of View 14 Goug Codesiveness 12 Summary aFeview 13 CHAPTER 2 THE EVOLUTION OF AMERICAN LABOR: I 16 Eariy Unicns and the Conspiracy Doctrine 17 Phalacehia Corwainers 17 Commonwealth v. Hunt 18 Pre-Civil War Unices 18 The Birth of National Unions 19 The National Labor Union 20 The Knights of Labor 20 The American Federation of Labor 22 Labor Unrest 24 The IWW and the Westen Federation of Miners 26 The Boycott Cases 28 Eariy Legislation 29 Trade Union Success and Apathy 30 World War I 30 The American Plan 30 The End of an Era 31 United States 32 Readings 34 Discussion Union Philosophies and Types in the Summary and Prologue 33 Suggested Questions 34 xi Contents xi CHAPTER 3 THE EVOLUTION OF AMERICAN LABOR: II 35 Industrial Unions 36 The Industrial Unıon Leadership 36 Organizing the Industrial Work Force 37 Legislation 39 Norris-LaGuardia Act (1932) 39 National Industrial Recovery Act (1933) 40 The Wagner Act (National Labor Relations Act, 1935) 40 Employer Intransigence 41 Labor Power 43 Pre-World War II 43 World War II 45 Reconversion 46 Restoring the Balance 47 Taft-Hartley Act 47 Retrenchment and Merger 51 Merger 51 Corruption 53 Landrum-Griffin Act 53 Recent Legislative Attempts 54 Public Sector Union Growth 59 Federal Executive Orders 59 Civil Service Reform Act 60 State and Local Government 60 Passing the Torch 60 Suggested Readings 63 Discussion Questions 63 Summary 61 CHAPTER 4 64 LABOR LAW AND FEDERAL AGENCIES Overview 65 Railway Labor Act 65 Overview 67 Norris-LaGuardia Act (1932) 68 Section 8 71 Sections 13 through 19 74 Section9 73 Sections l0, 11, and 12 74 Section 2 70 Section 3 71 Section 7 71 Wagner and Taft-Hartley Acts (as Amended) 69 Title II 74 Title III 75 Summary 75 Landrum-Griffin Act (1959) 76 Title I-Bill of Rights for Union Members 76 Title II–Reports Required of Unions and Employers 76 Title II–Trusteeships 77 Title IV– Elections 77 Title V-Safeguards for Labor Organizations 77 Title VI- Miscellaneous Provisions 78 Summary 78 Summary of Labor Law 78 Federal Departments and Agencies 79 Department of Labor 79 Federal Mediation and Conciliation Service 81 National Mediation Board 81 National Labor Relations Board 82 Summary 84 Suggested Readings 85 Discussion Questions 85 xiii Contents CHAPTER 5 86 UNION STRUCTURE AND GOVERNMENT Local Union Democracy and Partieıpation 88 Functional Democracy 92 Intematronal Unons 94 Natonal Union Goals 96 The Local Unwm 87 National-Local National Unions National Union lurisdictions 97 National Structure 99 Union Relationship 104 National Union Politics 105 and Public Policy 106 The AFL-CIO 108 State and Local Central Bodies 111 Overview of the Union Hierarchy l11 National Union Mergers 112 Union Finances 113 Operational Receipts and Disbursements 114 Union Otficer Summary 115 Suggested Readings 116 Discussion Questions 117 Compensation 115 Pension Administration l15 CHAPTER 6 UNION ORGANIZING CAMPAIGNS 118 How Organizing Begins 118 The Framework for Organizing l19 Representation Elections 120 Bargaining Unit Determination 124 Legal Constraints 126 Jurisdiction of the Organizing Union 126 The Union's Desired Unit 126 The Employer's Desired Unit 127 NLRB Policy 128 Other Issues in Unit Determination 130 The Organizing Campaign 131 No Distribution or Solicitation ules 131 Union Strategy and Tactics 132 Management Strategy and Tactics 137 The Role of the NLRB 140 Interrogation 140 Communications 140 The 24-Hour Rule 141 Employee Responses to Campaigns 142 The Effects of Unfair Practices l43 Election Certifications 146 Setting Aside Elections 146 Bargaining Orders 146 The Impact of Board Remedies 147 Election Outcomes 147 Decertifications 150 Contextual Characteristics Influencing Elections 152 Organizing and Membership Trends 153 Summary 153 Suggested Readings 154 Discussion Questions 154 Case 155 Contents xiv CHAPTER 7 158 THE ENVIRONMENT FOR BARGAINING The Product and Service Market 159 Public Policy and Industrial Organization 161 Regulation and Deregulation 163 Foreign Competition 165 Employer Interests 166 Labor as a Derived Demand 166 Labor-Capital Substitution 167 Labor Markets 169 Employee Interests 170 Legal Requirements 172 Union Interests 170 Bargaining Power 173 Ability to Continue Operations (or Take a Strike) 175 Bargaining Structure 176 Multiemployer Bargaining 178 Industry Wide Bargaining 180 National/ Local Bargaining Issues 180 Wide-Area and Multicraft Bargaining 181 Coalition Bargaining 181 Conglomerates and Multinationals 182 Public Policy and Court Decisions 183 Influence of Bargaining Power and Structure 184 Summary 185 Suggested Readings 186 Discussion Questions 186 CHAPTER 8 187 WAGE AND BENEFIT ISSUES IN BARGAINING Components of Wage Demands 188 Equity 188 Ability to Pay 188 Standard of Living 189 Pay Programs 190 Pay Levels 191 Ability to Pay 191 Equity 192 Standard of Living 192 Pay Structure 192 Job Evaluation 195 Negotiated Wage Differentials 197 Comparable Worth 198 Pay Form 199 Pay System 202 Time Not Worked 204 Cost of Living 204 Membership 202 Tenure 203 Time Worked 203 Productive Union Effects on Pay 205 Efficiency 203 Union Effects on Pay Structures 208 Union Effects on Pay Systems 209 Union Effects on Pay Levels 205 Union Effects on Pay Form 208 Union Effects on Organizational Effectiveness 210 Productivity 210 Wage Issues in Current Contracts 211 Summary 212 Suggested Readings 212 Discussion Questions 213 XV Contents CHAPTER 9 214 NONWAGE ISSUES IN BARGAINING Nonwage Provisions of Current Contracts 215 Union and Management Goals for Nonwage Issues 215 Hours of Work 215 Collective Bargaining and Work Entitlement to and Restrictions on Overtime 218 Shift Assignments and Differentials 218 Innovative Work Schedules 218 Paid Time Off 221 Federal Wage and Hours Laws 217 Schedules 217 Length of Contracts 221 Management and Union Rights 221 Discipline and Discharge 222 Grievance and Arbitration 222 Strikes and Lockouts 223 Union Security 223 Working Conditions and Safety 225 Seniority and Job Security 225 Layoff Procedures 226 Promotions and Transfers 226 Equal Employment Opportunity and Seniority 227 Effects of Unions on Nonwage Outcomes 229 Union Influences on Hiring 229 Promotions, Transfers, and Turnover 230 Retirement Programs 232 Job Satisfaction 233 Commitment to the Union 234 Summary 234 Suggested Readings 235 Discussion Questions 235 CHAPTER 10 CONTRACT NEGOTIATIONS 236 Management Preparation 237 Department Involvements 237 Reviewing the Expiring Contract 239 Demands 240 Costing the Contract 240 Negotiation Objectives and the Preparing Data for Negotiations 239 Identification of Probable Union Bargaining Team 244 Bargaining Books 246 Strike Preparation 246 Strategy and Logistics 247 Union Preparation 248 National Level Activities 248 Local Level Preparations 249 Negotiation Requests 252 What Is Bargaining? 252 Attributes of the Parties 254 Perceptions of Bargainers 256 Theories of Bargaining Tactics 257 Bluffing 258 Behavioral Theories of Labor Negotiations 259 Distributive Bargaining 259 Integrative Bargaining 262 Attitudinal Seructuring 262 Intraorganizational Bargaining 264 A Test of the Walton-MKersie Model 264 Ngotat ins 266 Inntal rescntations 266 Bargaining on Specific Issues 267 Tavtws in Distnbutive Bargaining 267 (Ommittng to a Position 268 Settlements and Ratifiations 269 Nonagrrement 270 Management Assessment of Results 271 Summary 272 Suggested Rcadings 273 Discussion Questions 273 Case: Ncgotuatıng Exercise 274 CHAPTER 11 IMPASSES AND THEIR RESOLUTION 313 Impasse Definition 314 Thırd-Party Involvement 314 Mediation 314 Mediator Behavior and Outcomes 320 Mediator Backgrounds and Training 320 Mediator Activity 322 Fact-Finding 323 Taft-Hartley Fact-Finding 325 Railway Labor Boards 325 Fact-Finding and the Issues 326 Interest Arbitration 326 Review of Third-Party Involvements 327 Strikes 329 Picketing 330 Shutdowns 332 of Employers 333 Rights of Evidence on the Effects Strike Votes and Going Out 329 Continued Operations 332 Rights Strikers 334 Contracting Out 335 of Strikes 336 Overview 338 Boycotts 338 Lockouts 340 Perishable Goods 341 Multiemployer Lockouts 341 Single Employer Lockouts 342 Requirements for the Use of a Lockout 343 Bankruptcies 344 Summary 345 Suggested Readings 345 Discussion Questions 345 Case: GMFC Impasse 346 CHAPTER 12 347 NION MANAGEMENT COOPERATION Integrative Bargaining 348 Models of Cooperation 350 Areawide Labor Management Committees 351 Methods of Cooperation 350 Relations by Objectives 353 xvii Contets Paduetivity Bargaining 354 Circles 362 Labor Management Committees 362 Quality of Work Life Rucker Plans 361 Impro Share 361 Quality Programs 362 Research on the Long-Run Effects of Cooperation 368 Employee Stock Ownership Plans 369 The Scanlon Plan 358 What Is Productivity Bargaining? 354 Workplace Interventions 355 Summary 370 Suggested Readings 370 Discussion Questions 371 Case: Exercise 371 CHAPTER 13 373 CONTRACT ADMINISTRATION The Duty to Bargain 373 Issues in Contract Administration 374 Supervisors Doing Working Discipline 374 Incentives 375 Work Assignments 375 Individual Personnel Assignments 375 Hours of Work 376 Production Work 376 Production Standards 376 Conditions 376 Subcontracting 376 Past Practice 376 Grievance Procedures 377 Striking over Grievances 380 Wildcat Strikes 382 Discipline for Steps in the Grievance Procedures 377 Time Involved 379 Methods of Dispute Resolution 379 Wildcat Strikes 383 Mediation of Grievances 383 Employee Union Rights in Grievance Processing 384 To What Is the Employee Entitled? 384 Fair Representation 385 Individual Rights under the Contract 385 Grievances and Bargaining 389 Union Responses to Management Action 389 Fractional Bargaining 390 Union Initiatives in Grievances 390 Grievance Types 391 Logjams in Grievance Processing 392 Who Files Grievances? 394 Summary 395 Suggested Readings 395 Discussion Questions 396 Case 396 CHAPTER 14 398 THE ARBITRATION OF GRIEVANCES What Is Arbitration? 398 Development of Arbitration 399 Lincoln Mills 399 Steelworkers' Trilogy 400 The 1962 Trilogy 402 NLRB Deferral to Arbitration 402 Arbitration and Grievance Exceptions to Deferral 403 Settlement 403 Arbitration Procedures 404 Prearbitration Matters 404 Selection of an Arbitrator 405 Sources and Contents xviii Oualhtications of Arbitrators 406 National Academy of Arbtratots AMW Anencan Arbitration Assoeiation 408 Fedeal Medaton al Conciltation Service 409 P'reheating 411 Ileaing l'oceBNCs 412 Representatives tor the P'arties 412 PreNentation of the 'une 412 Posthearing 413 Evidentiary Rules 4 13 Arbitral Remedies 415 Preparation of the Award 415 Procedural Ditticulties and Their Resolutions 416 Expedited Arbitration 417 Inadequate Representation 4 18 Arbitration of Discipline Cases 420 Role of Discipline 420 Evidence 420 Uses of Punishment 421 Arbitration of Past Practice Disputes 421 Discussion Questions 426 Case 3 430 426 Summary 426 Suggested Readings Case 1 427 Case 2 429 Assessment of Arbitration 423 Cases 427 CHAPTER 15 431 PUBLIC SECTOR LABOR RELATIONS Public Sector Labor Law 432 Civil Service Reform Act, Federal Labor Relations Law 432 Title VII 433 State Labor Laws 434 Jurisdictions and Employees 434 Source of Employment 434 Levels of Government 435 Types of Employee Groups 435 Public Employee Unions 436 Multilateral Bargaining 439 Bargaining Bargaining Structures 438 Public Sector Bargaining Processes 438 Bargaining Units and Organizing 437 Outcomes 441 Impasse Procedures 443 Fact-Finding 444 Statutory Role of the Fact Finder 445 Fact-Finding Arbitration 447 Interest Arbitration Variants 447 Results 445 Criteria for Fact-Finding Recommendations 447 Final-Offer Offer? 450 An Alternative to Final-Offer Selection 451 Evidence on the Narcotic Effect 451 Arbitral Criteria 452 The Utility of Arbitration for Arbitration 448 Results of Final-Offer Laws 449 What Is a Final Unions 452 Strikes 452 Summary 455 Suggested Readings 455 Discussion Questions 456 Case 457 CHAPTER 16 EMPLOYEE RELATIONS IN NONUNION ORGANIZATIONS 459 "Union-Free" Organizations 460 Union Avoidance 460 Environmental Factors Associated with Union Avoidance 461 Transient Employees and Representation 462 xix Contents Nonwage Policies 463 Personnel Expenditures Employee "Voice" Systems 466 Wage Policies 463 A Philosophy-Laden Approach to Employee Relations 462 Other Innovative Techniques 468 Summary 469 Suggested Readings 470 Discussion Questions 470 Employer/Employee Committees 468 CHAPTER 17 CHALLENGES TO COLLECTIVE BARGAINING Industrial Change 472 Production and Nonproduction Workers 475 Projections tor Occupational Distributions 475 Occupational Change 472 Demographic Changes 478 Migration 480 Foreign Competition 481 Concessions, Profits, and Militancy 482 The Labor Movement 484 The Leadership 484 Projections from the Past 486 Conclusion 486 Suggested Reading 487 CASE INDEX 489 NAME INDEX 491 SUBJECT INDEX

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1 Introduction Defining Terms. Types of Food and Beverage Operations in a Hotel The Manager of Dining Service Service: The Marketing Perspective. Quality in Dining Service. 2 Personnel Administration .. Employee Recruitment and Selection Procedures Orientation and Training Programs. Principles of Supervision Motivation and Morale. Evaluation Procedures Employee Discipline Programs , 3 Menu Planning Menu Planning Objectives. Menu Planning Procedures Basic Types of Menus. General Menu Planning Considerations. Menu Planning Constraints. Health and Wellness: New Concerns in Menu Planning The Menu and the Food Service Operation. The Menu and the Service Plan.. Designing the Menu. 4 Food Production Systems. Coffee Shops. Room Service Banquet Operations. Timing Food Orders Facilitating Communication Between Production and Service Personnel Service Staff in Production Areas. 5 Dining Service Supplies and Equipment Purchasing Receiving and Storing. Issuing Controlling Dining Service Supplies 6 Dining Service Methods and Procedures.. American or Plate Service French or Cart Service Russian or Platter Service. English or Family Service. Buffet Service Salesmanship in the Dining Room. 7 Controlling Service Labor Costs . Establishing Performance Standards Incorporating Fixed Labor Requirements Developing the Staffing Guide Forecasting Food Service Sales Scheduling Employees Measuring Productivity Putting It All Together to Control Labor Costs. 8 Sales Income Control Systems. Manual Guest Check Procedures Rules for Guest Checks Cash Handling Equipment Income Control Procedures Income Theft: Methods and Precautions Accepting Noncash Payments. Planning for Cash Income Control Coffee Shop Service Personnel. Coffee Shop Service Procedures. Forecasting and Employee Scheduling Supplies and Equipment Control Procedures Speial Concerns 10 Room Service.. Personnel Room Service Procedures. The Room Service Menu Forecasting and Employee Scheduling Supplies and Equipment Income Control Procedures.. 11 Dining Room Service Personnel Dining Room Service Procedures Reservation Systems The Dining Room Menu Supplies and Equipment 12 Danquet Service Banquet Business Markets Organization of a Banquet Department An Overview of Banquet Duties and Responsibilities. Pricing Barnquets. Banquet Contracts Protocol for Banquets Banquet Income Control.. 13 Other Dining Services Vending Machine Services. Cafeteria Food Service Employee Dining Arrangements Off-Site Catering Operations. VIP Dining Rooms. Club and Show Operations Miscellaneous Food Services 14 Deverage Service. Personnel. cedures for Beverage Service. Supportive Functions for Dining Service Purchasing Beverage Service Supplies and Equipment. Bar Design 15 Sanitation, Safety, and Security . Sanitation. Safety Security. PART III 16 Dining Room Design, Decor, and Maintenance Planning an Effective Design Dining Room Decor and Ambience . Maintenance of Dining Areas Appendix A - Selecting Table Linens Appendix B - Preparing for Kosher Service Educational Institute Doard of Trustees

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1 Introduction Defining Terms. Types of Food and Beverage Operations in a Hotel The Manager of Dining Service Service: The Marketing Perspective. Quality in Dining Service. 2 Personnel Administration .. Employee Recruitment and Selection Procedures Orientation and Training Programs. Principles of Supervision Motivation and Morale. Evaluation Procedures Employee Discipline Programs , 3 Menu Planning Menu Planning Objectives. Menu Planning Procedures Basic Types of Menus. General Menu Planning Considerations. Menu Planning Constraints. Health and Wellness: New Concerns in Menu Planning The Menu and the Food Service Operation. The Menu and the Service Plan.. Designing the Menu. 4 Food Production Systems. Coffee Shops. Room Service Banquet Operations. Timing Food Orders Facilitating Communication Between Production and Service Personnel Service Staff in Production Areas. 5 Dining Service Supplies and Equipment Purchasing Receiving and Storing. Issuing Controlling Dining Service Supplies 6 Dining Service Methods and Procedures.. American or Plate Service French or Cart Service Russian or Platter Service. English or Family Service. Buffet Service Salesmanship in the Dining Room. 7 Controlling Service Labor Costs . Establishing Performance Standards Incorporating Fixed Labor Requirements Developing the Staffing Guide Forecasting Food Service Sales Scheduling Employees Measuring Productivity Putting It All Together to Control Labor Costs. 8 Sales Income Control Systems. Manual Guest Check Procedures Rules for Guest Checks Cash Handling Equipment Income Control Procedures Income Theft: Methods and Precautions Accepting Noncash Payments. Planning for Cash Income Control Coffee Shop Service Personnel. Coffee Shop Service Procedures. Forecasting and Employee Scheduling Supplies and Equipment Control Procedures Speial Concerns 10 Room Service.. Personnel Room Service Procedures. The Room Service Menu Forecasting and Employee Scheduling Supplies and Equipment Income Control Procedures.. 11 Dining Room Service Personnel Dining Room Service Procedures Reservation Systems The Dining Room Menu Supplies and Equipment 12 Danquet Service Banquet Business Markets Organization of a Banquet Department An Overview of Banquet Duties and Responsibilities. Pricing Barnquets. Banquet Contracts Protocol for Banquets Banquet Income Control.. 13 Other Dining Services Vending Machine Services. Cafeteria Food Service Employee Dining Arrangements Off-Site Catering Operations. VIP Dining Rooms. Club and Show Operations Miscellaneous Food Services 14 Deverage Service. Personnel. cedures for Beverage Service. Supportive Functions for Dining Service Purchasing Beverage Service Supplies and Equipment. Bar Design 15 Sanitation, Safety, and Security . Sanitation. Safety Security. PART III 16 Dining Room Design, Decor, and Maintenance Planning an Effective Design Dining Room Decor and Ambience . Maintenance of Dining Areas Appendix A - Selecting Table Linens Appendix B - Preparing for Kosher Service Educational Institute Doard of Trustees

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The managerial perpective 1 Managing 2 Landmarks in Management history 3 Modern Management perspective Part II Planning 4 Managerial decision making 5 Strategy, Objectives, and Policies 6 Planning processes and models 7 Forecasting 8 Planning system Part III Organizing 9 Span of management and authority: the bases of organizing 10 The division of Labor 11 Managing through authority 12 Line-staff relationships 13 Coordinating 14 Committees 15 Organizational design Part IV Staffing The human resource system Human resource management Performance appreisal and compensation Managing your career Part V Influencing The influencing process The individual in the organization Informal relationships Motivations and relationship Communicating Organizationam climate and change Part VI Controlling The control Process Budgeting Controllong overall performance Operations managements Operations Planning and control Conclusion Managing the multinatiional organization Organizational effectiveness

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Part One SOURCE Section1 : INTRODUCTION A. Training And Development And Personnel Management By Albert C. Hyde And Jay M. Shafritz B. Human Performanace Problems And Their Solutions By Geary A. Rummler C. Analysions Performance Problems : Quick-Reference Checklist By Prbert F. Mager And Peter Pipe D. Guide For Designing Training Programs Section2 : IDENTIFYING TRAINING AND DEVEPMENT NEEDS A. Identifying Training Needs By Kenneth Wexley And Gary Latham B. Determining Managerial Trainig Needs By Stephan Wall And Deepa Awal C. An Alternative Approach To Assessing Management Development Needs By Roberts Oppenbeimer D. How To Determine The Training Needs Of Your Supervisiors _ When They’re Spread Across The Map By Patrick Germany And C. Von Bergen E. The Nominal Group Techinique : Applications For Training Needs Assessment By Dow Scott And Diana Deadrick Section 3 : GAINNING COMMITMENT A. How To Get Top Management Support By William Yemans B. Gainning And Keeping Management Support By Kenneth Hultman C. How To Sell New Training Programs To Management By David Chesnut Section 4 : UNDERTANDING THE LEARNING AND TRAINING PROCESS A. Learning Theoring And Training By Lestie This And Gordon Lippitt B. Results – Oriented Training Designs By Leslie This C. Training And Development Programs : What Learnig Theory And Research Have To Offer By Craig Schneier D. How Adults Learn By Malcolm Knowles E. Beyond Modeling : Managaing Social Learning Processes In Human Resource Training And Development By Fred Luthans And Tim Davis F. Comptency – Based Management By Alice Sargent Section 5 : ESTABLISHING TRAINING AND DEVELOPMENT OBJECTIVES A. Course Objectives By R. Mager And K. Beach, Jr. B. Develop Course Objectives By R. Ribler C. Develop Enabling Objectives By R. Ribler D. Individualizing Learning Objectives By Gerald Miller E. Determining Supervision Training Needs And Setting Objectives By Donald Section 6 : CHOOSING TRAINING AND DEVELOPMENT METHODS A. Designing Meaningful Learning Situations In Management : A Contigency, Decision - Treee Approach By W. Alan Randolphn And Barry Posner B. Methods Of Teaching By John Randall C. Job Instruction Training By Dugan Laird D. How Training Thourgh Behavior Modeling Works By Stephen Wehrenberg And Evaluation Approach : Additional Findings By Arthur Siegel E. Assessment Centers : For Selection Or Development By Gary Hart End Paul Thompson F. An Introduction To Computer – Based Learing By Angus Reynolds G. The Five Most Frequent Questions (Plus One) About Computer – Based Learing By Angus Reynolds And Richard Davis Section 7 : TECHNIQUES FOR IMPLEMENTING TRAINING AND DEVELOPMENT PROGRAMS A. How to Prepare Your People by Gregory Cripple And Harry Litchfield B. What Should Training Rooms be Like ? by Dugan Laird C. Uses Of Silence by Dugan Laird D. The Art of Questioning by John Randall E. Reinforcing Your Training Programs by Herman Birnbrauer Section 8 : TRANSFERRING LEARING A. Increase Training Benefits : Decrease Role Conflict by Ruth House B. Why Aren’t They Doing What We Trained Them to Do ? by Regis Mcnamara C. Maitenance Systems : The Neglected Half Of Behavior Change by Karen Brethower Section 9 : EVALUATING PROGRAM RESULTS A. Evaluating Training By Karen Brethower And Geary Rummler B. Evaluation Procedures By Irwin Goldstein C. Cost Effectiveness : A Model For Assessing The Training Investment By James Cullen, Stephen Sawzin, Gary Sissoon, And Richard Swanson D. Evaluating Training Daily By Gloria Stevenson E. Assessing Intervention Outcomes By Robert Carkhuff F. Evaluating the Effectiveness of Management Training : Progress During the 1970 ‘ S and Prospects for Thr 1980’s by Ronald Clement G. Traini Ng And The Law : What You Don’t Know Might Hurt by Mark Giorgini Section 10 : TRAINING AND DEVELOPMENT FOR TARGETED AUDIENCES A. Remember these Five Basic Topics When Training New Field Sales Reps by Daniel K. Weadock B. Visualizing Techinical Programs By Michael J. Bashista C. Vocational And Planning Education By Arthur W. Saltzman, Raymond Mlay, and Richard Hartshorn D. In-House Supervisory Training Programs : High Caliber, High Impact by Stanley Truskie E. Career Development Puts Training In Its Place by Beverly Kaye Section 11 : STRATEGIC USES : FITING TRAINING AND DEVELOPMENT INTO THE ORGANIZATION A. What is Organization Development by Michael Beer B. Starting And Managing System-Wide Chande by Michael Beer C. Training to be Ready for the ’90s by George S. Ordiorne D. Ompact-Directed Trainign by William King and Robert Roth E. Training Programs : Pulling Them Into Sync With Your Company’s Strategic by Richard P. Nielsontechinical Part Two : TRAINING AIDS Section 1 : TRAINING ROLES, COMPETENCE, AND VOCABULARY Preliminary Roles And Output – Astd Training And Development Comptences Study Astd Comptency Study-Training And Development Competencies The Humans Resource Wheel Section 2 : TRAINING AIDS TIPS ON DETERMINING NEEDS Design Of Needs Survey Questions To Ask In Determining Training Needs Needs Survey Checklist Section 3 : TRAINING AIDS INVOLING PHYSICAL FACILITIES The Hotel/ Motel User Checklist The Hotel/ Motel User Checklist Section 4 : INSTRUMENTS FOR GATHERING DATA ABOUT STUDENTS Demographic And Biographical Data Feelings About Being Enrolled Viewpoints About Training Tasks Section 5 : TRAINING AIDS RELATED TO VISUAL AIDS Media Choice Matrix Advantages And Disadvantages Of Various Forms Of Media Tips On How To Use Media Section 6 : TRAINING AIDS AND TIPS IN TRAINING AIDS ANND TIPS IN TRAINING METHODS Different Methods Accomplish Different Objectives Duo –Dimensional List Of Methods Relating Learning Methods To Learning Goals Learing Conditions Checklist Of Teaching Techniques Engineering Of Training – Learning Systems Rules For Brainstorming Effective Use Of Case Studies Tips On Using Rolesplays Nominal Group Process Checklist For Selection And Development Of Computer Assisted Instructional Materiels Principles Of Job Instruction Job Instruction Card Section 7 : TRAINING AID FOR DEALING WITH SPECIAL STUDENTS Getting Appropriate Participation Section 8 : EVALUATION INSTRUMENTS Form1 : Seminar Reaction Sheet Form2 : Course Evaluation Form 3 : Seminar Evaluation Form 4 : Classroom Observation Guide Form 5 : Workshop In Training In Training Course Design Form6 : Group Work Evaluation Form Form 7 : Self-Developopment Actions Intergrating Training Into Your Job Section 9 : TRAINING AIDS INVOLING TRAINING BUDGETS Some Budgeting Policies For Training Functions The Cost Of Doing Training Estmating Cost Of Deficiencies Section 10 : MISCELLANEOUS TRAINING AIDS AND INSTRUMENTS Before You Send Them Off To Training A Worksheet To Use When Determining Objectives for Training Programs Job Breakdown Blueprint Task Analysis Guide Ten Considerations When Using Consultants My 12 Mistakes as a Changé Agent 13 Rules – of – Thumb for Change Agents Checklist for Apprentice Programs On Developing the Training Specialists A Self – Diagnostics Tool to Understand Your Learning Style Making Training Work

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1)THE SIMULATION AND SCENARIO 2)BUSINESS,ENTREPREUNEURSHIP,AND MANAGEMENT 3)THE DYNAMIC ENVIRONMENT OF BUSINESS 4)LEGAL ASPECTS OF ESTABLISHING A BUSINESS 5)STRATEGIC PLANNING 6)STARTING UP THE BUSINESS 7)CREATING THE ORGANIZATION 8)LOCATING THE BUSINESS 9)RECRUITING ,SELECTING ,AND TRAINNING PERSONNEL 10)MARKETING YOUR PRODUCT 11)RISK AND INSURANCE 12)FINANCIAL ASPECTS 13)MARKING QUARTERLY DECISIONS 14)INCIDENTS

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MANAGEMENT AND THE PERSONNEL FIELD Management, Employees, and the Personnel Field Philosophy, Principles, and Policies The Personnel Function Organization Job Design and Analysis Part II Review Quiz EMPLOYMENT AND DEVELOPMENT OF PEOPLE Human Resource Planning Recruitment and Selection Testing, Interviewing, and Assessment Centers Equal Employment Opportunity Performance Appraisal and Management by Objectives Career Development Training Management and Organization Development Part III Review Quiz People and Motivation Quality of Working Life Leadership, Supervision, and Management Syste Participative Management Discipline LABOR-MANAGEMENT RELATIONS Unions and Management Collective Bargaining Grievances and Arbitration Compensation Administration 23 Individual and Group Incentives Health and Safety 25 Benefits and Services EMPLOYEE RIGHTS Employee Rights PERSPECTIVES Personnel Management in Perspective

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MANAGEMENT AND THE PERSONNEL FIELD Management, Employees, and the Personnel Field Philosophy, Principles, and Policies The Personnel Function Organization Job Design and Analysis Part II Review Quiz EMPLOYMENT AND DEVELOPMENT OF PEOPLE Human Resource Planning Recruitment and Selection Testing, Interviewing, and Assessment Centers Equal Employment Opportunity Performance Appraisal and Management by Objectives Career Development Training Management and Organization Development Part III Review Quiz People and Motivation Quality of Working Life Leadership, Supervision, and Management Syste Participative Management Discipline LABOR-MANAGEMENT RELATIONS Unions and Management Collective Bargaining Grievances and Arbitration Compensation Administration 23 Individual and Group Incentives Health and Safety 25 Benefits and Services EMPLOYEE RIGHTS Employee Rights PERSPECTIVES Personnel Management in Perspective

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PART 1 Police Management Today The Metamorphosis of a Police Executive 11 Gary E. Brown Strategic Management Charles H. Levine 22 PART 2 Emerging Standards of Police Performance National Accreditation: A Valuable Management Next Th Tool 45 Jack Pearson National Accreditation: A Costly, Unneeded Make-Work N Scheme 49 W. E. Eastman Lawsuits Against Police: What Impact Do They Really O Have? 55 Candace McCoy Vicarious Liability: Legal Myth and Reality Steven D. Rittenmeyer Reviewing Citizens' Complaints Against Police 76 James J. Fyfe Police Agency Handling of Citizen Complaints: A Model Policy Statement Police Executive Research Forum High-Speed Chases: In Pursuit of a Balanced Policy 99 Erik Beckman PART 3 Operational Considerations The Newark Foot Patrol Experiment: Executive Summary 109 Police Foundation False Alarms: Do We Cope or Control? 113 Robert E. Lovell The Minneapolis Domestic Violence Experiment Lawrence W. Sherman and Richard A. Berk Police and Community Participation in Anti-Crime Programs 132 Richard R. Bennett and Sandra Baxter 118 PART 4 Affirmative Action in Police Organizations Candace McCoy Personnel Management Management: Labor's Most Effective Organizer Walt H. Sirene Forced Arbitration: Why Cities Worry The Police Problem Employee Hillary M. Robinette Permanent Shifts vs. Rotation Shifts: Sick Time Use Among Police Officers Paul G. Graupmann 194 Healthy Police Officers Are Cost-Effective Police Officers 201 Terrence L. Ellis and Ralph A. Bailey Quality Circles: The Shape of Things to Come? Deborah D. Melancon Quality Circles: Policy and Procedures Orlando Police Department

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1 The Managerial Career in a Changing World 2 MANAGING AS A CAREER CHOICE 3 Managers: A General Description 4 Environments in which Managers Work 7 Characteristics of a Manager's Job 13 Characteristics of Any Organization 16 Problems Managers Face in the 1980s 19 Study Plan of This Book for Developing Management Knowledge 22 2 The Manager's Functions in Historical Perspective 26 WHAT IS MANAGEMENT? 27 The Meaning of Management 29 Functions of Management 30 Historical Foundations of the Practice of Management 32 Relevance of Classical Contributions to Management of the 1980s 43 3 The Manager's Job: Description and Contemporary Approaches 50 HOW CAN A MANAGEMENT COURSE HELP ME? 51 Transition from Classical to Contemporary Approaches (1927-1960) 53 Contemporary Approaches to the Manager's Job (1960-Present) 60 Decision Making 74 ANALYSIS IN MAKING DECISIONS 75 A Simplified Rational Process 78 Decision Making by Groups 89 Economic Concepts Useful in Decision Making 92 Personalizing the Decision-Making Process 97 Planning and Strategic Management DOES PLANNING PAY OFF? 103 The Nature and Importance of Planning 106 Forecasting Techniques 108 Components of Strategic Management 111 Time Management-Managers Plan Use of Their Own Time 121 Organizing: Designing the Formal Structure 127 IS ONE DESIGN BETTER THAN ANOTHER? 128 The Essence of Organizing 130 Classical Principles of Organization Design 136 Two Theoretical Forms for Design 141 Contingency Theories of Organization 145 New Composite Organizational Structures 151 Staffing: Relating People to Organization Structure 156 WHO DO WE NEED IN OUR ORGANIZATION? 157 The Legal Base 161 Matching Jobs and People 161 Management of Human Assets 167 Adjustment to Changes in Staffing 172 Directing: The Leadership Function 176 HOW DO I LEAD OTHERS? 177 Leadership History 180 The Determinants of Leadership 184 Effective Leadership Behavior 192 The Contemporary Scene of Leadership 201 Communicating 205 DO YOU GET WHAT I MEAN? 206 The Anatomy of Interpersonal Communication 208 The Manager and Interpersonal Communication 211 Organizational Communication Channels and Networks 213 Communication Barriers 219 Managing Interpersonal Communication 221 Guidelines for Communication Improvement 226 Controlling 230 WHO'S CHECKING THAT OUT? 231 The Relationship of Controlling to Other Management Functions 233 The Essentials of Controlling 234 Basic Ideas Used in Controlling 237 Two Applications of Controlling 240 Management by Objectives 244 Managing Information 254 TURNING DATA INTO INFORMATION 255 Evolution of Information Systems 257 Data and Information 258 Management Information Categories 260 Physiological, Organizational, and Computer Information Systems 262 Management Information Systems (MIS) Support Managerial Functions 263 Designing a Management Information System 265 Computer Terminology Relevant to Managerial Functions 268 Emergence of an Integrated Information Industry 270 Issues and Problems of Computer Systems 271 Tailoring MIS to Specific Organizational Needs 273 Managing Production and Operations 280 THE OPERATIONS MANAGEMENT TRILOGY 281 The Nature of the Operations Management Field 283 Operations Management Functions 291 Individual Behavior Processes 316 I'VE GOT HIS NUMBER 317 Perception: A Concept Fundamental to Behavior Analysis 319 Attitudes 327 Defense Mechanisms 329 Human Motivation 336 THE "WHY" OF BEHAVIOR 337 Managers and Motivation 339 Some Useful Generalizations about Human Motivation 343 Motivational Models for Manager Understanding 345 Some Limitations of the Motivational Models 354 Human Groups 358 WORK CULTURE 359 A Description of Groups 361 The Analysis of Informal Groups 367 The Management of Groups 371 An Innovative Group Technique 374 Management Groups 375 Power and Politics 378 IS AUTHORITY ENOUGH? 379 Characteristics of the Political World of Organizations 383 The Relationship among Influence, Power and Authority 384 Power 385 Politics and Tactics 393 Conflict, Values, and Managerial Ethics 402 SHOULD I REALLY BE HONEST? 403 Types of Organizational Conflict 405 Possible Causes of Value Conflicts 408 The Role of Managerial Ethics 417 Personal Coping Mechanisms for Value Differences 419 Organizational Mechanisms for Resolving Conflict 421 A Final Word on Conflict Resolution 424 Managing in an International Environment 430 GLOBAL CORPORATIONS IN WORLD SOCIETY 431 Management of Import-Export Companies 433 The Multinational Company (MNC) 435 Expansion in Foreign Direct Investment 438 Reasons for Multinational Operations 438 Modes of Foreign Involvement 441 Environments of International Operations 444 Management Functions in an International Environment 458 Contents V Lessons from American Managers in Practice 466 HOW CAN PRACTICING MANAGERS HELP ME? 467 Ideas of Executives of Well-Known Firms 470 Ideas of Executives of Rapidly Growing Firms 474 Appraisals of Management Performance 477 Lessons Learned from Mistakes of Big Business 480 Integration and Innovation: Preparing for a Managerial Career 491 CAN I PUT IT ALL TOGETHER? 492 Changing Forces that Affect Your Career 494 Managing Forces in Change 498 The Manager's World Revisited 508 Glossary 512 Index 519

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The managerial perpective 1 Managing 2 Landmarks in Management history 3 Modern Management perspective Part II Planning 4 Managerial decision making 5 Strategy, Objectives, and Policies 6 Planning processes and models 7 Forecasting 8 Planning system Part III Organizing 9 Span of management and authority: the bases of organizing 10 The division of Labor 11 Managing through authority 12 Line-staff relationships 13 Coordinating 14 Committees 15 Organizational design Part IV Staffing The human resource system Human resource management Performance appreisal and compensation Managing your career Part V Influencing The influencing process The individual in the organization Informal relationships Motivations and relationship Communicating Organizationam climate and change Part VI Controlling The control Process Budgeting Controllong overall performance Operations managements Operations Planning and control Conclusion Managing the multinatiional organization Organizational effectiveness

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The managerial perpective 1 Managing 2 Landmarks in Management history 3 Modern Management perspective Part II Planning 4 Managerial decision making 5 Strategy, Objectives, and Policies 6 Planning processes and models 7 Forecasting 8 Planning system Part III Organizing 9 Span of management and authority: the bases of organizing 10 The division of Labor 11 Managing through authority 12 Line-staff relationships 13 Coordinating 14 Committees 15 Organizational design Part IV Staffing The human resource system Human resource management Performance appreisal and compensation Managing your career Part V Influencing The influencing process The individual in the organization Informal relationships Motivations and relationship Communicating Organizationam climate and change Part VI Controlling The control Process Budgeting Controllong overall performance Operations managements Operations Planning and control Conclusion Managing the multinatiional organization Organizational effectiveness

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EVOLUTION OF INTERNATIONAL BANKING Early Merchant Bankers.International Banking During the 19th Century International Banking, 1900-1950.Development of Modern International Banking INTERNATIONAL BANKING ENVIRONMENT IN THE POSTWAR PERIOD Origin of the Eurocurrency Market and its Effects.Development of the Eurobond Market.Rise of Multinational Corporations.Emergence of the Syndicated Eurocredit Market EXPANSION OF INTERNATIONAL BANKING NETWORKS The Theory of International Banking. Overseas Expansion by U.S. Banks Growth of Foreign Banking in the United States Foreign Branches of U.S. National Banks Foreign Acquisitions of U.S. Banking Organizations LEGAL ASPECTs OF INTERNATIONAL BANKING Regulation of Overseas Activities of U.S. Banks. Edge and Agreement Corporations Foreign Activities ofU.S. Banks.Domestic Regulation of Foreign Banking U.S. Regulation of Foreign Banks. Legal Considerations in Eurobanking Applicable Law. Jurisdiction. Sovereign Immunity. The Eurodollar Disaster Clause Relationship between the Lead Bank and Participants ORGANIZATIONAL STRUCTURE AND OPERATIONS Representative Office. Agency. Affiliated Bank. Bank Branch.Bank Subsidiary Consortium Bank.International Correspondent Banking.Merchant Banking Subsidiary Export Trading Company.International Banking Operations SUPERVISION AND CONTROL Supervisory Framework. Lender of Last Resort. International Lending Risks Country Risk. Exposure Diversification. Capital Adequacy. International Coordination of Banking Supervision TECHNIQUES OF INTERNATIONAL LENDING: MARKETING AND CREDIT ANALYSIS Marketing. Required Core of Information. Local Economics Overall Market Dimensions and Segmentations. ldentifying Potential Customers and Defining the Bank's. Market Position. ProduCt and Service Analyses. Sales Management Processes. Resource Allocations. Optional Processes Suggested Implementation Procedures. Foreign Credit Analysis. Credit Checklist TECHNIQUES OF INTERNATIONAL LENDING: SYNDICATION The Mandate Process. The Syndicate Product.Marketing the Syndicate Product A Syndication Scenario. Servicing the Loan.Problems in the Syndicated Loan Market INTERNATIONAL DEBT AND DEBT RESCHEDULING Origins and Evolution. Dimensions of the Debt Problem. Eastern Bloc Debt Multilateral Debt Rescheduling. INTERNATIONAL ASSET AND LIABILITYMANAGEMENT Main Issues in Assets and Liability Management.International Interbank Market Eurodollar CDs. Floating-rate Eurodollar Arbitrages by U.S. Banks OFFSHORE FINANCIAL CENTERSAND INTERNATIONAL BANKING FACILITIES Why Offshore Financial Centers. Classification of Offshore Financial Centers Economic Effects of Offshore Centers. International Banking Faciljties as Offshore Ceniters PROSPECTS FOR INTERNATIONAL BANKING The International Monetary Framework. Problems with LDC Debt Roles of the IMF and the World Bank Group. Survival Strategies for the 1980s

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American Business Today Fondements de l'entreprise CONSIDÉREZ CECI4 DÉFINITION D'UNE ENTREPRISE Le groupe organisé d'Indivkuata Iafying Node Hhe Pot L'ÉCONOMIE DES ENTREPRISES9 Laissez-faire Capitaliam Quoi, Comment et Pour Qui dans le Mabat Eumy ÉCONOMIES PLANIFIÉES 12 Socialisme communiste OFFRE, DEMANDE ET COMPÉTITION Offre et demande en concurrence pure et parfaite Concurrence, oligopole, monopole LE DÉVELOPPEMENT DE L'INDUSTRIE AMÉRICAINE NOTRE SYSTÈME D'ENTREPRISE AUJOURD'HUI 24 Ménages Entreprises Gouvernement La période coloniale La révolution industrielle Une seconde évolution La reprise après la Grande Dépression et au-delà LES DÉFIS À VENIR 27 RÉVISION DU CHAPITRE 28 Termes clés, questions et exercices CAS 1-1 QUE SE PASSE-T-IL EN CHINE ? 30 ÉTAT DE CAS 1-9 - LA SOCIÉTÉ MANHATIENNE 31 CONSIDÉREZ CECI 34 Responsabilité sociale en entreprise 32 L'ÉVOLUTION DE LA RESPONSABILITÉ SOCIALE 36 Responsabilité sociale avant les années 1930 Responsabilité sociale après les années 190 % DEUX VISIONS DE LA RESPONSABILITÉ SOCIALE 38 CONSOMMATEURS Le modèle économique Le modèle socio-économique Les avantages et les inconvénients du social Responsabilité 41 Les quatre droits fondamentaux des consommateurs : développements récents en matière de consumérisme PRATIQUES D'EMPLOI Programmes d'action amphibie ÉTHIQUE DES AFFAIRES PRÉOCCUPATION DE L'ENVIRONNEMENT Effets de la législation environnementale RÉVISION DU CHAPITRE 56 Pressions influençant la prise de décision éthique Lancement d'un programme de responsabilité sociale MISE EN ŒUVRE DU CONCEPT DE RESPONSABILITÉ SOCIALE Éléments clés CONSIDÉREZ CECI 62 Programmes de formation pour les chômeurs de base Qui devrait payer pour un environnement propre ? Les entreprises devraient-elles être plus ENTREPRISE INDIVIDUELLE 63 AFFAIRE 9-1 - COMPARABLE WWORTH À WESTINGHOUSE CAS 2 - NESTLÉ RÉEXAMINE SON ROI SOCIAL Les formes de propriété d'entreprise Types de partenaires Avantages de l'entreprise individuelle l'entreprise individuelle LA SOCIÉTÉ Questions et exercices Financement du programme L'accord de partenariat CROISSANCE DE L'ENTREPRISE 78 Inconvénients du partenariat au-delà du partenariat TYPES SPÉCIAUX DE SOCIÉTÉS RÉVISION DU CHAPITRE 2 Croissance interne Croissance externe Propriété d'entreprise Création d'une société Avantages et inconvénients de la société Les inconvénients de l'entreprise individuelle au-delà Coopératives, coentreprises, syndicats AFFAIRE 3-2CARGILL, INC, 85 AUTRES FORMES DE PROPRIÉTÉ D'ENTREPRISE 81 Avantages du partenariat Sociétés d'État, Sociétés à but non lucratif, Sociétés de type S Résumé : Termes clés, questions et exercices Structure de l'entreprise CAS 3-1A EXTENSION RÉUSSIE POUR PABST 85 CONSIDÉREZ CE 8S PROFIL DES PETITES ET ENTREPRISES Les secteurs d'activité qui attirent les petites entreprises et les personnes qui y travaillent L'importance des petites entreprises dans notre économie 95 Offrir une offre compétitive ovation technique evsing Proviting Emploi LES AVANTAGES ET LES INCONVÉNIENTS DE LA PETITE TAILLE 96 Avantages du commerce de gros L'ADMINISTRATION DES PETITES ENTREPRISES FRANCHISE Assistance à la gestion SRA, aide financière SBA RÉSUMÉ DU CHAPITRE Qu'est-ce que la franchise ? Avantages et inconvénients de la franchise 108 Inconvénients des petites entreprises Résumé des points clés, questions et exercices CONSIDÉREZ CECI 118 Qu'est-ce que le management ? La croissance de la franchise ÉTUDE DE CAS 4-1 INDUSTRIES DE GIBRALTAR : QUELLE EST L'IMPORTANCE DES PETITS RÉSIDENTS ? 11O ÉTAT DE CAS 4-9 : LA FRANCHISE FLYWAY PREND SON ENVOL III Le processus de gestion 16 Gestion et organisation 15 GESTION ET GESTIONNAIRES l19 Niveaux de gestion 99 TYPES DE MANAGERS FONCTIONS DE GESTION DE BASE 121 Définition et planification des objectifs Contrôle des activités en cours Que font les managers ? 26 Les franchises sont-elles rentables ? 0 Organiser l'entreprise, diriger et motiver Domaines de gestion CARACTÉRISTIQUES DES MANAGERS RÉUSSIS 129 Compétences clés en gestion Rôles de gestion Sal Busiess Pourquoi les petites entreprises échouent Fng Nents de la société et autres entreprises RÉSUMÉ DU CHAPITRE Termes clés ÉTUDE DE CAS 8-1 - MOTIVER UNE ENTREPRISE FAMILIALE CAS 8-2 RMI RÉFLÉCHISSEZ À CECI Activités de GRH Gestion des ressources humaines 224 GESTION DES RESSOURCES HUMAINES : UN APERÇU Responsabilité en matière de GRH Questions et exercices PLANIFICATION DES RESSOURCES HUMAINES ANALYSE DU POSTE 233 Faire correspondre l'offre à la demande Prévision de la demande en ressources humaines Prévision de l'offre en ressources humaines Recrutement, sélection, orientation Décisions en matière de rémunération RECRUTEMENT, SÉLECTION ET ORIENTATION 233 RÉMUNÉRATION ET AVANTAGES SOCIAUX 240 FORMATION ET DÉVELOPPEMENT Méthodes de formation et de perfectionnement ÉVALUATION DES PERFORMANCES RÉVISION DU CHAPITRE 247 CONSIDÉREZ CECI 254 Types de rémunération et avantages sociaux L’environnement juridique de la GRH Techniques d'évaluation courantes : retour d'information sur la performance 222 Résumé : Termes clés, questions et exercices CAS 9-1 - APPRENTISSAGE TOUT AU LONG DE LA VIE À SDU 250 ÉTUDE DE CAS 9-2 GRH CHEZ IBM 251 LE SYNDICAT ORGANISÉ AUJOURD'HUI 259 Évaluation de la formation et du développement Relations syndicales-patronales 252 L'ÉVOLUTION HISTORIQUE DES SYNDICATS Histoire ancienne entre les deux guerres mondiales Adhésion syndicale Tendances d'adhésion Histoire récente Environnement juridique du travail LE PROCESSUS DE SYNDICATISATION Pourquoi certains employés adhèrent à un syndicat ? Étapes de la création d’un syndicat ; le rôle du syndicat QUESTIONS RELATIVES AUX CONTRATS ENTRE SYNDICATS ET DIRECTION Rémunération des employés Procédures NÉGOCIATION COLLECTIVE Le premier contrat Heures de travail RÉSUMÉ DU CHAPITRE GRÈVES, LOCK-OUTS ET AUTRES TECHNIQUES DE NÉGOCIATION Grèves Autres armes de l'Union Gestion des armes Arbitrage Contrats ultérieurs 273 Marketing 281 Résumé : Termes clés, questions et exercices AFFAIRE 10-1 - LES SYNDICATS EN GUERRE ET EN PAIX CONSIDÉREZ CECI 284 Aperçu du marketing 282 LE CONCEPT MARKETING 287 Segmentation du marché AFFAIRE 10-g CONTINENTAL AIRLINES ÉVITE LES SYNDICATS 277 UTILITÉ : LA VALEUR AJOUTÉE PAR LE MARKETING 285 INFORMATIONS MARKETING 289 MARCHÉS ET SEGMENTATION DES MARCHÉS Systèmes d'information marketing Études de marché LE MARKETING MIX 295 Droits de gestion Évolution du concept marketing Mise en œuvre du concept marketing LE PLAN MARKETING 296 revenu du consommateur L'environnement marketing externe LE CONSOMMATEUR AMÉRICAIN COÛTS ET AVANTAGES DU MARKETING 298 Marchés cibles : Le marché de consommation et le marché industriel Médiation et Planification stratégique du marché Comportement d'achat des consommateurs : quelques tendances notables

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MANAGEMENT AND ORGANIZATION OF PHYSICAL DISTRIBUTION CONCEPTUAL FRAMEWORK Physical Distribution Concept: Organizational development of physical distribution, Definition of physical distribution. Management of Physical Distribution. Costs of Physical Distribution. Productivity. Functions of Physical Distribution: Transportation/traffic management, Inventory control, Warehousing, Industrial packaging, Material handling, Order processing, Locational analysis, Management of information flow. The Future of Physical Distribution Management. ORGANIZING FOR PHYSICAL DISTRIBUTION Types of Management Organization: Line organization, Line and staff organization, Functional organization, Additional organizational approaches. Centralization and Decentralization. Organization of Physical Distribution: Types of departmental organizations, Organizational interfaces. MANAGEMENT OF A PHYSICAL DISTRIBUTION SYSTEM Management Concepts and Approaches: Management by objective, Contingency management approach, Quantitative tools in decision making, Heuristics, Quality Control, Information flow. Productivity in Physical Distribution Management: Quality circles, Physical distribution service. Management Policies: Statement of policies, Implementation of policies, Management policy variables, Pooling of ideas, Participational relationships in company planning. Staffing. Performance Standards. Budgeting. Participation in Capital Investment Decisions. Reports. . ANALYTICAL TOOLS IN DECISION MAKING Research and Development. The Computer: Computer languages, Computer usage in physical distribution. Models. Forecasting: Qualitative techniques, Time-series analysis, Causal models. Input-Output Model. Value Analysis- Value Engineering. Operations Research. Probability Theory. Monte Carlo. Systems Analysis. Linear Programming. Waiting Line or Queuing Theory. Critical Path Methods. Use of Quantitative Techniques in Physical Distribution. COMPONENTS AND INTERFACES OF PHYSICAL DISTRIBUTION TRANSPORTATION SYSTEM ELEMENTS AND MANAGEMENT The Role of the Physical Distribution Manager. Traffic and Transportation Management: Transportation pricing, Rate negotiation, Routing, Transportation operations, Diversion and reconsignment, Risk and claims, Demurrage and detention, Export and import, Transit privileges, Expediting and tracing, Analysis of transportation costs and services. Types of Transportation Operations. Magnitude of Transportation. Transport System Characteristics: Rail, Motor transportation, Water, Air, Pipelines, Intermodal service, Third parties, Assigned service, Technology. INVENTORY CONTROL Inventory Carrying Costs. MRP, Kanban, and M.A.N. Problems in Inventory Management. Allocation: Allocation of product units, Allocation of effort, Tradeoff aspects, Forecasting, Monte Carlo simulation, Inventory categories, Manufacturers' and retailers' inventories, Lead time, Conditions of certainty and uncertainty. When to Order: Under conditions of certainty, Conditions of uncertainty. How Much to Order: Economic order quantity, Nomographs. WAREHOUSING MANAGEMENT Systems Approach: Evaluation of the warehousing function, Warehouse location, Least-cost distribution model, Types of warehouses. Management Controls: Performance standards, Order picking systems, Incentive programs and productivity. Automation and Computer Utilization in Warehousing Management. MAKE OR BUY DECISIONS Company Versus Public Warehousing: Some advantages of company warehousing, Rates of company warehouses, Evaluating public warehousing, Services of public warehouses, Contract warehousing, Chain warehouses, Public warehousing rates and charges, Types of public warehouses, Warehouse receipts. Private Versus For-hire Transportation: Significant legislative and regulatory changes, Feasibility of conversion to private carriage, Pros and cons of private carriage, Equipment purchase or lease, Equipment selection and maintenance, Driver selection, training, and supervision, Scheduling, Safety. Private Rail Cars. Water Transport. Air Transport. CUSTOMER SERVICE-ORDER PROCESSING Evaluative Methods in Order Processing: Order processing and computers, Use of a priority system, Customer service. INDUSTRIAL PACKAGING System Elements of Packaging. Hazardous Materials Rules. Consumer Product Safety Commission. Identification of Costs. Overpackaging- Underpackaging. Effect of Classification Rules. Package Testing. Innovations in Packaging. Ecological Factors. MATERIAL HANDLING AND CONTAINERIZATION Objectives of Material Handling. Material Handling to Facilitate Shipping and Receiving. Unitizing. Use of Queuing Theory. Automation in Material Handling. Containerization: Container utilization and intermodalism, Containers in air transport. LOCATION ANALYSIS Location Theory. Principal Factors in Location: Communications network, Labor force, Community size, Transportation, Water pollution, Air pollution, Land for building, Fuel and power, Tax levies, Financing opportunities, Government's role, International considerations. Methodology in Site Section. Computers in Location Analysis. Use of Decision Tree. Economic and Industrial Development Organizations. INTERNATIONAL DISTRIBUTION The Significance of Growth in World Trade. Container Usage. Terms of Sale. Exporting: Direct export selling, Types of direct exporting, Physical distribution responsibilities, Packaging, packing, and marking for export, Export documentation, Indirect exporting. Importing: Direct importing, Import documentation, Indirect importing, International channels of supply, Customhouse brokers, Forwarding from port. Ocean Freight Rates: Space weight rates, Conference rates, Additional charges. Ocean Freight Forwarders. Foreign Trade Zones. Marine Insurance: Rights and liabilities of ocean carriers, Kinds of insurance coverage. International Air Shipments. Intermodal Shipments. THE TRANSPORT SUBSYSTEM COMMODITY CLASSIFICATION AND ITS IMPACT ON TRANSPORT PRICING Development of Freight Classification. Uniform Freight Classification. National Motor Freight Classification. New England Classification. Classification Rules. The Role of the Physical Distribution Manager. Exceptions to the Classification. TRANSPORT PRICING AS AN ELEMENT OF SYSTEM COSTS Computerization of Rates. Types of Rates. Rail and Motor Rates: Line-haul rates, Accessorial or ancillary charges, Distinct rail service rates, Released-value ratings, Allowances, Rate structures and rate levels. Zone of Rate Flexibility and Zone of Rate Freedom: Contract rates, Impact of rail and motor deregulation on pricing. Water Rates. Air Cargo Rates. Pipeline Rates. Freight Forwarder Rates. Parcel Rates. Physical Distribution or Traffic Rate Control Forms. Rate Publication-Tariffs: Tariffs, Types of tariffs, Rate determination, Priority of rates, Unofficial tariffs, Rate bureaus or conferences, Tariff simplification. EVALUATIVE FACTORS IN ROUTING Physical Distribution Management Routing Policy: Use of premium transportation. Reciprocity. Consolidating Shipments: Pool cars. Rail: Determination of rail routing, Open routing via rail. Motor. Water. Air. Freight Forwarders. Clearances. Embargoes and Quarantines. UTILIZATION OF SPECIAL SERVICES Diversion and Reconsignment. Stopping in Transit to Complete Loading and/or Partially Unload: Protective service, Storage. Tracing. Expediting. Transit Privileges: Nature of transit privileges, Rules governing transit privileges, Types of transit privileges, Unit and split billing, Use by motor carriers, Pickup and delivery, Weight agreements, Estimated weights, Loading and unloading, Car utilization, Demurrage and detention. DOCUMENTATION AND CARRIER LIABILITY- THE LEGAL IMPLICATIONS Documentation: Terms of sale, Bills of lading, Waybill, Arrival notice, Delivery receipt, Freight bill. Auditing Freight Bills. Carrier Liability: Risk management. Causes of Claims: Shippers National Freight Claim Council. Loss and Damage Claims. Overcharge and Reparation Claims. Undercharge Claims. Measure of Claims. Management Procedure. . INSTITUTIONAL ASPECTS OF TRANSPORT POLICIES AND PROGRAMS Department of Transportation. Transportation Regulation: Development of regulation. Regulatory modifications. Additional Institutional Constraints. "Sunshine Act." Procedure Before the Regulatory Bodies.