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1 What Happens When Accountants Communicate 1 2 How Financial Decisionmakers Process Accounting Information 29 3 Professional Accounting Communications 44 4 Writing to Increase Unders tanding73 5 Writing to Avoid an Un favorable Image: Following the Rules 89 6 Writing to Create a Favorable Image 100 7 Homing In on Good Writing 114 8 Accounting and Language 9 Memos and Letters 141 10 Report Writing: General 11 Report Writing: Specific 223 12 Communicating Inferences 249 13 Oral Reporting 277 Interviewing to Obtain Accounting Information 325 16 Listen ing to Retain Accounting Information 340 Face-to-Face, One-on-One Communicating 17 Communicating in Small Groups 352 18 Organization al Accounting Communications 376 19 Persuading Clients and Motivating Employees 402 Index 433

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Contents X1 Preface XV Acknowledgments 1 AMERICAN INDUSTRIAL JURISPRUDENCE: THE GRIEVANCE-ARBITRATION PROCESS PART I 3 Introduction Chapter 1 3 Collective Bargaining: An Adversarial System 4 Roles of the Parties Management Rights Individual Employee Rights Union Rights 7 8 10 13 What Is a Grievance? Chapter 2 14 20 16 25 21 Contractual Grievance Definitions Contract Violation Grievances Reasons for Grievances Allegations of Illegal Activity Past Practice Grievances Unfair Treatment Grievances Management Grievances 28 29 Chapter 3 Contents vill 31 Elements of the Grievance Procedure 33 Timeliness 34 38 The Grievance Procedure as Negotiation The Informal Step 40 45 43 Unrepresented Employees Merit Review of Grievances The Formal Steps 51 Processing Grievances Chapter 4 51 54 Conducting Grievance Meetings: Management Responding to Grievances: Management Investigating Grievances Writing Grievances: Union Presenting Grievances: Union Considering Arbiration 59 57 60 62 65 Grievance Arbitration Chapter 5 67 Arbitration and the Courts 58 71 75 Grievance Arbitration under a Labor Agreement Court Recognition of Grievance Arbitration Arbiration and the Nonunion Workplace Legislative and Judicial Incursions Innovative Arbitration Procedures 81 80 83 Preparing for Arbiration Chapter 6 83 Investigating and Researching the Case The Appeal to Arbitration Selecting the Arbirator Scheduling the Hearing Preparing the Presen tation 85 88 86 91 93 GRIEVANCE CASE SIMULATIONS PART II Discipline and Discharge Grievances Absenteeism 95 99 Case l: Stress and Strain Case 2: An Extended Illness Insubordination 106 104 Case 4: A Penalty for Not Piling On Case 3: An Initial Refusal Just Cause 110 114 Case 5: What's the Emergency? Case 6: Through the Looking Glass Misconduct 119 122 Case 7: When Push Comes to Shove Case 8: A Difference of Opinion Case 9: Barred for Fighting Case 10: All in Good Fun 126 130 Nondiscipline Grievances Contracting Out 135 Case 1l: Scrubbing Jobs Management Rights/ Union Rights 139 142 Case 12: Bulletin Board Grievance Case 13: Questionable Queries Past Practice 148 150 Case 14: Old Coffee Grounds? Case 15: A Missed Opportunity Seniority 156 157 Case 16: Following Up a Good Lead Case 17: A Case of Terminal Inability? Wages 162 Case 18: Cleaned beyond Inspection

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Principles and practice of management Aspects of organizational behavior Marketing Management Production Management and Purchasing Financial Management Personnel management

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Généralités sur les travaux de fin d'éxercice L'inventaire extra-comptable Régularisation des comptes de banque et de chèque postaux Régularisation des comptes d'immobilisations par les amortissements Les provisions pour dépréciation Les cessions d'immobilisations et la régularisation des comptes Les provisions pour les risques et les charges Régularisation des autres charges La régularisation des produits La détermination comptable du résultat de l'exercice Le bilan Cloture et réouverture des comptes. Affectation du résultat Les documents de synthèse (bilan-comptes de résultats-annexe)

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What is Marketing? Marketing as a Philosophy of the Organization Marketing as a Managerial Process in the Organization Part 2 Understanding the Market Consumer Motivation and Buying Behavior Marketing Information and Research Case A-Interpreting Research Results for Input to a Pricing Decision The Marketing Management Process Marketing Planning: The Basics Situation Analysis Formulation of the Master Marketing Strategy Product Strategy Pricing Strategy Distribution Strategy: Physical Distribution Distribution Strategy: Personal Selling Promotion Strategy: Advertising and Sales Promotion The Wholesale Side of Banking Performance Monitoring and Evaluation Case B-Developing a Retail Product Marketing Plan Case C-Sales Techniques Developing a Retail Promotional Campaign Developing a Corporate Banking Advertising Campaign Developing a Situation Analysis and Master Marketing Strategy.. Other Marketing-Related Topics Public Relations and Communications Chapter 16-The Future of Bank Marketing Examples of Bank Community

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Contents About the Author Introduction PART ONE EVERY PERSON HAS TO MAKE DECISIONS The Big Decision You Have to Make Making Your Career Search I. II. PART TWO CAREER LEVELS AND WHAT THEY MEAN TO YOU Unskilled Labor and Semiskilled Jobs I. How You Can Become a Skilled Worker The Armned Services and Apprenticeships Technical and Semiprofessional Careers The Professional and Managerial Careers II. III. IV. V. PART THREE THE WORLD OF WORK CAREERS FOR PEOPLE WHO WANT TO HELp OTHERS SECTION A. Medicine and Health I. I. Protecting Others II. Teaching, Library Work, and Counseling IV. Religion, Social Work, and Psycholog) Law and Accountancy V. vii SOLVING YOUR CAREER MYSTERY VIll CAREERS FOR PEOPLE WHO LIKE SECTION B. TO WORK WITH THEIR HANDS Manufacturing Means Jobs I. Careers in Maintenance and M achinery Careers in the Business or Clerical Field More Careers in the Clerical Field Careers in Energy-Producing Fields II. III. IV. V. CAREERS FOR PEOPLE WHO LIKE WORKING WITH PEOPLE SECTION C. Careers in Retailing, Selling, or Advertising Personal Service I. II. Transportation, Travel, and You III. Federal, State, and Civil Service Careers IV. CAREERS FOR PEOPLE CONCERNED SECTION D. WITH THE QUALITY OF LIFE Farnming and Food Production I. Architecture and the Construction Industry Environmental Services and Aerospace II. IIL III. CAREERS FOR CREATIVE PEOPLE SECTION E. Sports, Recreation, and Entertainment Careers Engineering Communication The Fine Arts I. II. II. IV. PART FOUR SOLVING YOUR CAREER MYSTERY

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INTRODUCTION LE PROBLÈME. LE RÔLE DES ENTREPRISES Le niveau de vie américain L'importance de la productivité relative Explications courantes de la productivité Déclin aux États-Unis L’insuffisance des politiques économiques actuelles. Obtenir un avantage concurrentiel Établir une position de leader Maintenir l'avance Décisions d'investissement Gestion des coûts Politique de prix LE RÔLE DU GOUVERNEMENT Stratégies internationales .. Relations patronales-ouvrières Le déclin de la position concurrentielle des États-Unis Industrie sidérurgique La bataille concurrentielle pour la télévision couleur Industrie La situation concurrentielle d'un électromécanicien Bien d'équipement Résumé : Pourquoi les entreprises américaines ne sont-elles pas compétitives ? Plus de succès ? Politiques américaines pour les entreprises en déclin Politiques américaines pour les entreprises en croissance. Le réseau des subventions gouvernementales Organisation de la politique industrielle des États-Unis Introduction aux politiques industrielles étrangères Politiques étrangères pour les entreprises en déclin Politiques étrangères pour les entreprises en croissance Restructuration des entreprises étrangères pour poursuivre la croissance. Opportunités Organisation de la politique industrielle à l'étranger Résumé : Leçons de l’étranger

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PREFACE INTRODUCTION CHAPTER 1-BASIC FACTS ABOUT THE SECURITY COUNCIL POWERS AND FUNCTIONS THE MEMBERSHIP THE PRESIDENCY CONTINUOUS FUNCTIONING SEIZING THE COUNCIL JURISDICTION OF THE COUNCIL DOMESTIC JURISDICTION STRENGTHENING PEACE VS. CRISIS MANAGEMENT THE QUESTION OF FURTHER ENLARGEMENT CONTEMPORARY REALITIES CHAPTER 2THE ROLE OF THE PRESIDENT OVERVIEW DURATION AND ROTATION OF THE PRESIDENCY DUAL ROLE AS PRESIDENT AND AS REPRESENTATIVE OF HIS COUNTRY THE PRESIDENT AS ORGANIZER OF THE COUNCIL'S BUSINESS THE PRESIDENT AS HARMONIZER OTHER CONSIDERATIONS CHAPTER $-INFORMAL CONSULTATIONS BACKSTAGE TYPES OF COUNCIL MEETINGS ANNEXES: NATURE OF INFORMAL CON NSULTATIONS METHOD OFUNDERTAKING CONSULTATIONS CHAPTER 4FORMAL MEETINGS PURPOSES OF INFORMAL CONSULTATION ATTENDANCE THE AGENDA CEDING THE PRESIDENCY INVITATIONS TO PARTICIPATE IN COUNCIL MEETINGS TRANSLATION, INTERPRETATION AND DOCUMENTATION ORDERLY DEBATE DRAFTRESOLUTIONS CONSENSUS DECISION-MAKING CONDUCT OF BUSINESS, VOTING PROCEDURE, AND THE VETO PRIVATE MEETINGS CHAPTER 5--THE COUNCIL AS FOCUS OF WORLDATTENTION PERIODIC MEETINGS USE OF PUBLIC DEBATE GOVERNMENT DECISION-MAKING TECHNIQUES AND PROCEDURES FOR INFORMING THE PUBLIC LOCALE OF MEETINGS CHAPTER 6--CONCLUSION ISSUES FOR FURTHER STUDY A – PARTICIPANTS IN THE SEMINAR AGENDA OF THE SEMINAR C- LIST OF PAPERS PREPARED IN CONNECTION WITH THE SEMINAR APPENDICES: INDEX I. THE CHARTER OF THE UNITED NATIONS (INCLUDING THE STATUTE OF THE INTERNATIONAL COURT OF JUSTICE) II. THE PROVISIONAL RULES OF PROCEDURE OF THE SECURITY COUNCIL (S/96/REV. 6, JANUARY 1974) III. WAYS AND MEANS OFENHANCING THE EFFECTIVENESS OF THE SECURITY IV. PRESIDENTS OF THE SECURITY COUNCIL: JANUARY 1946-DECEMBER 1980 V. NON-PERMANENT MEMBERS OF THE SECURITY COUNCIL: JANUARY 1946- DECEMBER 1980 COUNCIL-OFFICIAL CONTRIBUTIONS BY MEMBER STATES VII. NUMBER OF MEETINGS HELD BY THE SECURITY COUNCIL EACH MONTH DURING THE DECADE 1968-1977 VIII. SELECTED BIBLIOGRAPHY ABOUT THE AUTHORS VI. NUMBER OF TIMES A COUNTRY HAS BEEN ELECTED A NON-PERMANENT MEMBER OF THE SECURITY COUNCIL (THROUGH DECEMBER 1980)

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PART I INTRODUCTION Historical Survey and Contemporary Overview 3 The Historical Growth of Public Administration Who Are Public Administrators? 7 What Is Public Policy? 7 Why Study Public Administration? 11 Academic SpecialistslAdministrators/Politicians/Citizens The Organization of Government Departments and Agencies 16 The Organization of the U.S. Government Cabinet Departments and lndependent Offces Independent Regulatory Commissions/Government Corporationsl Government ContractorslAdministrative Hybrids General Theories of Organization 26 Michels' Oligarchy/Weber's Types of Organization Informal Organization Organizational Theories for Public Administration 32 Organizational Design as Political Controversyl Hierarchical Management and Its Problems/ Political Concerns in Organizational Design/ A Caveat: Organizational Design from the Bottom Up PART II ACCOUNTABILITY The People 49 Determining the Popular Will 50 Public Opinion/Elections/Political Parties/ Interest Groups/Mass Media Citizens as Clients and Participants 65 Public Administrators and Public Relations 67 Government Interest Groups The Chief Executive and the Legislature 70 The President as Chief Administrator 71 The President Versus the Congress: The Case of Impoundment Congressional Roles in Administration 76 Organizations Under the President and the Congress 80 The Executive Offce of the President/The Congress Conflicts Between Centers of Power 88 Department of Defense Claims of Privilegel The Philadelphia Plan The Administrators 92 Accountability to Whom? 94 Accountability to What? 97 New Public Administration 101 Codes of Conduct and Conflicts of Interest 103 Mechanisms to Keep Administrators Accountable 103 Training and Management/Control Over Resources PART III THE TOOLS OF ADMINSTRATION Agency Management 109 The Ingredients of Management 109 Authority/Comnication Incentioes/Lederihp Modes of Organizational Control 121 Scientific Managestl Human Relations Thery Contemporary Theories Organizational Development 131 Politics 132 Budgeting I54 Why Budget? 135 How to Budget? 138 The Eaie Phal The Congenal Phael U'scntlalle Speding' Tax Expedues Incrementalism 152 Esplanama/Siari Efforts to Rationale Budget-Making 159 Planing Prganing Bulgting (PPRY Mangrt by Checties (tBON Zee Band Budgetinge (hB) 8 Personnel 167 Who Are Public Adminitrators? I68 Backgreund Vals and Behavsor Background and Traits as Policy Issues 173 Reprssaie Burnacacy What Is Personnel Administration? 176 Adiiue Taks d Aecin Enpler Selen The Cl Seior Refo Act l1978 The Senir Esetie Sere Pical Appees Political Controversies 186 Callectie Barguining Empliee Righa Program Evaluation 192 Who Evaluates? 193 Kinds of Programs 194 Programs with Clearly Defined Results/ Programs with Long-Term Goals/ Controversial Programs Why Evaluate? How to Evaluate? 200 Determining Program Goals/Making Program Modelsl Measuring Accomplishment/Evaluating a Shifting Target Following Up on an Evaluation 205 PART IV MAKING AND IMPLEMENTING POLICIES 10 Policy-Making 211 A Model of Rational Policy-Making 212 Problems with the Rational Model 213 Defining Problems, Goals, and Policies/ Limits on Information/Government Structurel Personal Interests/Deviant Behavior Compromises with the Rational Model 221 Overcoming Other People's Prioritiesl Getting Around Limits on Informationl Avoiding Structural Problems/ Dealing with Personal Conflictsl Sidestepping Deviant Behavior Making Choices About Controversial Issues 225 Growth Versus Limitation of Growth/ Growth Versus Other Issues Decision Rules as Alternatives to the Rational Model 229 Reliance on Tension/Mutual AdjustmentlRoutines 11 Program Implenmentation 243 Measuring Implementations 244 Why Some Programs Don't Work 245 Insufficient Resources/Organizational Complexityl Federal-Local Snafus/ Quasi-Governmental Bodies/ Inadequate Planning Inflated Aspirations/ Perversityl Complex Environments Improving Implementation 256 12 Comparisons Between States and Nations 261 Variations in the United States 261 Economic Interpretations of Policyl State Expenditures/Professionalism/ The Influence of Economic Conditions on Policy International Variations 268 Development/Administration in More-Developed Countriesl Administration in Less-Developed Countries Comparisons Between Less-Developed U.S. States and Countries 280 Parallels in Politics and Government/ Parallels in Public Policyl How Traits Relate to Each Other Financial Aid and Technical Assistance 284 International Aid to Poor Countries/ Domestic Aid to Poor States 13 Intergovernmental Relations 289 Federalism and Administration 290 Federal Aid 293 Grants-in-Aid/Revenue Sharing/Other Aid/ Growth in Financial Aid State Aid 304 Federal and State Aid to Cities 306 Horizontal Relations 308 Intergovernmental Interest Groups 311 The Potpourri of Relations 312 A Space-Age Case of Intergovernmental Relations 313 14 Laws, Rules, and the Regulatory Agencies 322 Terminology 323 What Are Regulatory Agencies? 324 Regulatory Powers!Judicial Review Who Gets What? 333 Nader's Raidersl Other Students of Regulation 15 On the Mfargins of Government 344 The Contractors, the Contracts 346 Why Contract? 347 Controversies About Contracting 351 Flexibility/The Quality of Services/ Conflict of Interest and Corruption/ Contracting with Volunteer Agencies Controlling the Margins of Government 356 The OMBs Influence on Contracting Prospects for Reform 359 16 The Client's Perspective 361 Frustrations 361 ConfusionlSelf-Centeredness/Changing Conditions Suggestions 364 Strategy/Getting Through the Maze Client Services The Ombudsman/One-Stop Shop/Outreach/Private Agents Suggestions for Further Reading 371

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Introduction Chapter 1. Conflict Consciousness • Confhct.Consciousness Survey • Environmental Problems The Key to Conflict Management Chapter 2. Self-Awareness: • Four Pathways to Increased Sol! Awareness • Conflct.Management Style Surv Conflıct-Management Style Survey Scoting and Inte t pretation Sheet • Conflict Management Style Survey Reaction Activity •Con!!ict Manngement Dyadic Shatıng Chapter 3. How To Avoid Becoming E mbroiled in Unproduc tive Conflit • Know the Diffetence Between Your Principles and Your Prefetences •Reality Test Your Expectations • Practice Savıng and Spendıng Trust Credits •Hand!e Ctiticism as You Would a Live Bomb • Practice the Power of Optımisn •Be Aware of Personal Growth Ha zards •Recognize Day-to-Day Conflict Traps • Avoid Assumptions •Sensitively Anticipate Destructive Conflict Chapter 4. How To Handle Unavoidable Conflict • How To Strengthen Control Over Yourself How To Handle Anger for Conflict Communication • Fourteen Strategies • Humor and How It Can Help if You Are Careful • How to Deal with Potentially Violent Conflict Chapter 5. How To Use Power and Problem Solving in Managing Conflict • Power and Conflict • Problem Solving and Conflict Chapter6. How To Help Others Handle Conflict (or Being an Effective Third Party) What To Do Before Becoming Involved What To Do After You Decide To Help How To Help Groups Manage Conflict Chapter 7. What To Do When You Lose • The Conflict-Distress Cycle • Four Systems of Personal Nurture Chapter 8. How To Learn More About Conflict Management • Additional References

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2. Le système classique (suite) Section 1. Le Grand Livre Section2. La balance des comptes 3. Contrôles d'exactitude. Recherche et correction des erreurs Section 1. Origine et recherche des erreurs Section2. Rectification des erreurs dans le Journal Section 3. Rectification des erreurs dans le Grand Livre 4. L'évolution des techniques et méthodes utilisées en comptabilité 5. La préparation du travail comptable 6. Les techniques permettant I'enregistrement direct dans les comptes Section 1. Le décalque Section 2. La répétition de l'impression 7. La division du Grand Livre 8. La division des comptes. Les analyses de comptes. 9. Les synthèses de comptes 10. La division du Journal. Le système centralisateur Section 1. Principes du système centralisateur 11. La division du Journal. Le système centralisateur (suite) Section 2. Les principaux journaux auxiliaires 12. La division du Journal. Le système centralisateur (suite) Section 3. Les travaux de reports et de centralisation Section 4. Les contrôles arithmétiques dans le système centralisateur 13. La division du Journal en journaux partiels 14. Les machines à calculer Section 1. Les machines à calculer classiques Section 2. Les machines à calculer pré-programmées Section 3. Les machines à calculer programmables 15. Les ordinateurs 16. Les micro-ordinateurs.

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PARTI The Mandate for Capitalism 1 The Dirge of Triumph 2. The Economy of Frustration 3. The Returns of Giving 4. The Supply Side 5. The Nature of Wealth 6. The Nature of Poverty 7. The Entrepreneurial Future 8. The Clashes of Class 9. The War Against Wealth PART II The Crisis of Policy 10. The Moral Hazards of Liberalism 11. The Coming Welfare Boom 12. The Myths of Discrimination 13. The Jobs Perplex 14. The Make-Work Illusion 15. Laffer and Liberal Economics 16. The Inflationary State 17. The Productivity of Services 18. The Imperatives of Growth PART III The Economy of Faith 19. The Kinetic Economy 20. The Bullheaded Brewer 21. The Necessity for Faith

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PARTI The Mandate for Capitalism 1 The Dirge of Triumph 2. The Economy of Frustration 3. The Returns of Giving 4. The Supply Side 5. The Nature of Wealth 6. The Nature of Poverty 7. The Entrepreneurial Future 8. The Clashes of Class 9. The War Against Wealth PART II The Crisis of Policy 10. The Moral Hazards of Liberalism 11. The Coming Welfare Boom 12. The Myths of Discrimination 13. The Jobs Perplex 14. The Make-Work Illusion 15. Laffer and Liberal Economics 16. The Inflationary State 17. The Productivity of Services 18. The Imperatives of Growth PART III The Economy of Faith 19. The Kinetic Economy 20. The Bullheaded Brewer 21. The Necessity for Faith

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The New Management Information in the Practice of Management, Management by Strategies: A Strategic Planning Concept Changing Roles for Information Managers Management Integration Increasing the Influence of the IM Function Effective User Relations: The Care and Feeding of Users Top Management: Closing the Communications Gap Information Resource Management Human Resource Management Hardware and Software Telecommunications: The Enabler The Office Automation Frontier Project Selection and Management Managing Distributed Processing Resources Management by Strategies in Action

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The New Management Information in the Practice of Management, Management by Strategies: A Strategic Planning Concept Changing Roles for Information Managers Management Integration Increasing the Influence of the IM Function Effective User Relations: The Care and Feeding of Users Top Management: Closing the Communications Gap Information Resource Management Human Resource Management Hardware and Software Telecommunications: The Enabler The Office Automation Frontier Project Selection and Management Managing Distributed Processing Resources Management by Strategies in Action

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The New Management Information in the Practice of Management, Management by Strategies: A Strategic Planning Concept Changing Roles for Information Managers Management Integration Increasing the Influence of the IM Function Effective User Relations: The Care and Feeding of Users Top Management: Closing the Communications Gap Information Resource Management Human Resource Management Hardware and Software Telecommunications: The Enabler The Office Automation Frontier Project Selection and Management Managing Distributed Processing Resources Management by Strategies in Action

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La lanographie Outils et matériel. La matière. Montage du châssis Reproductions avec documents photographiques collés sur toile Traçage du dessin sur châssis toilé Préparation des gabarits Traçage du dessin Agrandissement au pantographe Principes techniques de la lanographie Mélange des fibres par cardage. Matériel utilisé Procédé du cardage Procédé pour détordre les laines à tapis ou à tricot Mélange des couleurs Par cardage Par assemblage Chiffrage des coloris Préparation et découpage du matelas Collage et encollage des fibres Procédé des sertis. Technique du finissage Six lanographies originales Ephéméride Cocktail d'azur. Printemps sicilien Vol vers la liberté Alpages. Floris.

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1 SUCCESS AND FAILURE 2 SOCIOECONOMIC LEVEL 3 BODY SINGALS 4 VERBALE PATTERNS 5 BEING LIKED 6 THE INTERVIEW GAME OR SELLING YOURSELF 7 SALES 8 COMMUNICATION 9 POWER 10 OFFICE POLITCS 11 THE FRIENDSHIP NETWORK 12 THE EXECUTIVE PSOUSE 13 AT TABLE 14 PRATICE FOR SUCCESS

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1 The Changing Scope of Labor Economics PART I The Microeconomic Aspects of Labor Markets 2 The Economic Aspects of Labor Supply 3 Labor-Force Participation and Hours of Work 4 The Quality of the Labor Supply: Investment in Human Capital 5 The Allocation of Labor to Occupations and Jobs 6 The Employment Decisions of "Price-Taking'" Firms 7 The Employment Decisions of Price-Making" Firms 8 The Impact of Bargaining Power on Wages and Employment Decisions 9 The Union Role in Wage Interdependency 10 The Wage Structure: Occupational Wage Differences 11 The Wage Structure: Discriminatory Differentials 12 The Challenge to Orthodox Labor-Market and Wage Theory PART II The Macroeconomic Aspects of Labor Markets 13 The Structure of Labor Markets: Their Relationship to the Microeconomy 14 Employment and Unemployment: Explaining the Evidence 15 Inflation and Unemployment: Rational Expectations and Search Models 16 Inflation and Unemployment: The Wage-Markup Hypothesis 17 The Wage Share and Its Distribution PART III Labor-Market Policy 18 Labor-Policy Issues: Employment, Inflation, Employability, and Income 19 Employability and Human-Resources Policy 20 Income Insurance and Assurance