appendix b

Appendix - B

Nascent Applied Methods & EndeavorsDetailed Description of Services

I. Procedural Specifications of Software to be Developed. A. Program(s) Description:

1. Name of Program: (Word Processing) 2. Performance Features (Functional Specifications): a) Menu Structure.

b) Setting Menu.

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B. Program(s) Description:

1. Name of Program: (Databases)

2. Performance Features (Functional Specifications):

a) Menu Structure.

b) Setting Menu.

C. Program(s) Description:

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1. Name of Program: (Spread-Sheet)


a) Menu Structure.

b) Setting Menu.

D. Program(s) Description:

1. Name of Program: (Graphics)

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a) Menu Structure.

b) Setting Menu.

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E. Program(s) Description:

1. Name of Program: (Communication)

2. Performance Features (Functional Specifications);

a) Menu Structure.

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b) Setting Menu.

F. Program(s) Description:

1. Name of Program: (Services)


a) Menu Structure.

b) Setting or Configuration Menu.

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c) Setting Structure.

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G. Program(s) Description:

1. Name of Program: (Print Graph)

2. Performance Features (Functional Specifications);

a) Menu Structure.

H. Program(s) Description:

1. Name of Program: (Special Terms and/or Keys)


a) Window Type and Activities.

DOC Working with documents

FORM Working with forms and databases

SHEET Working with spreadsheets

GRAPH Viewing graphs

COMM Communicating with other computers

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b) Command Menu.

DOC Copy

Move

Erase

Search

Replace

Justify

Format

Page

Line-Marker

FORM Attach

Criteria

Initialize

Record-Sort

Generate

Field

Settings

SHEET Copy

Move

Erase

Insert

Delete

Width

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Format

Range

Graph

Query

Settings

GRAPH Attach

lst-Settings

2nd-Settings

Image-Save

COMM Phone

Login

Transmit-Range

File-Transfer

Break

Settings

II. Technical Specifications.

A. Hardware Compatibility Requirements: (Please refer to Appendix(ices) ____ of this Agreement.)

III. Allocation of Project Accountabilities.

A. Additional System Design Specifications: (Please refer to Article(s) ____, Section(s) ____ of this Agreement.)

B. Site Preparation: (Please refer to Article(s) ____, Section(s) ____ of this Agreement.)

C. Integration/Interfacing with Existing System: (Please refer to Article(s) ____, Section(s) ____ of this Agreement.)

D. Development of Additional Acceptance Procedures: (Please refer to Article(s) ____ Section(s) ____ of this Agreement.)

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E. Procuring of Permits and Licenses: (Please refer to Article(s) ____, Section(s) ____ of this Agreement.)

IV. Delivery Schedule and Detailed Program Procedural Description(s).

A. Phase One.

1. Program Detailed Description (P.D.D.):

a. Initial Application Processing. (Please refer to Appendix - A, the Processing Application.)

b. Personality Profile. (See below)

The Minnesota Multiphasic Personality Inventory (MMPI 1 or 2) N.C.S. Assessment (Questions 1-700)

The National Computer Systems, Inc.P.O. Box 1416Minnesota, Minneapolis 55440

c. Problem Analysis.

i. As a prerequisite, the manager has expectations of what the standards of performance in area of his or her responsibility should be. He or she observes what is actually going on, and compares various aspects of the situation against expectations.

ii. Noticing discrepancies between what "is" and what "should be," the manager selects one out of several problems to work on. This choice is made according to priorities of (a) the problem’s urgency, (b) it's seriousness, and (c) it's potential for growth if left unattended.

iii. The Client specifies "what the problem is" - in terms of it's deviation from a standard of performance - by describing accurately it's dimensions of "identity," "location," "time," and "extent." To draw a boundary around it, he or she may also specify what in general the problem does not include.

iv. Comparing what has and what has not been affected as deviation from standard, the manager identifies specific effects of the real cause.

v. In each "area of distinction" uncovered in the previous step, the manager looks for relevant changes that have taken place and which can be logically connected to the unwanted effect(s).

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vi. From the array of relevant changes the manage deduces possible causes of the deviation. Each such conclusion is put in the form of a testable statement or hypothetical proposition.

vii. Each "possible cause" is tested against the facts of the problem specification (established in Step 2). The "most likely" cause of the deviation is described by that tested hypothesis which exactly explains all the facts of "what the problem is" (Step 3), not only of what has been affected as deviation from standard, but also what has not (see Step 4).

Decision making to solve the problem is possible on completion of the steps above, according to the additional steps enumerated below.

i. Now that the problem's cause has been identified and verified, the manager lists the objectives to be accomplished by clearing up the problem.

ii. The Client classifies these objectives into (a) "Musts" - requirements that cannot be compromised, and (b) "Wants" - aspects of the "best possible appraisals/performance out of the decision," not all of which can be realized in combination. The latter are ranked and weighed.

iii. A number of alternative ways of attaining the established objectives are devised.

iv. Each procedure/alternative is evaluated against the objectives, assessing it in terms of how well it satisfies each of the "Musts" and "Wants." Requirements expectations.

v. A tentative decision is made, by choosing whichever alternative (or combination of alternatives) appears best able to achieve all the objectives.

vi. The tentative decision is evaluated for any future possible adverse consequences that might be inherent in it.

vii. The final decision includes (a) specific problem solving actions to be taken, (b) whatever additional actions are considered necessary for avoiding adverse consequences that might create new problems, and (c) ways of making sure that the actions decided on are carried out.

d. Transactional Analysis (Group Meetings or Shops). (Please refer to Appendix - F of this Agreement.)

e. Personal and/or Business Preliminary Surveys or Analysis.

Survey for a Complete Accounting System (Business Development); The basic scheme here is to start with the broadest possible base, matters of a personal or of company-wide importance, and work down in progressive degrees to narrower and more detailed subject. Since this type of system work is generally performed by a public analysis firm, the time and effort devoted to the gathering of information for the preliminary

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survey depends upon whether or not a new client is involved. NAME audit files already contain some of the information needed, the papers can be quickly and satisfactorily transferred to the system survey file, thereby accelerating the preliminary survey. The topics outlined in the following should serve as a check list of the information needed.

i. History . A complete knowledge of what has gone before serves to orient the systems man to what the company faces currently. It will shed light on the company's age, position in the industry, rate of growth, and character of top management. Historical financial summaries per independent audit reports or published annual reports are included in this build-up history.

ii. Products . Gathered under products are classifications by product lines, each of which is broken to specific items and broken down further by sizes, styles, models, and other features. Complexity of use of any product is noted together with customary units in which are sold, factory unit cost, sale price, and similar factors.

iii. Chart of Accounts . By securing a copy of the classification of accounts in the general ledger and in each of the subsidiary ledgers, a handy reference is gained of the general framework of the accounting or database system.

iv. Policies . A study of company or personal policies will usually reveal considerable uncertainty as to what the actual policies are. The preliminary survey will point to the lack of definite policies, if any. After all, a responsibility of any accounting or database procedure is to provide data by which to evaluate policies. It is hardly possible to proceed with designing a procedure, therefore, if policies are nonexistent or uncertain. Top management policies are laid down by the board of directors, by the chief executive officer (president), and by the head of the large divisions of company-finance, sales, and production. Department policies are formulated by the heads of departments, and are subject to approval of higher line authority.

v. Organization . In studying an organization, the object is first to understand how the present organization is supposed to function as called for by the official organization manual and the charts included in it. The second and more difficult step is to find out how the organization actually functions. To get the facts in the second step requires a combination of ingenuity, powers of observation, and mechanical technique.

As to mechanical technique, one effective method is to have each individual in the organization fill out a report on a certain color paper for himself, setting forth what he believes are his specific duties. The same individual is then asked (when applicable) to make a report on different color paper for each person responsible to him, setting forth the duties and responsibilities involved. A simple collating of the papers will reveal (a) what a man considers to be his duties and responsibilities and (b) what his superior(s) considers them to be. A marked discrepancy of opinion usually indicates a weakness in the organizational plan and, hence, the need for corrective action by the line officials affected.

vi. Plan of Production Processes . To be secured and studied are the charts showing (a) the general layout and arrangement of the plant and (b) the physical flow of

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production. With the aid of these charts, explanations from production executives, and trips through the plant, the systems man may acquire a satisfactory general knowledge of the production processes. Of particular interest here are: materials, warehousing, and shipping. In the physical plant, the systems man will note the condition and nature of machinery and equipment and their adequacy, adaptability, flexibility, and efficiency. It is also necessary to observe the extent to which there is production planning and therefore, control over production.

vii. Existing Accounting or Database and Office Procedures . The study of existing accounting or database and office procedures represents the "heart" of the engagement. This step in the survey narrows the inquiry and the accompanying gathering of facts to the technical procedures that are to be reviewed and improved. The nature and scope of the survey to be made of any procedure that is the object of design, redesign, or improvement is fundamentally the same regardless of whether the occasion calls for work on a particular procedure only or on all procedures comprising the accounting or database system. The survey for any procedure as outlined in the next section is thus equally applicable to the present section.

f. Survey for a Particular Procedure.

In gathering the facts for a particular procedure, such as, say, for cash receipts, the pattern of approach is again from the general to the specific. Study of details will go forward more smoothly and faster if the systems man first acquires a general background of information on the procedure as a whole.

i. A complete survey of a given procedure would normally require the gathering of information in terms of the four topics outlined below. Such a survey would be aimed at (a) accelerating the "procedure cycle," (b) improving internal and external control, and (c) reducing costs through better methods. Not all of the topics outlined are therefore applicable with equal force if an assignment calls for a limited study, such as of factor (a) only.

ii. Objectives . The analyst must obtain a clear, detailed, and complete statement of the objectives of a given procedure. Every procedure is conceived and put into operation to achieve certain definite end results. A systems analyst cannot begin the study and appraisal of details of a procedure without first being sure of the very reasons for it's existence.

iii. Organization . Helpful to the study of organizations are tables or charts of functions, with related information on the supervisors in charge and on the working force. In the absence of readily available charts or tables, the analyst constructs them himself from the facts gathered in the survey. In the study of organizational facts, faulty or cumbersome features are bound to come to notice. For example, the division of functions may be illogical, as in the case in which Supervisor A is held responsible for activities the authority over which is also in the hands of Supervisor B. Or, the division of functions may be uncertain, with no one willing, short of being ordered, to acknowledge formal and open responsibility. If such defects of the organization exist and are not corrected, they cannot help but increase costs and reduce efficiency of the procedure(s).

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iv. Policies . A procedure is affected by policies in force. In a department store, for example, a procedure for putting individual price tags on merchandise is eliminated when, under approved departmental policy, a practice known as "bulk marking" is followed. In bulk marking, a price is set up in the area where the merchandise is sold. The sign is subject to change by the department supervisor, and no record is kept of what price changes, if any, took place. The analyst studying pricing procedure in this department store must have knowledge of bulk marking, the departments that are using it, and the reasons to justify it. In another example, if the analyst is making a survey of timekeepinq procedures in a factory, he/she will want to know whether as a matter of company policy, dressing and washing time shall be included in attendance time, ant if so, the maximum allowance set, if any.

v. Details of Procedures . Having gathered background information of objectives, the organization, and it's policies, the analyst is prepared to study details of procedures. Interest here is concentrated on as many aspects as possible. These include what work is performed, it's quantity and quality, the sequence in which it is performed, the methods used and the people who use them, and cost of work.

(a) Flow of Work . Visual aids of various types are usually constructed in the study of details. One example is a floor layout chart that shows location of desks, points of pickup and delivery of papers, location of machines, files, and so on. A second example is a flow chart. A separate flow chart should be prepared for each form used in the procedures. This type of chart gives a graphic account of the origin, movement, and final disposition of the form under study. It notes the successive steps of the work performed; together with an idea of the length of time required; and, finally, when the form is made in multicopy, and the people to whom completed copies are sent. The procedural model located in Appendix D of this Agreement, gives graphic account of flowchart construction, and a series of other organizational flow-charts illustrates such a flow chart for a disbursement voucher. Such a detailed operational study of forms is very valuable in the subsequent design stage of the or a project. In that stage, the facts of the survey will suggest whether a present operational step should be eliminated, merged with another step, changed as to sequence in the line of performance, or simplified.

In taking up details of a procedure, no form, record, document, or report used in the procedure should be immune to inquiry. As a corollary to this, no phase of work should be taken for granted simply because someone connected with it thinks that "it is necessary." The systems man may refer to a manual on the procedure, if there is one, but in the end the survey is responsible for gathering facts on the actual, rather than the theoretical, functioning of the given procedure.

(b) Quantity and Quality of Work . The survey of detailed matters should include information on both the quantity and quality of the production items handled. Quantity data are usually expressed in statistical terms. Examples are: number of invoice line written, material requisitions filled, collection letters prepared, and lines posted to the ledger. From statistics of this kind, it is relatively easy to compute the average time of performing a given operation,

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such as the average time of writing an invoice line, sorting a batch of papers, or filling out a particular form. Knowledge of the quality of work done next may be gained by examining existing statistics on "repeats," disapprovals, and cancellations. Useful here is also the analyst’s personal inspection of the papers and records, including those on file, for evidence of their general condition, legibility, completeness, and any other aspect bearing on the quality of performances of both people and machines.

(c) Cost of Work . Closely related to matters of quantity and quality of work done is the question of cost. Over-all cost of a procedure is not difficult to compute if the procedure is wholly confined to a particular department and if there is a departmental budget. Interdepartmental procedures present a more formidable problem in cost allocation, especially of indirect items. Careful estimates only are possible here.

Cost figures should be broken down and expressed in terms of meaningful units whenever feasible. A common practice is to express the direct cost, such as salary or wage, per unit of production. To illustrate, suppose that, in a given situation, the standard time for sorting 8 1/2 x 11 inch papers into eight classifications is .00035 manhours per page sorted. A useful expression of unit cost here would be sorting cost per 1,000 pages. Assuming an hourly pay rate of $10.25, the standard cost of sorting 1,000 pages would be $30.47 ($10.25 x .35 manhours).

g. Performance Appraisals.

Performance appraisals are one of the most important human resource functions. Properly designed, a performance appraisal system integrates all aspects of the personnel function and affects the organization at the most fundamental level-the productivity of the enterprise. While the mere existence of a performance appraisal plan can serve to motivate employees, the design and emphasis of particular plans are distinguished in their broadest measure by the degree to which they seek either to motivate or to categorize employees. An organization that chooses employee motivation as the prime objective of it's appraisal effort will design a system with features that appeal to employee involvement and "ownership" of their jobs. Employee participation, communication with the performance appraiser and employee feedback are hallmarks of rating systems that emphasize motivation. Management-by-objectives (MBO), under which the employee participates in developing the performance standards against which he is judged, is the most prevalent system designed to achieve increased motivation.

If an employer wants an appraisal system to serve mainly as a tool for internal selection and to build a defensible work record to support such decisions, then the system will stress rating employees relative to each other. Accurate judgments about past performance should be stressed. Employee ranking, where each worker is compared to all others in the job on a broad performance measure, is the purest example of a rating plan that chooses administrative convenience over motivational objectives. Although, even pure rank ordering can incorporate some appeal to effective

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performance improvement, if the ranking process allows consultation with the worker and discussion of job performance.

observation: In practice, most performance appraisal systems contain elements designed to both motivate and categorize employees.

Implementing the System

The scheduling of performance reviews depends on a number of variables that must be weighed with respect to particular jobs and work groups. However, to accomplish the goals of a performance review system, a formal performance review of each employee must be held at least once a year. Many employers feel these goals require more frequent performance reviews, and give employees six month reviews. Other employers provide six month performance reviews for nonexempt employees and annual reviews for exempt employees.

Another option is to give new employees, or newly promoted employees, a performance review after a few months on the job, thereafter putting them on the "normal" review schedule. Yet another option, is to give employees, particularly non-exempt employees, a six-month performance review as long as they remain at or below the mid-point for their salary grade, and an annual review once they rise above the mid-point

Employers may choose to schedule all reviews during the same time period. For example, a company might decide to evaluate all employees in December of each year. Such scheduling has the benefit of helping to ensure employees will be evaluated on an equal basis. However, in large companies or departments it may place such a burden on individual supervisors (and personnel employees) that it is not a viable approach.recommendation: If reviewing all employees at one time is not feasible because of the administrative burden created, the employer should consider the possibility of reviewing only particular groups at one time, where evaluation of all members of a group at the same time seems beneficial. For example, the employer might want to schedule the performance reviews of a supervisory group at one time where there is a likelihood that particular management positions will be filled from that group.

Employers should reserve the right to conduct unscheduled formal performance appraisals in the event of drastic changes in performance or other special circumstances. Exceptional performance, especially where pay is linked directly to performance, is one occasion for an unscheduled review. Likewise, poor performance may call for a performance review.

observation: The "unscheduled" formal performance review in an organization using scheduled reviews is a management tool that is often overlooked. Quite simply, a supervisor does not have to wait a number of months until an employee's next scheduled review to deal with an exceptional situation. Thus, the employer can use the unscheduled review to put an unsatisfactory performer on notice that if his performance does not reach a satisfactory level by a certain date, he will be terminated.

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No matter how frequently formal performance reviews are scheduled, they should not be the only tool management uses for communicating performance appraise news to the employee. In fact, in the best performance appraisal systems, the formal performance review is no more than a summary of performance appraisal information given to the employee since his last formal performance review. In other words, performance appraisals should be an on-going part of the work effort.

The major objection from supervisors about on-going review is that it takes too much time and interfere with production work. Although in some work situations this is a legitimate objection, or at least an objection that should be considered in determining the utility of an on-going review system, in many work situations on-going performance reviews are no more than an extension of existing work practices. For example, most organizations review in some form the work of employees for quality control purposes. In these situations, on-going performance appraisals requires only that the results of the quality control evaluation be communicated to the employee.

Performance Appraisal Techniques

Formal performance appraisal programs are common in today's workplace. The report of the type of appraisal technique used reflects a trend toward using ratings as a motivational instrument. The following listings shows the appraisal techniques used as the "principle thrust of the performance appraisal form" by survey respondents:

Management-by-objectives

Management-by-objectives is a popular performance evaluation approach. In a typical MBO system, the supervisor and the employee plan performance goals that the worker is to strive for over a specified period of time. At the end of the period, the worker and the supervisor assess the performance achieved against the predetermined objectives and set new goals for the upcoming period. The goal-setting opens a significant interchange between supervisors and employees. If the goal-setting interview is truly cooperative, motivation is increased as employees come to invest personal commitment in meeting goals that they participated in setting.

For MBO to work, supervisors must have a firm command of departmental and company plans, so that highly individualized goals do not conflict with other company objectives. For example, changes in production capacity or output should jibe with sales goals. Supervisors also must guard against unrealistic goal-setting; overly enthusiastic workers may reach too high, while others may not want to test themselves at all.

The MBO process should contain checks against unforeseen developments. There should be audits during the performance period to see that goals are still consistent with wider objectives. The process should not allow workers to pursue goals for purposes of rating that undermine the efforts of others. Finally, goals and rating outcomes should be adjusted for the effects of extraneous factors. For example, production quotas become meaningless if there are shortages of raw materials.

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MBO is best suited for sophisticated work, such as managerial or supervisory tasks. The system has the virtue of objectivity in defining what is expected at the outset. Also, subjective measures of rating are reduced if not eliminated. The system is most effective in raising employee productivity and morale. The improved communication between employee and supervisor that results from the goal-setting establishes a stronger working relationship with the emphasis on cooperation rather than adversarial judgments. The process is forward-looking, or prospective, rather than retrospective, or focused purely on judging past performances.

MBO is weak from an administrative point of view. It is time consuming. It demands a high degree of sophistication of supervisors, both in organizational planning and interpersonal communication with workers. Also, such a highly individualized method of assessing employees does not lend itself to ranking employees relative to each other. MBO is not the best tool to use to justify internal selection among employees. Employers should consider combining MBO with some other system that facilitates meaningful comparison of workers to better justify pay, layoff, training, promotion, or other selection decisions.

Graphic rating scale

Rating scales are probably the easiest performance evaluation technique to administer. On rating scales performance characteristics, traits, or criteria are listed and the worker's performance in each category is judged on a scale. The scale may contain any number of points, ranging from four to as many as 12 or l5. The performance criteria can range from the very objective, such as meeting quotas, to the highly subjective, like "problem-solving."

A list of some common performance characteristics includes: quantity of work, quality of work, job knowledge, dependability, attendance, initiative, safety, planning and organizing, accepting responsibility, adaptability, problem-solving, and the ability to get along with co-workers. Employees are then ranked on the degree to which their performance measures up on the scale. The scale may be either numerical or verbal, but in either case there should be verbal anchors that define gradations on the scale. The relative importance of the specific criteria in a job performance can be distinguished by weighting the result. Also, performance can be scored and ranking is achieved by a total score or by an average score.

Rating scales have a number of advantages. They usually have wide applicability to a number of jobs, and are relatively easy and inexpensive to construct. Rating scales are easy to understand, and can be used by supervisors without requiring sophisticated language or interpersonal skill. However, the virtues of rating scales lead to significant drawbacks. While general trait scales can apply to a number of jobs, it is hard to demonstrate any relationship between broad traits and job performance. As a partial remedy, performance traits should be defined in objective terms that relate as closely to the job as possible. For instance, "leadership" should be elaborated on, such as "leadership-the ability to gain the cooperation of others and inspire initiative in subordinates and associates." Also, the rating instrument should encourage comment on specific examples of work performance supporting rating choices.

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Rating scales are susceptible to the most common forms of rater error. Raters who are unfamiliar with a subject's work or who are reluctant to make difficult choices have a tendency to rate in the middle. Raters might stress most recent behavior, put improper emphasis on good or bad traits (halos or horns), or score long-term employees higher than newer worker just because of the length of service.

observation: If care is taken to construct a rating scale that is job-related, the technique can be used to establish some quantitative comparison of employees for selection purposes. Still, such a rating does little to identify particular performance problems or encourage workers with specific recommendations. Ideally, rating scales should be combined with MBO or essay techniques to produce a rating instrument that seeks both to rate employees and to encourage specific performance improvement.

Behaviorally anchored rating scale

The BARS technique is a sophisticated measure of job performance that has a high degree of validity for any job. However, this technique is expensive and requires considerable expertise to administer. A BARS method utilizes a painstaking job analysis of work content and behavior for each job to be rated.

The BARS system relies for it's validity on identification of critical performance dimensions covering the major aspects of the job that determine successful performance. Employees are rated on these critical performance dimensions according to a scale comprised of various descriptions of behavior ranging from negative to positive performance of the particular job. Often, statements of behavior are given numerical value to facilitate comparisons among workers. For instance, if one critical performance dimension of supervisory position were identified as "safety training," further described as "implementing effective training of subordinates," a BARS method would offer a series of sentences describing behavior along a numerical scale ranging from the least desirable behavior to the most effective. A BARS rating instrument would describe the low point as "ignores safety training program," and would continue in equal intervals through as many significant behaviors as were identified in the job analysis, to the high point, which would be described as "teaches others effective use of safety training programs.''

observation: The great appeal of a BARS method is that it produces a highly objective, job-related, quantitative ranking that can be used in making and defending selection decisions. Employees are rated according to specific descriptions of actual job behavior. Also, because it is behavior-specific, the form itself acts as a guide to performance improvement. It's drawback is that it requires an exhaustive job analysis for each job, exceeding the human resources administration capacity of all but the largest employers.

Essay rating

Essay evaluation is the least structured of rating techniques. Appraisers are asked to comment on the subject's strengths, weaknesses, training needs, and other aspects of

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the performance during the rating period. The main problem with the essay technique is that it allows appraisers an uncontrolled license to comment, which can be dangerous. Appraisers should instructed to comment on job-related performance factors only, and to avoid general comments on personal traits. This narrative method is a good tool for enhancing communication with workers regarding their individual strengths and weaknesses. However, the high degree of subjectivity makes the method vulnerable to bias charges. Also, there is no quantitative element in essay ratings that would serve to support comparisons among workers. Another considerable drawback is that the effectiveness of essay ratings depends on the verbal skills of the appraisers. Often, supervisors have neither the time nor the ability i produce a meaningful essay statement.

recommendation: If essay rating is used, it should be combined with more objective measures. Essays are frequently called for as additional comments in a rating scale. Also, a rating instrument could combine employee ranking with essay explanations.

Critical incident rating

This narrative technique is based on an appraiser’s written observations of critical performance incidents throughout the rating period. The supervisor is called on to record employee performances during work incidents that are deemed critical, in the sense that they serve as diagnostic tools to generalize about performance overall. At the end of the rating period, the supervisor reviews his log and assesses performance.

The critical incident technique is similar to essay rating, because both methods rely on the verbal skills of the appraiser. However, the critical incident method focuses on job-related rating, rather than permitting appraisers the opportunity to wander off into general traits and personal impressions. Of course, the very process of selecting incidents to record is vulnerable to challenge as permitting subjectivity and bias. If the log is maintained evenly throughout the rating period, the system ensures that most recent performance does not receive undue emphasis. The main problem with such constant monitoring is the effect it might have on the workplace atmosphere.

recommendation: Supervisors should use some sort of diary or systematic note-taking to inform appraisals of all workers, as a way of ensuring that appraisal are balanced and give proper weight to work performed early in the rating period. However, the recording process should not become the final rating instrument. Rather, notes should inform judgments made on any rating instrument whether it be a rating scale, essay, or ranking.

Weighted checklist

With the weighted checklist, the appraiser checks off statements that best describe the employee's traits or job performance. Each statement is assigned a numerical value that reflects it's importance in overall job performance. A quantitative measure of performance derived from the appraiser's responses. The checklist method does not demand too much of the appraiser's time, and it doesn't require extensive verbal skills. The quantitative rating serves administrative purposes well, by allowing comparisons

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among workers. However, a mere checkmark does little to inform workers of deficiencies or spur them to increase performance.

This system is different from a BARS method because it is not job specific. However, it can be nearly as time consuming and expensive to develop. Managers and line supervisors must identify significant performance criteria and then agree on pertinent checklist statements and their relative weight.

Forced choice checklist

With a forced choice checklist, appraisers are presented with a set of statements about performance criteria from which they must choose the most or least applicable to the subject being rated. There can be as many sets of choices as are necessary to cover significant traits and aspects of performance, and there may be as many statements to choose from in each set as are necessary to cover the range of performance--usually two to five statements.

Each statement can be assigned a relative value. Usually, the appraiser is unaware of the value of each choice, and the computation of rating values is completed in the personnel office. In this way, the rater does not know which choices are heavily weighted and so the possibility of appraiser bias is controlled. Also, the choices are job-related, and provide a quantitative outcome for administrative purposes. However, the system is complex and expensive to develop and operate. Also, appraisers may be reluctant participants because of the complexity of the system. Supervisors may also resent not knowing the ultimate result of their evaluations. By controlling against bias in concealing weights from appraisers, the method may become a sort of distasteful test for appraisers rather than an instrument of evaluation.

Paired comparison ranking

In paired comparison ranking, each employee in a job is compared to all others in the group. Usually, the comparison is on a global measure, which is a general trait, such as "overall effectiveness." For example, in a paired comparison ranking on output of five workers, Havlicek would be compared to Bird, Sanders, Ramsey, and Nelson, individually, and so on, in one-on-one match-ups, until each worker had been compared to all others. The most effective of the two in each comparison would earn a checkmark. At the end, the worker with the most checkmarks would be top rated. The process can be duplicated by three or more appraisers and the results averaged. Also, comparisons can be made on more than one measure. If there are multiple measures, there should be separate rankings for each.

Comparison ranking provides a quantitative basis of selection for administrative purposes. The process is simple, yet very time consuming if the job group is large. The problem with this method is that the differences between workers are not apparent. The worker rated first may be much better than the second or last worker, or only slightly better. In addition, the relative ranking does not characterize performance in ultimate terms. It could be that even the best of the group is just barely acceptable; or, every worker in a group may be a high achiever. Also, such ranking does little to

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motivate employees. A rating subject learns nothing specific about employer expectations or performance improvement strategy from a mere worker standing list.

Alternation ranking

In alternation ranking, appraisers evaluate all workers in a job or appropriate job group against a global measure. For example, a single appraiser, or more if an average rank is sought, picks one employee as "most effective," and then selects another as "least effective." Selection then continues to alternate between progressive ranks of effectiveness and ineffectiveness until the group is divided. Employees can be ranked on any number of traits, but a separate ranking is done for each.Larger groups are easier to rank in alternation ranking than they are under a paired comparison system. Administrative utility is high; employers will have a record of who is best, worst, and in between for purposes of selections. However, the degree and nature of the differences separating workers is not recorded. To it's credit, the system does not permit a cluster of ranking in the middle, but, like the paired comparisons, the ranking does not measure the overall effectiveness of the workforce, and workers know only where they stand relative to each other, not their ranking relative to objective or ultimate standards.

Forced distribution ranking

Under forced distribution ranking, appraisers are required to rank employees on a global measure according to a fixed proportion of the entire group. For example, an appraiser will be required to rate 10% of the workers in the highest category, 20% next highest, 40% in the middle, the next 20% as next lowest, and the last 10% as lowest. Again, there can be separate rankings for any number of job related traits.

The system is simple and easy to administer, and is a more convenient ranking system for large groups than either paired comparisons or alternation rankings. Administrative convenience is the main virtue of forcing a predetermined distribution on any job group. However, not all groups will, in fact, fit the mold. Some groups may have a majority of workers who are above average, while others may be filled with poor performers. The system facilitates comparisons, but it does nothing to shed light on differences in performance or to spell out strategies for improvement. It does however eliminate the common error of tending to rate in the middle.

observation: A pure ranking system must be combined with some other rating technique if the employer is to motivate workers and serve the administrative needs of the company. At a minimum, appraisers should substantiate rankings with examples of job behavior. Employee comments should be allowed. As with all ranking or rating techniques, results should be checked periodically to ensure that women or minorities are not getting low scores in disproportion to their representation in the groups.

Field review

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Under the field review method, supervisors are not the appraisers. Instead, representatives from the personnel department interview supervisors about each employee’s performance. The interview data is then used by the personnel officials to compose an appraisal on a global scale, such as overall performance. The supervisor is asked to sign the appraisal, which should contain appropriate performance improvement directions. Given proper interviewing techniques, personnel officials should detect supervisor bias in relating employee performance in the interview.

This method relieves the supervisor of most of the paperwork burden of merit rating, but line management still has the responsibility for tracking and relating performance. The system is expensive to administer, as it involves substantial time and effort by both the supervisor and the personnel staff member, and requires a substantially larger personnel force than with other systems.

Peer review

Peer review is designed for use where rating professional employees requires highly specialized judgment(s) and demands the flexibility and consensus of group decision making. Typical examples are evaluations of doctors in treating patients and professors in educational institutions. In the usual peer review process, a panel of colleagues rates the subject's work in confidential deliberations. The result of such deliberations may be a characterization of performance that permits comparison with other workers, but the main benefit of the process is designed to have a credible rating of equals of highly sophisticated work. Confidentiality is essential to encourage candor in the deliberations.

caution: If the result of such a process is challenged under federal or state job discrimination statutes, the remarks made during the deliberations may not remain confidential. The social policies underlying the antidiscrimination statutes may override the benefits derived from confidential deliberations.

Group reviews

The group review appraisal method stresses collective judgment, and focuses on performance improvement rather than categorizing past performances. Typically, agroup of supervisors, including the rating subject's immediate supervisor, rates individual performance with which the supervisors are familiar against the job description and predetermined standards. The group writes a critique of performances that discusses strengths and weaknesses and stresses strategies for improvement.

The process permits only a very general comparison employees. It's virtue is confined to it's motivational effect and communication with the worker. The chance of personal animosity or unlawful bias affecting such a rating is diminished by the group participation, but the organization will have gone to a great deal of expense by investing so much supervisory time and effort in merit rating by group deliberations.

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Assessment centers

Assessment centers are another form of group performance appraisal. Typically, rating subjects performs a series of identical individual and group exercises on which they are observed and evaluated by a group of specially trained judges. These exercises mirror job tasks, and usually include work samples, in-basket interviews, group discussions and meetings, written assignments, and other tests. The process usually lasts several days. Because the process is highly sophisticated and expensive, it usually is used in only large organizations as a way of identifying potential promotion candidates, rather than as a routine performance rating instrument.

Assessment centers can help rescue high potential candidates who are hidden in obscure positions, and also can uncover other potential high-achievers who may be suffering from underexposure because of supervisor biases.

observation: While simplicity and practicality are the overriding concerns in designing a rating method, employers do not have to stick to just one of the various methods. Prominent features from each can be combined without impairing a practical approach.

h. Job Analysis or Human Resource Planning.

Job evaluation

Job evaluation is the process by which the company determines the relative worth of all it's jobs after each has been accurately described. The job evaluation effort should reflect concern for internal equity and external competitiveness. That is, the job worth hierarchy and the salaries assigned to each job should be perceived by employees as an equitable distribution of pay within the firm, as well as fair compensation for the work compared with pay in competing organizations.

In order to address the major concerns of internal and external equity, two main job evaluation methods have emerged. The first is the market comparison method, which uses market pay rates as the primary factor for establishing the relative worth of jobs.

Job content evaluation is the other principal method for ordering company jobs in a hierarchy. This method focuses on job duties as the primary factors in establishing job worth.

The market rate comparison method for job evaluation considers relative rates of pay in the market to be of primary importance in establishing a company's pay structure. The first step in the market rate method requires collecting competitive pay data for a number of benchmark jobs in the company. Benchmark jobs are those that have characteristics that are found in many organizations, and are sufficiently important in the company to serve as prominent points for organizing all jobs in the company in a hierarchy.

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The surveyed jobs are then assigned pay rates, and arranged in a hierarchy. The next step is to place the non-benchmark jobs on appropriate levels of the hierarchy, based on the evaluator's ranking of relative worth. Up-to-date market rate pay data for the benchmark jobs is essential. It is also important to have enough benchmark jobs to construct an accurate scale.

The market rate approach is beneficial for organizations that face a highly competitive market in which to recruit or hire, and retain employees. Also, the market rate approach is easy for the company to explain to employees.However, the drawbacks of the market rate approach are considerable. In the first place, the market rate comparisons for benchmark jobs do not provide a mechanism for making certain decisions on the relative worth of non-benchmark jobs. Also, if there is a lack of adequate survey data on pay for benchmark jobs, then the entire pay system is vulnerable to this uncertainty. However, the most significant drawback is the potential challenge to the market rate system as perpetuating inherent sex-bias in pay for jobs that are traditionally held by men or women.

caution: The comparable worth threat to market rate pay systems is a point of vulnerability of potentially devastating disruption and expense. Facing this potential challenge, cautious employers might consider instituting an internal mechanism for measuring the relative worth of jobs.

observation: To minimize comparable worth vulnerability, some commentators have suggested that employers limit job analyses and evaluation efforts to smaller job families, rather than applying them throughout the organization. While the efficacy of this advice will depend on judicial development of the comparable worth theory, certainly employers must correct any pay inequities based on sex that are turned up in any analysis or suffer potential liability for intentional pay discrimination. It remains an open question whether employers have an affirmative obligation to conduct analyses to look for sex-based pay inequities.

Job content method

Job content evaluation is a process by which jobs are arranged in a hierarchy of value based pay rates on an analysis of the duties performed. In either quantitative or nonquantitative job content evaluation methods, the employer defines compensable factors, job elements related to skill, effort, responsibility, or working conditions for which the employer is willing to pay. The employer then determines the extent to which each factor exists in each job. The job hierarchy is established according to the number and weight of compensable factors involved in each job. The following are common quantitative and nonquantitative job content methods:

* Ranking. Under a ranking approach, the job evaluator compares each job in the organization against all others using a global scale, such as "difficulty." The evaluator compares each job against all others on this scale, a paired comparison approach, and ranks the jobs in a hierarchy from most to least difficult. Ranking is an effective system for companies that have relatively few jobs, but it is ineffective where there are great number of jobs or where the jobs are sufficiently similar to prevent easy

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comparisons. Ranking is simple, quick, and inexpensive to administer. However, it is an inadequate tool for making fine distinctions between similar jobs.

* Job Classification. The classification method orders jobs according to a predetermined series of grades or classifications, which are arranged in order of importance to the organization. There is a description for each classification or grade that indicates the kind of duties, responsibilities, and skill levels for the jobs in each grade. These grade descriptions are then compared with individual job descriptions to place each job in the right class or grade. This classification method is appropriate for large organizations that have a limited number of job categories. It is also appropriate for organizations that have jobs with clearly defined differences in duties or in required qualifications. The number of grades or classes must be set out before developing the grade descriptions for classification purposes. Actual dollar values are assigned to classification levels after market comparisons are made. The virtue of the classification system is that a relatively large number of employees can be accommodated by a single, simple structure. However, because of the danger of overboard or narrow definitions, grade descriptions are extremely difficult to make. Also, the number of grades themselves is totally arbitrary. As the number and complexity of jobs increase, it becomes more difficult to classify jobs with accuracy.

* Point factor evaluation plans. Point factor evaluation plans are among the most common formal job evaluation procedures in American industry. Using this method, the company begins by selecting the compensable factors governing work in the organization. These factors are further clarified by a scale of definitions, to which point values are assigned. Each factor is weighted, to indicate it's relative importance to the company. For instance, "job knowledge" might be given twice the weight of another compensable factor, such as "responsibility for subordinate staff." Each job is then compared to the compensable factor descriptions, and a total point score is derived for each job. The job are arranged according to score, and further broken down into logical groups. Benchmark jobs are chosen, and market pay rate data is collected to allow the assignment of actual pay rates to the benchmark job. The point factor evaluation system is precise, and can have a high degree of validity. The assignment of point values allows an accurate hierarchy of job worth. However, point plans are expensive to implement. Also, they are complex and difficult to explain in most organizations.

observation: Point factor systems present a quantitative method for evaluating job content. While it is true that no method of evaluation can be free of subjectivity or human judgment, such systems do introduce a high degree of consistency and precision into job content evaluation.

Human resources planning

Human resources planning (HRP) is a systematic process for ensuring that an organization has the right number of people with the right skills at the right time order in to fulfill that organization's needs. An HRP program is a means of managing both internal and external changes confronting an organization.

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A well-conceived program will give managers more options in hiring or contracting and will reduce crisis management and stop-gap practices in hiring, promotions, and transfers. The program will provide a context for planning and should support other personnel policies in the areas of training, recruiting, performance appraisal, and job analysis. Also, a sound planning program can help in developing and achieving affirmative action goals, especially in projecting vacancies for purposes of setting goals and timetables.

Human resources planning is the organization's effort to define it's future human resources needs and develop strategies for preparing to meet those needs. The term includes manpower planning, or management succession planning, which is merely a human resources planning effort that is focused exclusively on management, usually senior management.

The basic components of an HRP effort include an accessible inventory of the skills of all employees in the target group, forecasts of human resources supply and demand that are specifically based on the organization’s strategic business plan, and plans to reconcile the future needs discovered with the resources available to the organization.

The human resources planning program must take into account the organization's long-term strategic plan. Planned changes in the nature of the business or in the size of the organization, which are spelled out in the strategic plan, must be addressed adequately in the organization's human resources planning. Developing plans for meeting future human resources requirements cannot be done in a vacuum.

The HRP process should proceed by appropriate groups of employees or departments, with emphasis on those most crucial to the organization. Most companies with an HRP program focus on one or more of the following groups:

. . . the senior executive group;

. . . management level personnel;

. . . professional personnel, with an emphasis on those in professions with a scarcity of qualified individuals such as research engineers or electronic data processing (EDP) systems designers;

. . . nonmanagement personnel, with emphasis on the identification of employees who have the potential to move into first-line supervisory positions;

. . . nonexempt employees who represent an especially large proportion of the organization's workforce, for example, banks would concentrate on ensuring that there is an adequate number of tellers.

recommendation: In the early stages of an HRP program, the company would do best to focus it's attention on only one or two groups that have been identified by management as critical to the company. After treating these priority groups, the planning process can continue on to encompass other significant groups.

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Flow chart

The following flow chart describes the various steps in developing a human resources planning program. The chart demonstrates the interrelationship between a planning program and job analysis, training and development, performance appraisal, and recruitment. (see below).

The bedrock of an HRP program is an accessible inventory of the existing skills, abilities, experience, and career interests of current employees in the selected work group. At a minimum, the inventory should include the employee's name, company service date, education, present position, and past company assignments. Other information, depending on company requirements and plans, may include employment history before joining the company, test scores, present and past

STEPS IN HUMAN RESOURCE PLANNING

1. Inventory Present Human Resource Capabilities

o employment history

o skills

o education - (services rendered)

2. Forecast Human Resource Supply

Strategic3. Forecast Human Resource Demand ----------------------------------- Plans

4. Analyze the Differences in Anticipated Supply and Demand ------ Human Resource

Implications 5. Develop and Implement Action Plans

Integrate with:

o job analysis

o training and development

o performance and appraisal

o recruitment

company training and development activities, career interests, and professional association memberships. Also, the inventory form may elicit from the employee a self-assessment and job preferences, and also may include performance appraisal data

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from the current performance review, as well as an assessment of ability and development recommendations from the employee' manager.

Much of the information needed for the skills inventory is available in existing personnel files. For instance, job applications, performance reviews, and records of training and development activities could supply much of the information needed in a typical inventory. However, other information that is subject to frequent change is best gathered from employees in a standardized inventory form that is circulated and update at regular intervals. And finally, employers should submit a copy of the current inventory information to employees for review and verification periodically.

recommendation: While personnel files may contain much of the needed information, it may be a considerable administrative burden to go through and sort out each employee file for purposes of writing a large number of skills inventories. It may be more efficient to ask employees to fill out the inventory form, leaving it to the personnel office to complete only those parts of the record that are not available to the employees. The personnel office also can ask employees to share the burden of keeping employee records current, requiring employees to submit a personnel record change notice whenever there is need to amend the personnel record or skills inventory.

observation: The virtues of an automated personnel system are never more apparent than when compiling a new personnel file that is a composite of many other records. In an automated system, performance appraisal and payroll records can readily be searched and included in a new skills inventory file. Also, information that tends to become dated quickly, such as salary information or position descriptions, can be tracked and included in the inventory easily by distributing the pertinent information electronically. For example, a change in payroll classification can be programmed to transfer to the skills inventory file.

(Please see the next page)

HUMAN RESOURCES INVENTORY RECORDTo Be Completed By Employee

NAME __________________________________ DATE _____________________

Current Department ________________________

Job Title _________________________________ Starting Date with Co. ___________

EDUCATION (Complete record beginning with high school)

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FROM TO MAJOR COURSE DEGREE OF SCHOOL & LOCATION MO./YR. MO./YR. OF STUDY CERTIFICATES

MAJOR TRAINING PROGRAMS OR DEVELOPMENT COURSES (Seminars, Workshops, etc.)

CAREER INTERESTS AND JOB PREFERENCES

SIGNIFICANT HONORS, AWARDS, PATENTS, PROFESSIONAL LICENSES AND ASSOCIATIONS,PUBLICATIONS, ETC. (Describe and Show Dates)

OTHER PROFICIENCIES (Describe any special skills, aptitudes or accomplishments)

LANGUAGES-SPOKEN AND UNDERSTOOD (Which languages and with what proficiency)

READ AND WRITE (Which languages and with what proficiency)HUMAN RESOURCES INVENTORY RECORD

NAME _____________________________________ DATE ________________ Last First Int.

COMPLETE WORK EXPERIENCE (List chronologically from first position held to most recent. Include military service and work with other companies.)

DATES COMPANY POSITION TITLE &DESCRIPTIONFrom (Mo./Yr.) AND Underline position title. If managerial position,To (Mo./Yr.) LOCATION show number types of employees supervised.

Briefly describe responsibilities for each position. For last two positions, describe significant

achievements or contributions.

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_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

EMPLOYEE SIGNATURE _______________________________________

caution: The questions pertaining to language proficiency should be used only if language skills bear some relationship to potential employment with the company. While it is usually non-job-related pre-employment inquiries that present the risk of turning up as evidence of permissible bias, even such post-employment inquiries are hazardous. For instance, it is conceivable that an employee who is denied a promotion may point to an irrelevant question on an inventory form relating to language skills as evidence that the employer had some animosity against employees of a particular national origin.

Using the inventory data

In addition to using the inventory information for human resources planning purposes, it may legitimately be used to help identify individuals for special projects, management development, and specialized training. The inventory form should be kept in the employee's personnel file, and should be subject to all the privacy restrictions that are applied to other personnel file information.

recommendation: If the skills inventory is a manual personnel system, access should be conditioned on a strict right-to-know basis within the company. Also, release outside the company should require a written release from the employee. In automated personnel data systems, access to such inventory records should be strictly controlled by access codes that are issued only to those with appropriate authority to handle the information.

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Forecasting Future Human Resources Trends

Forecasting internal human resources supply is a systematic process for estimating the numbers of employees with appropriate qualifications that will be available at some time in the future. The forecasting is based on an historical analysis of attrition rates in the target employee or job groups.

In order to graph a past attrition or turnover rate that can be projected into the future, employers must look at the two principal factors of attrition-length of employment and age. In looking at turnover in relation to length of service, employers should draw a line graph tracking the percentage of employees remaining in any target group along a length of service axis. Usually, this line will show that losses are heaviest in the first few years of employment. Likewise, the line graph tracking age and turnover patterns will show that turnover is greatest among younger employees. Typically, human resources forecasting is done in three intervals. Short range forecasts cover time periods of less than two to five year periods; and long-range forecasts extend beyond five years. The following sample line graphs show attrition rat based on length of service and age.

(Please see the next pages)

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caution: There are many problems in projecting the continuation of past rates. Employers should be aware that even short-range planning commitments are subject to disruption by extraneous forces. Social and economic policies, as well as local labor conditions, can have a sudden impact on traditional labor patterns. For instance, record-high unemployment or propriety nationally or in a local area may disrupt past turnover patterns. Likewise, changes in retirement policies may effect traditional retirement patterns or a new employer in the local area may increase demand for employees with certain skills so much that the traditional turnover pattern no longer applies for that job in that area. Intermediate and long-range planning are subject to all the vicissitudes of short-range plans, and then some. Because social and economic policies and conditions cannot be predicted over the intermediate or long-range period with any degree certainty, the planning process should include a procedure for adjusting these forecasts.

The following form demonstrates a short-term labor supply forecast that can be used to assess the needs in any job group or department for replacement employees. If there are plans for growth or contraction in the department or group, these must be factored in to arrive at the total number of positions to be filled.

The first two columns are merely matters of census taking. To fill in the column for management-directed staffing changes, the forecaster will have to look at management directives, memos, and the strategic plans. The retirement and termination columns should reflect attrition rates, performance appraisal information, disciplinary records, and other information from informal sources. The number of primary openings may be affected by promotions (column 7), which would be reflected in the net total (column 8).


Supply Forecast

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(two-year time period)_____________________________________________________________________________Function: EngineeringYear 20__

(1) (2) (3) (4) (5) (6) Number of Management Primary

positions directed open Grade at begin- staffing Retire- Termina- positions

level ning of changes ment tions = to be filled year (+ or -)

_____________________________________________________________________________

_____________________________________________________________________________ (7) (8)

Total positionsVacancies resulting from promotions to be filled

Total _____________________________________________________________________________

Predicting the organization's future demand for employees in the future depends on turnover and the company’s strategic plan. The organization's plans for growth or contraction must be compared with turnover rates. If the company intends to introduce new products, the demand for employees is likely to increase and the types of skills needed will also expand. To predict the demand for the number of people required in the future, the employer should establish a correlation between business activity and human resources requirements. For example, X number of production units or sales volume requires X number of people. Net demand is arrived at after comparing attrition and turnover rates. To determine the types of skills that will be needed in the future, the employer should look to future jobs specifications to determine the knowledge and skills that are required in each position. Once the company knows how many people and what skills and abilities are required, it can better decide whether to train employees or staff with new hires.

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The following sample (filled-in) hiring and promotion demand requirement computation form reflects a long-term forecast and static conditions. Salary grade and present staffing are recorded. The forecaster must resort to attrition rate predictions, business plans, and succession charts in order to estimate the number of losses. The same succession charts and business plans should serve to predict the number of promotions.

Sample Hiring and Promotion Requirements (Five-year Period)_____________________________________________________________________________

Salary Present Estimated* Position Filled BY Grade Staffing Number of

Losses # of Promotions = of Hirings_____________________________________________________________________________ 9 (Senior Mgt.) 4 1 1 0 8 (Zone Mgt.) 16 2 1 1 7 (Area Mgt.) 64 6 4 2 6 (Supervisor) 250 100 80 20_____________________________________________________________________________* Turnover, transfers, promotions

observation: According to this forecast, the human resources department should begin to prepare for a substantial training program for supervisory personnel. Also, projected high turnover in that position might warrant some remedial training effort or counseling attention. Finally, recruiting plans will have to be laid to replace the 80 promotees and bring on the 20 new hires.

If the human resources planning program includes a management succession planning component, incumbent managers should be asked to draw up a staffing plan. This plan, becomes the basis for planning for change in key management positions. In this way, it is merely an individualized supply and demand forecast.

The following is a detailed management succession organization and staffing plan that orders individuals who are in line for certain key positions in the organization.

Each block provides for a position description or function, and lists the incumbent employee's title and name. Under the name of each incumbent manager, the names of replacement candidates are listed in order of preference, each with a current position title. The form then breaks down the rest of the organization in a similar pattern. The incumbent employee's function is described, the incumbent's title and name are listed, along with the incumbent's grade, and promotion code, is a five point scale ranking the incumbent on potential for promotion.

Under the name of each incumbent, replacement candidates are listed by name and order of preference. Also, each candidate is assigned a readiness code, which is a three point scale characterizing the candidates as ready for promotion now or soon, within two years, or beyond two years. After the form is completed by the line manager, it

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should be reviewed by a higher management level and by the human resources manager.

Once the quantitative results of manpower planning have indicated the number and qualification of employees needed in the future, human resources administrators must be sure of the job descriptions and specifications for the jobs at issue. In order to plan whether to recruit, train, or promote employees for a given job, the organization must be sure that the job descriptions accurately reflect the job duties, and that the specifications are an accurate reflection of the qualifications currently required and anticipated in the future.

observation: The eventual success of the human resources planning effort depends, in large part, on the accuracy of the organization's job descriptions and specifications. If the work in the subject positions has changed considerably since the job descriptions were written, the personnel administration will, in effect, be looking to place employees with outdated qualifications in positions that no longer exist. It is not uncommon for job descriptions and specifications to be dated.

Once the forecasting is completed and the organization is sure that it is looking for people for the right jobs with the right qualifications, management must select from a number of options for meeting the forecasts. The organization must consider whether it can meet the forecasts by promoting from within, and, if so, what types of training and development programs will be needed to make the job transitions work. If the company is going to hire to meet the forecasts, it must set up a timetable for bringing the new people on board so they will have sufficient time to learn the work. Again, questions about appropriate training arise. If hiring is chosen, there may be a need for a special recruitment program. Also, competition for new hires may bring the need to revise the salary structure.

observation: Employers should keep in mind that recruiting can be a long process. For senior management positions and professionals in short supply, the recruiting process often can take as long as a year.

The Compensation System and Job Analysis

A formal compensation system is essential for a successful enterprise. A systematic compensation system allows the company to control and monitor it's payroll costs, while at the same time providing a framework of incentives for employee development. The compensation plan is the company's most meaningful statement to employees about where they stand and what they can expect from continuing with the employer. A formal compensation system that is well understood by employees will help the company recruit and keep and motivate valued workers.

A formal system need not be complex. However, it must have the complete backing and understanding of top management and line supervisors.The essential steps in developing a formal pay system include: defining each job in the organization; evaluating those jobs relative to one another; determining the value of each job in the hierarchy; and, implementing the plan with appropriate communication

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to all persons in the enterprise and integrating it into the ongoing employee performance appraisal system.

recommendation: Before instituting an organization-wide job analysis effort, an employer may want to conduct a pilot study on a smaller scale. The virtues of a pilot study are that the organization will be able to assess it's ability to complete the entire project, and that it will have some preliminary indication of whether the effort should be abandoned or changed.

observation: The choice of job analysts can have a significant impact on the outcome of the effort. For example, outside consultants may be hired to conduct the entire analysis, but outsiders will face a significant learning curve in mastering the details of the work performed in the organization. Current employees who are trained in the techniques of job analysis under the supervision of a consultant will already be familiar with the work performed in the organization.

The following memorandum announces and explains the company's job analysis effort. Note that the company encourages employees to cooperate with the job analysts, and assures employees that their individual job performance is not the subject of study. This memo also assures workers that positions will not be eliminated and that pay will not be cut as a result of the study. It should be noted that some studies may indicate the need to realign positions and adjust pay accordingly.

Memorandum to Employees-Job Analysis for Wage and Salary Administration

This month the Company will begin a major review of it's wage and salary administration programs. The purpose of this study is to ensure that we have the kind of pay program that will allow us to attract, retain, and motivate the number and caliber of people needed to assure the organization’s continued growth and success. In order to assist us in this effort, we have retained the consulting services of Nascent Applied Method & Endeavors.

During the next several weeks, most of you will be asked to complete a series of questionnaires in which you describe the work that you do and the kind of skills and abilities that your jobs require. In addition, the consultants and our own compensation people will be visiting a number of locations and interviewing many of you. These data collection efforts are necessary, and we urge you all to cooperate with the people who will be contacting you.

We wish to emphasize that the purpose of this study is to ensure that we have the kind of pay system that will allow us to attract, retain, and motivate good people in the years ahead. This is not a cost improvement study nor is it intended to identify desirable changes in staffing organizational structure. Further, no one's position will be eliminated and no one's pay will be reduced as a results of these efforts.

_________________________________________ Date: ______________Vice President, Personnel Office

The first step in any systematic job analysis is to investigate each job in the organization. An important goal of this investigation is to develop data that can be used

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to write a detailed job description for each job. The best way to develop accurate job descriptions is to involve job incumbents, supervisors, and job analysts in a collaborative process.

To initiate this process, the job analysts should interview a representative sampling of incumbent employees in each job after distributing written questionnaires to job incumbents asking for a detailed breakdown of the work they do. This form should then be reviewed by each worker's supervisor, to see that the breakdowns are accurate and appropriate, at least as the supervisor views them.

recommendation: The job analysis should also include direct observation of work by the job analyst. Direct observation will help overcome any verbal limitations of employees as well as any misconceptions the employees have about their jobs which may result from a failure to understand their jobs in relations to other jobs.

caution: In conducting interviews with job incumbents for purposes of job analysis, the job analysts should exercise strict control of the interview. Without a highly structured set of questions, the interview will likely develop into a general discussion of gripes, opinions, and individual abilities, rather than the narrow scope of the work that the incumbent actually performs.

The following is a job questionnaire that the job analyst may use as a preliminary step in developing or revising job descriptions for non-exempt employees. It is important that the employees know that the job analysis effort and questionnaire are designed to help the company in developing it's compensation plan, rather than to investigate how well each employee doing his or her job. The memorandum mentioned previously can be used to communicate this message.


Position QuestionnaireNonexempt

Present Title ___________________________________________________________________

Dept./Division _________________________________ Location _________________________

Name of Incumbent _____________________________ Telephone Extension ________________

Reports To (Name & Title) _________________________________________________________

I. Summary: Describe briefly the main function of your position. The result should tell someone who has no prior knowledge of your work not only what to you do, but also the purpose of your work.

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_____________________________________________________________________________

II. Work Performed: Describe your principal duties and list the hours spent on each duty each day or week in the right hand column (an additional page may be used if needed).

_____________________________________________________________________________

Regular, recurring tasks: Daily No. of Hours

Regular, recurring tasks: Weekly No. of Hours_____________________________________________________________________________

Description of Duties (continued) Regular, recurring tasks: bi-weekly, semi-monthly, monthly, bi-monthly, quarterly, semi-annually,

annually (specify)

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_____________________________________________________________________________

Occasional duties: work performed at irregular intervals (give frequency)

_____________________________________________________________________________

III. Machines, equipment, tools used. Be specific. For example, if your work requires that you type, specify the required machine such as "IBM Executive Electric Typewriter" or "IBM Selectric Typewriter," instead of merely "typewriter."

_____________________________________________________________________________

IV. Responsibility: Describe the responsibilities you have for:

Customer Service: ___________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________

Records: __________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________

Safety: ___________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________

Protection of Assets: _________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________

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Control of Costs (for example, maintaining proper inventory levels): ________________________ _____________________________________________________________________________ _____________________________________________________________________________

Other Employees (training, scheduling, or reviewing work, etc.): __________________________ _____________________________________________________________________________ _____________________________________________________________________________

Quality Control: _____________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________

Other: __________________________________________________________________________ ____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

V. Business Contracts:

Internal------(Within the Company, it's parent, affiliates, or subsidiaries): List all persons-by titles-that your position requires you to contact regularly. Specify how often each is contacted. Indicate the nature, purpose, and scope of each contact. Do NOT include "contacts" with supervisors, subordinates, or other members of your own dept. or division.

External------(Outside of the Company, it's affiliates, or subsidiaries): List all persons-by titles, organizations, type of organization, and relationship to the Company-that your

position requires you to contact regularly. Specify how often each is contacted. Indicate nature, purpose, and scope of each contact. Please indicate the significance of each contact either in monetary value or other numerical data that is applicable.

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_____________________________________________________________________________

VI. Physical Effort: Briefly describe any unusual physical exertion required by your position and how often it is required. Also, describe mechanical aids used. If none of significance, write "None."

_____________________________________________________________________________

VII. Hazards: Indicate whether your position entails any necessary exposure to hazards of accidents or occupational illness. If so, describe the hazardous conditions. Describe material handled,

machines or tools used, nature of work, location, etc.

_____________________________________________________________________________

VIII. Working Conditions: Describe the specific working conditions that tend to affect your normal comfort and well-being on job (for example, unusually hot, cold, or noisy conditions).

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_____________________________________________________________________________

IX. Other: State any other information or explanation of previous items that would be helpful in developing an accurate description of your job.

_____________________________________________________________________________

X. Signatures: Questionnaire Completed By __________________________________ Date _____________

Reviewed & Approved (supvr.) ________________________________ Date _____________ Reviewed & Approved (Dept. Mgr.) ____________________________ Date _____________ Reviewed & Approved (Pers. Rep.) _____________________________ Date _____________

Position QuestionnaireExempt

Present Title _________________________________________________________________________

Dept./Division _________________________________ Location _________________________

Name of Incumbent _____________________________ Telephone Extension ________________

Reports To (Name & Title) ______________________________________________________________

I. Summary: Describe briefly the main function of your position. The result should tell someone who has no prior knowledge of your work not only what to you do, but also the purpose of your work.

46

_____________________________________________________________________________

II. Work Performed: Describe your principal duties and list the hours spent on each duty each day or week in the right hand column (an additional page may be used if needed).

_____________________________________________________________________________

Regular, recurring tasks: Daily No. of Hours

Regular, recurring tasks: Weekly No. of Hours

_____________________________________________________________________________

Description of Duties (continued) Regular, recurring tasks: bi-weekly, semi-monthly, monthly, bi-monthly, quarterly, semi-annually,

annually (specify)

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_____________________________________________________________________________

Occasional duties: work performed at irregular intervals (give frequency)

_____________________________________________________________________________

III. Accountability: Indicate your accountability for any of the following:

Profits ____________________________________________________________________ Sales _____________________________________________________________________ Control of costs _____________________________________________________________ Budgets ___________________________________________________________________ Quality control ______________________________________________________________

Indicate your responsibility for any of the following:

Planning ___________________________________________________________________ Determining policy ___________________________________________________________ Developing and/or recommending policy and/or procedures ______________________________ _____________________________________________________________________________ _____________________________________________________________________________

Developing and/or recommending programs and/or projects _____________________________ _____________________________________________________________________________ _____________________________________________________________________________

Implementing and/or administering policy/procedures/programs/projects _____________________ _____________________________________________________________________________ _____________________________________________________________________________

_____________________________________________________________________________

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Indicate your accountabilities for the preservation, protection, security, or safekeeping of one or more of the following ASSETS:

Plant, building, or premises _____________________________________________________ _____________________________________________________________________________

Cash _____________________________________________________________________ _____________________________________________________________________________

Physical equipment (specify) ____________________________________________________ _____________________________________________________________________________

Inventory __________________________________________________________________ _____________________________________________________________________________

Other (specify) _____________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________

_____________________________________________________________________________

IV. Supervision: List those reporting to your position. Direct: Title(s) of subordinates reporting directly to you: Total ________

Indirect: Title(s) of those reporting to the above listed subordinates

Reports To Number In (Title) Each Title

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_____________________________________________________________________________

Remarks: Indicate special circumstances, if any, or other pertinent information.

_____________________________________________________________________________

V. Business Contracts:

Internal------ (Within the Company, it's parent, affiliates, or subsidiaries): List all persons-by titles- that your position requires you to contact regularly. Specify how often each is contacted. Indicate the nature, purpose, and scope of each contact. Do NOT include

"contacts" with supervisors, subordinates, or other members of your own dept. or division.

External------(Outside of the Company, it's affiliates, or subsidiaries): List all persons-by titles, organizations, type of organization, and relationship to the Company-that your position

requires you to contact regularly. Specify how often each is contacted. Indicate nature, purpose, and scope of each contact. Please indicate the significance of each contact

either in monetary value or other numerical data that is applicable.

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_____________________________________________________________________________

VI. Other: State any other information or explanation of previous items that would be helpful in developing an accurate description of your job.

_____________________________________________________________________________

VII. Signatures: Questionnaire Completed By __________________________________ Date _____________

Reviewed & Approved (supvr.) ________________________________ Date _____________ Reviewed & Approved (Dept. Mgr.) ____________________________ Date _____________ Reviewed & Approved (Pers. Rep.) _____________________________ Date _____________

Job descriptions

A job description is a written statement defining what a particular job involves; job descriptions are essential to an employer's compensation program. In addition, they can be instrumental in a sound employee relations program-if each job is properly described employees will know what is expected of them. Also, well drafted job descriptions provide the employer with a sound basis for defending disciplinary action involving conduct or performance.

The well drafted job description should describe the basic functions of the job, outline the major duties involved, list any reporting relationships within the organization, and list any subordinate staff. Also, the description should contain the job specifications or qualifications necessary to perform the job.

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caution: Education and experience requirements can have the effect of excluding a high proportion of minorities or women protected by state or federal job bias laws. Only those requirements that are strictly job related can survive legal challenge if they are found to exclude protected group members disproportionately.

The model job descriptions in the paragraphs that follow break job qualifications into further categories of knowledge, skills, experience, and working conditions. Each job description requires approval at the department, division, and company level. Also, each description provides, at the top of the form, for the listing of the number of job incumbents covered by the description, as well as their classification.

The "supersedes" box at the top of each form reflects the importance of keeping job descriptions current. In dynamic organizations, job descriptions can quickly become dated. Employers may mandate periodic reviews of job descriptions, or monitor the descriptions continually and write new descriptions when the effects of small changes combine to change the nature of the job.

recommendation: While specificity in job descriptions is to be encouraged, responsibilities and duties should not be defined exclusively. Employers should reserve some flexibility to change work assignments under unusual circumstances.

recommendation: The description of actual job duties may be listed in order of importance to successful job performance. Other methods of stating job duties in a logical fashion include listing duties according to their frequency, or in a sequence that parallels a cycle of operations.

caution: The position descriptions in the following paragraphs provide a useful format and guide for the employer's preparation of it's own position descriptions. However, the employer should keep in mind that position descriptions for it's organization should be tailored to meet the duties of the particular description as developed from detailed job studies.


_____________________________________________________________________________TITLE: SALES REPRESENTATIVES NUMBER CLASS DATE PAGE

1/1/20__ 1 OF

1_____________________________________________________________________________

BASIC FUNCTION

Maintains contacts with established customers and develops new prospect for the purpose of selling company products. Acts as company representative within an assigned territory.

MAJOR DUTIES

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1. Calls on prospective and established customers. Secures and renews orders, and arranges delivery dates and related selling details.2. Maintains customer contacts to service accounts.3. Keeps informed of new company products and services, and checks on activities of competitors.4. Keeps records and prepares required call reports and documentation. 5. Engages in such other related activities and special projects as may required or assigned.

REPORTING RELATIONSHIPS

Position reports to Regional Sales Manager.Subordinate Staff: None

QUALIFICATIONSKnowledge: Knowledge of company products and services. Knowledge of selling

techniques.Skills: Effective communications skills. Minimum of one year in sales or related

profession. Successful completion of trainee program. No formal education required.Working Conditions: Travel throughout assigned territory. Occasional t to home office required.

_____________________________________________________________________________ COMPANY APPROVAL DIVISION APPROVAL DEPARTMENT APPROVAL _____________________ ___________________ ___________________________________________________________________________________________________

i. Health and Safety Analysis.

j. Management Audit.

1. Do you feel that you are well suited for success in your activities and that you enjoy your work?

YES _______ NO _______

2. Are you a good listener?

YES _______ NO _______

3. Unless you depend primarily upon international trade, do you make an effort to know your customers personally? Their families? Their life styles? Do you greet

them as friends?

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YES _______ NO _______

4. Do you welcome the rapid changes taking place in our society, readily adjusting yourself and your management practices to them?

YES _______ NO _______

5. Do you keep abreast of changes in your field by subscribing to leading trade and general business publications?

YES _______ NO _______

6. Do you plan for a profit (your net income) above a reasonable salary for yourself as employer, employee or manager?

YES _______ NO _______

7. Are you an active member of a trade or other type of association?

YES _______ NO _______

8. Have you given serious consideration to attending a seminar for small business operations given by your trade association, a college, or others?

YES _______ NO _______

9. Are you a cooperator, exercising leadership in community affairs, rather than a lone operators?

YES _______ NO _______

10. Have you worked recently with local government officials and other merchants to improve the area in which you work or operate?

YES _______ NO _______

11. Do you make use of the various publications of the S.B.A. that have been designed to meet your needs?

YES _______ NO _______

12. Do you regard customers as friends who are entitled to the best merchandise values and service you can give them?

YES _______ NO _______

13. Do you purposely cater to selected groups of customers rather than to all groups?

YES _______ NO _______

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14. Do you have a clear picture of the social image you seek to implant in the minds of your customers? YES _______ NO _______

15. Do you evaluate your own performance by asking customers about their likes and dislikes and shopping competitors to compare their assortments, prices, and

promotion methods with your own?

YES _______ NO _______

16. Do you attempt to appeal to younger customers both in the merchandise and services you offer, as well as in the atmosphere you create?

YES _______ NO _______

17. Do you compete with larger businesses or coworkers in their weak areas?

YES _______ NO _______

18. Do you add value to your merchandise by developing customer confidence in your judgment and readiness to assure satisfaction?

YES _______ NO _______

19. Do you insist that your salepeople treat each of your customers as an individual rather than as one of a crowd?

YES _______ NO _______

20. Is your adjustment policy generous?

YES _______ NO _______

21. To resolve a serious disagreement with a customer over a purchase or bill do you try arbitration, rather than going to court or simply giving in to a customer who you feel is wrong?

YES _______ NO _______

22. Do employees in your firm know to whom they each report?

YES _______ NO _______

23. Do you meet frequently with your key employees to coordinate their efforts?

YES _______ NO _______

24. Do you delegate as much authority as you can to those immediately responsible to you, freeing yourself from unnecessary operating details?

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YES _______ NO _______

25. Is each person suitably supervised?

YES _______ NO _______

26. Do you (1) give employees reasonable freedom to work out the way they feel their jobs can best be done, (2) let them make the day-to-day decisions necessary to

carry out their work, and (3) avoid limiting any of them to repetitive, routine tasks?

YES _______ NO _______

27. Do you seek your employee's opinions of stock assortments, choice of new merchandise, layout, displays, and special promotions?

YES _______ NO _______

28. Do you apply the concept of "management by objective;" that is, do you set work goals for yourself and for each employee for the month or season ahead and at the end of each period check the actual performance against these goals?

YES _______ NO _______

29. Do you turn to schools, both high schools and colleges, for part-time and full-time help?

YES _______ NO _______

30. Is each new person given adequate job training?

YES _______ NO _______

31. Are your wage and salary scales competitive with local firms; and are they adjusted to each difficulties and responsibilities of each job?

YES _______ NO _______

32. To get and keep the kind of people you want for each job in your firm, are your wages and other forms of compensation suited to the differences in your employee's jobs?

YES _______ NO _______

33. Is your overtime policy clear; and is overtime carefully controlled?

YES _______ NO _______

34. Do you have an incentive plan which recognize the personal needs of your employees and which rewards unusually productive and innovative methods?

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YES _______ NO _______

35. Does your company have an employee suggestion system?

YES _______ NO _______

36. Do you carefully keep all the personnel records required by Federal and State authorities, union contracts, if any, and your personnel review plan?

YES _______ NO _______

37. Have you written a personnel policy which governs all matters of employee interests and which every employee must be familiar with?

YES _______ NO _______

38. Have you prepared an Operational Manual that provides the information you feel essential for anyone who might have to step in to manage your organization?

YES _______ NO _______

39. Have you introduced medical care and pension plans for your employees or subcontractors?

YES _______ NO _______

40. Are you acquainted with the standards of the Occupational Safety and Health Act that apply to small organizations and do you meet them?

YES _______ NO _______

41. Have you organized your organization into selling departments or classifications?

YES _______ NO _______

42. Do you keep sales, inventory, and purchase records by types of merchandise within your department?

YES _______ NO _______

43. Do you control your purchase in dollars by means of an open-to-buy system?

YES _______ NO _______

44. Within each merchandise type, do you develop a model stock plan for key points of time in the season in order to maintain a balance between breadth and depth of the assortments?

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YES _______ NO _______

45. For stable and reorder items, do you prepare a checklist (never-out list) which you frequently check against the actual assortment on hand?

YES _______ NO _______

46. Do you have a unit control system for business lines that shows best-sellers and slow-sellers daily and weekly?

YES _______ NO _______

47. Do you make certain that best-sellers are reordered promptly and in sufficient volume and that slow-sellers are processed swiftly for clearance?

YES _______ NO _______

48. When you go to market or place orders at home for seasonal merchandise, do you use written buying plans to guide your selection?

YES _______ NO _______

49. Do you use a reliable system for determining and controlling slow-selling stock?

YES _______ NO _______

50. Do you keep separate, in records and in stock, those goods which do not belong to the organization, such as a customer's own goods and goods on consignment?

YES _______ NO _______

51. Do you determine the amount of your merchandise shortages at least twice a year?

YES _______ NO _______

52. Are you taking adequate safeguards to reduce shoplifting and pilferage in your organization?

YES _______ NO _______

53. Do you express your plans in terms of a budget, covering sales, stocks, markups, and expenses?

YES _______ NO _______

54. Do you set up your budget for relatively short periods?

YES _______ NO _______

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55. Do you make an organized effort to determine the potential sales of your merchandise lines in your community and to calculate your market share?

YES _______ NO _______

56. In controlling your operations, do you frequently compare actual results with the budget projections you have made; and do you then adjust your merchandising, promotion, and expense plans as indicated by deviation from these projections?

YES _______ NO _______

57. Do your key employees have a voice in formulating budget plans concerning them?

YES _______ NO _______

58. Do you study industry data and compare the results of your operation with them?

YES _______ NO _______

59. Do you think in terms of ratios and percents, rather than exclusively in dollars-and- cents?

YES _______ NO _______

60. Do you use a variety of measures in productivity, such as:

a. Net profit as a percent of your net worth?

YES _______ NO _______

b. Stockturn (ratio of your sales to the value of your average inventory)?

YES _______ NO _______

c. Gross profit margin per dollar of cost investment in merchandise (dollars of gross may be divided by your average inventory at cost)?

YES _______ NO _______

d. Sales per square foot of space (net sales divided by total number of square feet of space)?

YES _______ NO _______

e. Selling cost percent for each salesperson (renumeration of the salesperson divided by that person's sales)?

YES _______ NO _______

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61. Do you have a market representative, such as a resident buyer, who assist you in selecting sources and merchandise, in obtaining low prices, and in promoting

merchandise purchased?

YES _______ NO _______

62. Have you worked with your buying group to develop and promote private brands?

YES _______ NO _______

63. Do you examine the turnover and markup on your goods to see which you could buy more profitably direct from the manufacturer and which you should continue to buy from local wholesalers?

YES _______ NO _______

64. Are you continually searching the market for the most suitable merchandise, prices, and services rather than relying too much on established sources?

YES _______ NO _______

65. Do you have a rule that all salesmen who ask for an appointment are seen by you or your buyer?

YES _______ NO _______

66. Do you try to concentrate your purchases in each classification with a relatively small number of key sources, rather than spreading them widely over the wholesale

market?

YES _______ NO _______

67. In developing a key source list, do you make a seasonal study of the volume sold of each vendor’s goods, including profitability?

YES _______ NO _______

68. Have you trained yourself to keep distinct customer groups (even particular individuals) in mind when selecting merchandise and assortments?

YES _______ NO _______

69. When reordering new items that have shown volume potential, do you make it a point to order a sufficient number?

YES _______ NO _______

70. Do you keep up assortments through important selling seasons, such as Christmas and Easter, in spite of the probability of markdowns on the remainders?

60

YES _______ NO _______

71. For goods having a short selling season (such as straw hats), do you predetermine the following dates? (1) when first orders are to be placed, (2) when retail stocks are complete, (3) extent of peak selling period(s), (4) start of clearance, (5) final cleanup?

YES _______ NO _______

72. Are there numerous unnecessary duplications in your stock assortment because you did not compare new offerings with items already in stock?

YES _______ NO _______

73. Do you have an operating plan whereby goods asked for, but not in stock, are reported to you?

YES _______ NO _______

74. Are all your purchase orders written on organization's order forms?

YES _______ NO _______75. Do you take advantage of all available discounts-trade, quantity, seasonal, and cash-

and do you include them on your written orders?

YES _______ NO _______

76. When you place orders, are you careful to specify the date of shipment and the route each is to take, instead of leaving these matters to the seller(s)?

YES _______ NO _______

77. Do you follow up all orders to see that goods are shipped and received on time?

YES _______ NO _______

78. Do you check every incoming shipment carefully against the covering invoice and order copy?

YES _______ NO _______

79. When you receive merchandise by mail or other carrier and have agreed to pay the transportation costs, do you check the value of the stamps on the package (or actual

cost noted on the freight or express receipt) against the amount billed you by the seller for transportation?

YES _______ NO _______

80. Do you figure markup as a percentage of retail selling price rather than as a percentage of costs?

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YES _______ NO _______

81. Do you set price lines or price zones?

YES _______ NO _______

82. Do the prices you set provide adequate markups within the limits of competition?

YES _______ NO _______

83. Do you give as much consideration to the adequacy of your dollar markup as to that of your percentage markup?

YES _______ NO _______

84. In retail pricing of new items and in evaluating their cost quotations, are you guided by what you think the typical customer will consider goo value?

YES _______ NO _______

85. Do you practice the technique of averaging markup rather than aiming at the same markup percentage throughout your organization?

YES _______ NO _______

86. Do you avoid selling new and regular merchandise as loss leaders (items sold at less than cost)?

YES _______ NO _______

87. Do you keep a record of all your markdowns, and do you analyze them by cause?

YES _______ NO _______

88. When you have a clearance merchandise, does your first markdown normally move a substantial portion of the stock?

YES _______ NO _______

89. Before you mark down goods for clearance, do you consider alternate or supplementary ways of moving them--such as special displays, repackaging, or including them in a deal?

YES _______ NO _______

90. Do you frequently supplement your routine day-by-day selling operations with special promotions?

YES _______ NO _______

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91. Do you advertise consistently in at least one appropriate medium: newspapers, direct mail, handbills, local television or radio?

YES _______ NO _______

92. Do you plan your advertising at least 4 weeks ahead?

YES _______ NO _______

93. Do you approve all ads before they are released, reviewing their content and making sure that the goods mentioned will be ready for selling?

YES _______ NO _______

94. Do you consistently choose items for advertising that are timely, have exceptional value or exclusive features, and help to build your organizational image?

YES _______ NO _______

95. Do you follow the ads of organizations in larger cities catering to customers similar to your own in order to find outstanding items to advertise?

YES _______ NO _______

96. Do your ads tell a newsworthy and readable story rather than only trumpet a price appeal?

YES _______ NO _______

97. Are your advertisements factual, providing all pertinent details about the goods you are offering?

YES _______ NO _______

98. Does each of your ads specifically "sell" your organization in addition to the merchandise advertised?

YES _______ NO _______

99. When you plan to advertise goods that are carried by your competitors or that are comparable to theirs, do you check these competitor's prices and assortments

before releasing your ad?

YES _______ NO _______

100. Do you regularly and systematically familiarize your salepeople with your plans for advertised merchandise and promotions?

YES _______ NO _______

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101. Do you consult your suppliers about dealer aids helpful to the promotion of their merchandise in your organization?

YES _______ NO _______

102. Do you subscribe to or have ready access to a sales promotion service, and do you use it in planning and executing your promotional events?

YES _______ NO _______

103. Do you use "co-op ads" with your merchants in your community?

YES _______ NO _______104. Do you conduct a continuing effort to obtain free publicity in the local press or broadcast media?

YES _______ NO _______

105. Do you keep records of your advertising which you use to improve your future ads?

YES _______ NO _______

106. Are you acquainted with the Federal Trade Commission standards for truth and accuracy in advertising, and do you adhere to them carefully?

YES _______ NO _______

107. In planning displays, do you devote the same care to the selection of merchandise, the use of effective lighting and arrangement, the evaluation of results, and the use of outside display aids that you do to advertising?

YES _______ NO _______

108. Are your window displays planned to attract attention, develop interest, create desire, and prompt a customer to enter your establishment for a closer inspection?

YES _______ NO _______

109. Do you change your window display frequently?

YES _______ NO _______

110. Do you give as much attention to your interior displays as to your windows?

YES _______ NO _______

111. Are your fixtures and equipment adequate and up to date?

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YES _______ NO _______

112. Is the layout of your selling floor planned for the convenience of the customer?

YES _______ NO _______

113. Except for merchandise that needs special protection, does your layout encourage self-selection, making it easy for the customer to handle goods?

YES _______ NO _______

114. Are your self-selection fixtures set up for customer convenience and to stimulate sales?

YES _______ NO _______

115. Are goods that the customer may not be specifically looking for but is likely to buy on sight (impulse merchandise) displayed near your establishment entrances and at other points that have traffic?

YES _______ NO _______

116. Are continually on the lookout for opportunities to improve your layout and merchandise arrangement to expose more goods to customers in an attractive way?

YES _______ NO _______

117. Are your cash registers well located?

YES _______ NO _______

118. Are nonselling and office activities kept out of valuable selling space?

YES _______ NO _______

119. Are your stock areas as close as possible to the selling areas they serve?

YES _______ NO _______

120. Do you have flexible shelfing and bin partitioning so that storage space can be properly adjusted to the merchandise?

YES _______ NO _______

121. Do you receive, check, and mark incoming goods at central points rather than on selling floor?

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YES _______ NO _______

122. Does someone other than the cashier or bookkeeper open all mail and prepare a record of receipts that will be checked against deposits?

YES _______ NO _______

123. Do you deposit all of each day's cash receipts in the bank without delay?

YES _______ NO _______

124. Do you restrict the use of your petty cash funds to payment of small expenditures (not exceeding a stated amount) and limit them to the amount needed for a short period of time-a week or two?

YES _______ NO _______

125. Do you require adequate identification of "cash-take" customers who want to pay by check and those who ask you to cash checks?

YES _______ NO _______

126. Have you taken adequate steps to protect your cash from robbery?

YES _______ NO _______

127. Is your postage metered?

YES _______ NO _______

128. Are your checks prenumbered?

YES _______ NO _______

129. Are you careful to lay cash aside for all amount withheld from employee's wages for taxes, medical insurance, and the like; and for all sales taxes collected and to remit these sums as required to the appropriate authorities?

YES _______ NO _______

130. Do you calculate your cash-flow regularly (monthly, for example) and take steps to provide enough cash for each period's needs?

YES _______ NO _______

131. Have you established, in advance, a line of credit at your bank, not only to meet seasonal requirements but also to permit borrowing at any time for emergency needs?

YES _______ NO _______

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132. Do you consistently avoid drawing checks to "cash" and signing blank checks?

YES _______ NO _______

133. Have you bonded your cashier and other employees who handle cash and securities?

YES _______ NO _______

134. Do you keep company securities under lock and key, preferably in a safe deposit vault?

YES _______ NO _______

135. Do you control your liabilities with the same degree of care you devote to your assets?

YES _______ NO _______

136. To permit modernization and expansion of your premises if you rent them, have you seriously considered your landlord as a source for the additional capital you will need?

YES _______ NO _______

137. Do you maintain a close personal relationship with your local banker?

YES _______ NO _______

138. Do you have a credit policy?

YES _______ NO _______

139. Do you set definite credit limits and explain your rules carefully to all credit applicants?

YES _______ NO _______

140. When customers do not make payments as agreed, do you follow up promptly?

YES _______ NO _______

141. If you have your own credit plan, do you have a simple method of identifying charge customers and authorizing their purchases?

YES _______ NO _______

142. Have you introduced a revolving credit plan whereby customers can complete payment for merchandise by means of a number of monthly (or weekly) payments

67

and are privileged to buy more at any time within a set limit?

YES _______ NO _______

143. Are your bad debt losses comparable with those of other similar organizations?

YES _______ NO _______

144. Periodically, do you review your accounts to determine their status?

YES _______ NO _______

145. Are you a member of a retail credit bureau, and do you actively use the information it provides?

YES _______ NO _______

146. Is your organization's insurance handled by a conscientious and knowledgeable agent?

YES _______ NO _______

147. Have you updated your insurance needs to assure adequate protection for buildings, equipment, merchandise and other assets, as well as for public liability?

YES _______ NO _______

148. Is your public liability insurance adequate?

YES _______ NO _______

149. Have you reduced your insurance premiums by using deductibles?

YES _______ NO _______

150. Do you carry adequate life insurance (to benefit your company) on yourself and your key associates?

YES _______ NO _______

151. Do you keep careful records of your cash outlays for goods, supplies, and services?

YES _______ NO _______

152. Do you maintain a cash budget?

YES _______ NO _______

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153. Do you have your books balanced and accounts summarized each month?

YES _______ NO _______

154. Do you use a modern point-of-sale register for sales transactions and modern equipment to record accounts receivable?

YES _______ NO _______

155. Have you considered having your sales and other records processed and analyzed by an outside agency?

YES _______ NO _______

156. Do you keep data on sales, purchases, inventory, and direct expenses for different types of merchandise in your organization?

YES _______ NO _______157. Do you have your books audited yearly by an independent public accountant?

YES _______ NO _______

158. Have you carefully considered introducing the retail method of inventory?

YES _______ NO _______

159. Do you maintain a tax calendar showing when the various required Federal, State, and Local reports are to be filed or payments made?

YES _______ NO _______

160. Are you (or someone in your organization) responsible for meeting your tax obligations and submitting other required reports?

YES _______ NO _______

161. To be sure you are not overpaying your taxes, do you retain a tax accountant to review your accounting records and prepare your more complicated tax returns?

YES _______ NO _______

162. Do you check periodically to determine if the labels on your merchandise satisfy the various laws and regulations?

YES _______ NO _______163. Do you retain a good lawyer to confer with on day-to-day problems that have legal implications?

YES _______ NO _______

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164. Over the past few years have you done very much long-range planning for growth?

YES _______ NO _______

165. Is your organizational location still satisfactory?

YES _______ NO _______

166. Do day-by-day activities involve you so much that you find no opportunity for advance planning?

YES _______ NO _______

167. When you find that change is called for, do you act decisively and creatively?

YES _______ NO _______

168. Do you find that recurring crises force you to make most of your changes before you have been able to give them thoughtful analysis?

YES _______ NO _______

169. Do you have someone ready to take your place in case of an emergency?

YES _______ NO _______

170. Are you grooming someone to succeed you as manager in the not too distant future?

YES _______ NO _______ k. Strategic Audit.

Strategic Audit: a review of past and current STRATEGY. The STRATEGY AUDIT may be carried out to identify and articulate the STRATEGY of a company or person who

has done little explicit STRATEGIC PLANNING in the past or to ascertain how faithfully a person or company is following it's proclaimed strategy. The STRATEGY AUDIT may include an evaluation of the effectiveness of a strategy as well. STRATEGY AUDITS may be performed at the corporate, SECTOR, business or personal level of PLANNING HIERARCHY. Consultants are very often used in STRATEGY AUDITS because of the need for objectivity.

In companies without a well-defined strategy, a personal or corporate level STRATEGY AUDIT involves a series of interviews with top management to determine what the implicit CORPORATE STRATEGY has been. That is, what has top management

understood the personal or corporate GOALS to be and why? What types of businesses or person have they been acquiring, developing, and divesting and why? What kinds of strategies do they think they are good at implementing and why? What advantages do their personnel or businesses enjoy as compared to their competitors? How have they organized, managed, and rewarded their businesses or personnel and why? The results of the interviews combined with an analysis of quantitative industry data and corporate

70

performance indicators from a report on what a company's STRATEGY has been.

A business or personal level STRATEGY AUDIT involves interviews with management and the collection of data that shows what the business, personnel and each FUNCTIONAL AREA have been doing. The objective is to identify the ASSUMPTIONS the business's managers are making about their OBJECTIVES, competitors, and INDUSTRY STRUCTURE that led them to carry out their implicit STRATEGY. STRATEGY AUDITS are very often used as the basis for formulating CORPORATE and COMPETITIVE STRATEGIES.

B. Phase Two.


a. Seminars (1st Subject); Areas in Departmental Type Interrelationships (Small or Large Businesses and Corporations)

Operational Formats 1A - 2B i. Introduction for Employees

(a) Subject Matter

(b) Historical Background

(c) Laws and Provisions Affecting Business Enterprises

ii. Selection of Form of Business Enterprises

(a) Forms and Factors in Selection

(b) Individual (Or Sole) Proprietorship

(c) General Partnership

(d) Limited Partnership

(e) Forms Related to Partnership

(f) Statutory Partnership Association

(g) Joint (Ad) Venture

(h) Joint-Stock Company (Or Association)

(i) Business (or Massachusetts) Trust

(j) Business (Or Stock) Corporation

71

(k) Professional Corporation (Or Association)

iii. Nature of Corporateness or Corporate Personality

(a) Introduction

(b) Corporation as "Person"

(c) Corporation as "Domiciliary"

(d) Corporation as "Resident"

(e) Corporation as "Citizen"

(f) Corporation as "National"

(g) Corporation as "State"

iv. Selection of Jurisdiction of Incorporation

(a) Factors in Selection

(b) Advantages and Disadvantages

(c) Sanctions

v. Preincorporation Problems

(a) Promoters

(b) Duties and Liabilities of Promoters

(c) Preincorporation Agreements

vi. Incorporation, Admission, and Domestication

(a) Introduction

(b) Articles (Or Certificate) of Incorporation

(c) Drafting Bylaws

(d) Form(s) of Share Certificates

(e) Organization Meeting(s)

72

(f) Admission and Domestication Procedures

vii. Recognition or Disregard of Corporateness

(a) Introduction

(b) Defective Incorporation

(c) Disregard of Corporateness viii. Corporate Financial Structure

(a) Introduction

(b) Debt Securities

(c) Shares

(d) Hybrid Securities

(e) "Trading on Equity" and "Thin Incorporation"

(f) Consideration for Shares

(g) Share Subscriptions and Options

(h) Shareholder's Liabilities on "Bonus," "Discount, and "Watered" Shares

(i) Protection of Shareholder's Proportionate Interests

(j) Record Ownership of Securities

ix. Corporate Management Structure

(a) Introduction

(b) Purposes (Or Objects) and Powers (c) Incorporator(s)

(d) Shareholder(s)

(e) Director(s)

(f) Officer(s)

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(g) Duties of Management

(h) Management Compensation

x. Special Problems of Close Corporations

(a) Introduction

(b) Incorporation (c) Financial Structure (d) Management Structure

(e) Share Transfer Restrictions

(f) Drafting Techniques

xi. Special Problems of Larger Corporations

(a) Introduction

(b) Securities Regulations

(c) Antitrust and Trade Regulations

(d) "Self-Regulation" by Securities Industry

xii. Dividends and Other Distributions

(a) Introduction

(b) Funds Legally Available for Dividends

(c) Dividend Preferences and Other Rights

(d) Shareholder's "Rights" to Dividends

(e) Share Distributions

(f) Miscellaneous Dividend and Related Problems

(g) Redemption or Purchase by Corporation of Own SI

(h) Dividend and Redemption Tax Aspects

74

xiii. Extraordinary Corporate Matters

(a) Introduction

(b) Extraordinary Corporate Matters-In General

(c) Miscellaneous Extraordinary Matters

xiv. Corporate Litigation (Including Derivative Actions)

(a) General Procedural Problems (b) Introduction to Derivative Actions

(c) Qualifications of Shareholders to Commence and Maintain Derivative Action

(d) Conditions Precedent to Derivative Action

(e) Procedural Problems in Derivative Action

(f) Security for Expenses in Derivative Action

(g) Recovery, Settlement, and Other Relief in Derivative Action

(h) Incidence of Expenses of Corporate Litigation

xv. Corporate Liquidation, Arrangement, and Reorganiza

(a) Non-Bankruptcy Liquidation

(b) Bankruptcy Liquidation (c) Arrangement

(d) Reorganization

xvi. Exhibits

(a) Conversion Table-Model Business Corporation Act

(b) Conversion Table-Professionals on Corporations

(c) Table of Cases Cited

Operational Formats 3A - 4B

75

i. Introduction for Employers

(a) SUBJECT MATTER

(1) Scope of Subject Matter

(2) Treatment of Subject Matter

(3) Statutory and Nonstatutory Materials

(b) HISTORICAL BACKGROUND

(4) Historical Background-In General

(5) Ancient and Roman Law

(6) Canon Law

(7) Merchant Law

(8) Civil Law

(9) Common Law

(10) Prototypes of Business Corporations

(11) Development of English Company Law

(12) Development of American Corporation Law

(c) LAWS AND PROVISIONS AFFECTING BUSINESS ENTERPRISES

(13) Federal Laws Affecting Business Enterprises

(14) State Laws Affecting Business Enterprises

(15) Substatutory Intracorporate Provisions

ii. Selection of Form of Business Enterprise

(a) FORMS AND FACTORS IN SELECTION

(16) Available Forms of Business Enterprise

(17) Factors in Selection

76

(b) INDIVIDUAL (OR SOLE) PROPRIETORSHIP

(18) Individual Proprietorship

(c) GENERAL PARTNERSHIP

(19) General Partnership-In General

(20) Formalities of Organization

(21) Capital and Credit Requirements

(22) Management and Control

(23) Profits and Losses

(24) Extent of Liability

(25) Transferability of Interest

(26) Continuity of Existence

(27) Tax Considerations

(d) LIMITED PARTNERSHIP

(28) Limited Partnership-In General

(29) Formalities of Organization (30) Capital and Credit Requirements







(e) FORMS RELATED TO PARTNERSHIP

77

(37) Forms Related to Partnership-Implied Partnership

(38) Mining Partnership

(39) Sub-Partnership

(40) Registered Partnership

(f) STATUTORY PARTNERSHIP ASSOCIATION

(41) Statutory Partnership Association-In General




(45) Profits and Losses; Extent of Liability




(g) JOINT (AD) VENTURE

(49) Joint (Ad) Venture

(h) JOINT-STOCK COMPANY (OR ASSOCIATION)

(50) Joint-Stock Company-In General

(51) Formalities of organization



(54) Profits and Losses; Extent of Liability




78

(i) BUSINESS (OR MASSACHUSETTS) TRUST

(58) Business Trust-In General





(63) Extent of Liability of Trustees

(64) Extent of Liability of Beneficiaries



(67) Tax considerations

(j) BUSINESS (OR STOCK) CORPORATION

(68) Business Corporation-In General


(70) Capital and Credit Requirements (71) Management and Control






(k) PROFESSIONAL CORPORATION (OR ASSOCIATION)

(77) Professional Corporation (or Association)

79

iii. Nature of Corporateness or Corporate Personality

(a) INTRODUCTION

(78) Theories of Corporateness or corporate Personality

(79) Traditional Corporate Attributes

(b) CORPORATION AS "PERSON"

(80) Corporation as "Person"

(c) CORPORATION AS "DOMICILLIARY"

(81) Corporation as "Domicilliary"

(d) CORPORATION AS "RESIDENT"

(82) Corporation as "Resident" -In General

(83) Jurisdiction over Subject Matter

(84) Jurisdiction over Person

(85) Venue

(86) Forum Non Conveniens

(87) Statutes of Limitations

(e) CORPORATION AS "CITIZEN"

(88) Corporation as "Citizen',-Federal Diversity-o Citizenship Jurisdiction

(89) Privileges-and-Immunities-of-Citizens

(f) CORPORATION AS "NATIONAL"

(90) Corporation as "National"

(g) CORPORATION AS "STATE"

(91) Government-Owned Corporation

80

iv. Selection of Jurisdiction of Incorporation

(a) FACTORS IN SELECTION

(92) Factors in Selection-In General

(b) ADVANTAGES AND DISADVANTAGES

(93) Advantages and Disadvantages of Delaware Incorporation

(94) Advantages and Disadvantages of New York Incorporation

(95) Advantages and Disadvantages of Incorporation in Jurisdictions Following Model Business Corporation Act

(96) Doing Business as Foreign Corporation-In General

(97) Amenability to Process

(98) Regulation

(99) Taxation

(100) Admission as Foreign Corporation

(c) SANCTIONS

(101) Sanctions for Noncompliance with Admission Rc ments

v. Preincorporation Problems

(a) PROMOTERS

(102) Promoters-In General

(b) DUTIES AND LIABILITIES OF PROMOTERS

(103) Promoter's Duties and Liabilities Inter Se

(104) Promoter's Duties and Liabilities to Corporation

(105) Promoter's Duties and Liabilities to Shareholders and Creditors

(106) Statutory Developments Concerning Promoter's Duties and Liabilities

81

(c) PREINCORPORATION AGREEMENTS

(107) Kinds of Preincorporation Agreements

(108) Types of Preincorporation Agreements between Promoters and Third Persons

(109) Agreement between Promoter and Third Person Constituting Revocable "Offer" to Proposed Corporation

(110) Contract between Promoter and Third Person Constituting Irrevocable "Offer" to Proposed Corporation

(111) Contract between Promoter and Third Person Binding Promoter Even if Corporation Bound

(112) Contract between Promoter and Third Person Binding Promoter until Corporation Bound

(113) Preincorporation Services

(114) Statutory Developments Concerning Preincorporation Agreements between Promoters and Third Person

(115) Preincorporation Share Subscriptions

vi. Incorporation, Admission, and Domestication

(a) INTRODUCTION

(116) Incorporation, Admission and Domestication-In General

(117) Steps in Incorporation Procedures

(b) ARTICLES (OR CERTIFICATE) OF INCORPORATION

(118) Drafting Articles (or Certificate) of Incorporation-In General

(119) Corporate Name

(120) Corporate Duration

(121) Corporate Purposes

(122) Corporate Powers

(123) Authorized Shares

82

(124) Classification of Shares

(125) Issuance of Class in Series

(126) Minimum Paid-In Capital

(127) Preemptive Rights

(128) Additional Provisions

(129) Registered Office and Agent

(130) Initial Directors

(131) Incorporator(s)

(132) Execution and Filing

(c) DRAFTING BYLAWS

(133) Drafting Bylaws

(d) FORM(S) OF SHARE CERTIFICATES

(134) Form(s) of Share Certificates

(e) ORGANIZATION MEETING(S)

(135) organization meeting(s)

(f) ADMISSION AND DOMESTICATION PROCEDURES

(136) Admission Procedures

(137) Domestication Procedures

vii. Recognition or Disregard of Corporateness

(a) INTRODUCTION

(138) Recognition or Disregard of Corporateness-In General

(b) DEFECTIVE INCORPORATION (139) Conditions Precedent to Incorporation

83

(140) De Facto Doctrine

(141) "Corporation by Estoppel"

(142) Constitutional and Statutory Developments

(143) Conditions Precedent to Doing Business

(144) Expired/Dissolved/Revived/Reinstated Corporal

(145) Consequences of Too Defective Incorporation

(c) DISREGARD OF CORPORATENESS

(146) "Piercing the Corporate Veil"

(147) One-Man, Family, and Other Close Corporations

(148) Subsidiary and Other Affiliated Corporations

(149) Disregard of Corporateness for Benefit of Shareholder (150) Constitutional, Statutory, and Other Construe Aspects

(151) Litigation Aspects

(152) Bankruptcy Aspects

(153) Taxation Aspects

viii. Corporate Financial Structure

(a) INTRODUCTION

(154) Sources of Corporate Funds

(155) Types of Securities

(b) DEBT SECURITIES

(156) Classification of Debt Securities

(c) SHARES

(157) Shares-In General

84

(158) Authorized, Issued, Outstanding Shares

(159) Par Value Shares; Shares without Par Value

(160) Classification of Shares

(161) Fractions of Shares, Scrip

(d) HYBRID SECURITIES

(162) Hybrid Securities-In General

(163) Tax Aspects of Hybrid Securities

(164) Creditor's Rights with Respect to Hybrid Securities

(e) "TRADING ON EQUITY" AND "THIN INCORPORATION"

(165) "Trading on Equity" (or "Leverage")

(166) "Thin Incorporation"

(f) CONSIDERATION FOR SHARES

(167) Consideration for Par Value Shares

(168) Consideration for Shares without Par Value

(g) SHARE SUBSCRIPTIONS AND OPTIONS

(169) Share Subscriptions

(170) Share Options

(h) SHAREHOLDER’S LIABILITIES ON "BONUS, " "DISCOUNT, " and "WATERED" SHARES

(171) Shareholder's Liabilities on "Bonus," "Discount, " and "Watered" Shares

(i) PROTECTION OF SHAREHOLDER’S PROPORTIONATE INTERESTS

(172) Shareholder's Proportionate Interests-In General

85

(173) Fiduciary Duties of Management with Respect to Issue and Reacquisition of Shares

(174) Preemptive Rights-Judicial Development

(175) Statutory Provisions

(j) RECORD OWNERSHIP OF SECURITIES

(176) Significance of Record Ownership

(177) Transfer of Securities

(178) Replacement of Lost, Destroyed, and Stolen Certificates

(179) Missing Security Holders

ix. Corporate Management Structure

(a) INTRODUCTION

(180) Corporate Management Structure-In General

(b) PURPOSES (OR OBJECTS) AND POWERS

(181) Purposes (or Objects)

(182) Express Powers

(183) Implied Powers

(184) Ultra Vires Doctrine

(c) INCORPORATOR(S)

(185) Incorporator(s)

(d) SHAREHOLDER(S)

(186) Shareholder(s)-In General

(187) Co-Ownership and Split Ownership of Shares (188) Shareholder's Management Functions-In General

86

(189) Shareholder's Voting Rights

(190) Formalities of Shareholder Action

(191) Shareholder's Meetings

(192) Shareholder Election and Removal of Directors and Officers

(193) Shareholder Adoption, Amendment, and Repeal of Bylaws

(194) Shareholder Resolutions

(195) Shareholder Approval of Extraordinary Corpora, Matters

(196) Proxies

(197) Voting Trusts

(198) "Shareholder Agreements"

(199) Shareholder Inspection Rights

(200) Shareholder Rights of Action

(201) Miscellaneous Shareholder Rights

(202) Shareholder Liabilities

(e) DIRECTOR(S)

(203) Director(s) -In General

(204) Number and Qualifications

(205) Election, Tenure, and Removal

(206) De Facto Directors

(207) Director's Management Functions-In General

(208) Formalities of Board of Directors Action

(209) Meetings of Board of Directors

(210) Board of Directors Selection, Supervision, and Removal of Officers

(211) Management Compensation; Declaration of Dividends

87

(212) Delegation of Authority by Board of Directors

(213) Director Agreements

(214) Board of Directors Adoption, Amendment, and Repeal of Bylaws

(215) Board of Directors Initiation of Extraordinary Corporate Matters

(216) Director's Inspection Rights

(217) Director's Derivative Actions

(218) Director's Liabilities

(f) OFFICERS

(219) Officers-In General

(220) Qualifications

(221) Appointment or Election, Tenure, and Removal

(222) De Facto Officers

(223) Officer's Management Functions-In General

(224) Officer's Actual Authority-Express

(225) Implied

(226) Officer's Apparent Authority/Estoppel

(227) Ratification of Act Beyond Officer's Power

(228) Effect of Corporate Seal

(229) Officer's Derivative Actions

(230) Officer's Liabilities

(g) DUTIES OF MANAGEMENT

(231) Duties of Management-In General

(232) Statutory Provisions

(233) Duties to Act Intra Vires and Within Authority

88

(234) Duties of Due Care

(235) Fiduciary Duties-In General

(236) Competing with Corporation

(237) Usurpation of Corporate Opportunity

(238) Conflicting Interest

(239) Insider Trading

(240) Oppression of Minority Shareholders

(241) Purchase or Sale of Control

(242) "Business Judgment" Rule

(h) MANAGEMENT COMPENSATION

(243) Management Compensation-In General

(244) Compensation of Directors

(245) Compensation of Officers

(246) Profit-Sharing Plans

(247) Share Bonuses

(248) Share Options

(249) Share Purchase Plans

(250) Deferred Compensation Plans

(251) Pension Plans

(252) Annuity Plans

(253) Tax Reimbursement Plans

(254) Other Fringe Benefits

(255) Liability of Directors and Officers

(256) Miscellaneous Requirements

89

x. Special Problems of Close Corporations

(a) INTRODUCTION

(257) "Close Corporation"

(258) "One-Man Corporation"; "Incorporated Partnership"

(259) Statutory Differentiation

(b) INCORPORATION

(260) Incorporation of Close Corporation

(c) FINANCIAL STRUCTURE

(261) Financial Structure of Close Corporation-Nontax Aspects

(262) Tax Aspects

(d) MANAGEMENT STRUCTURE

(263) Management Structure of Close Corporation In General

(264) Shareholders-Initial and Subsequent

(265) Shareholder's Voting Rights

(266) Shareholder Quorum/Voting Requirements

(267) "Shareholder Agreements" Governing Shareholder Functions

(268) Fiduciary Relationship among Shareholders of Close Corporation

(269) Provision against Shareholder Deadlock

(270) Voting Trust and Irrevocable Proxy in Close Corporation

(271) Directors-In General

(272) Number, Election and Removal

(273) Formalities of Director Action

(274) Director Quorum/Voting Requirements

(275) "Director Agreements"

90

(276) Fiduciary Duties of Directors

(277) Provision against Director Deadlock

(278) Officers

(279) Maintenance of Management Structure

(280) Dissolution of Deadlocked Corporation

(e) SHARE TRANSFER RESTRICTIONS

(281) Share Transfer Restrictions-Rules as to Validity

(282) Drafting Problems

(f) DRAFTING TECHNIQUES

(283) Drafting Techniques-In General

(284) Preincorporation Agreement

(285) Articles of Incorporation

(286) Bylaws

(287) "Shareholder Agreements"

(288) Voting Trust and Irrevocable Proxy

(289) Employment Contracts

(290) Share Certificate Legends

xi. Special Problems of Larger Corporations

(a) INTRODUCTION

(291) Special Problems of Larger Corporations In General

(b) SECURITIES REGULATION

(292) Public Issue of Securities

(293) Public Trading of Securities

(294) Federal Securities Legislation-In General

91

(295) Securities Act, 1933

(296) Securities Exchange Act, 1934-In General

(297) Proxy Regulation

(298) Insider Trading

(299) Public Utility Holding Company Act, 1935

(300) Trust Indenture Act, 1939

(301) Investment Company Act, 1940

(302) Investment Advisers Act, 1940

(303) Federal Bankruptcy Act, 1938-Section X.

(304) Miscellaneous Federal Securities Legislation

(305) State "Blue Sky" Laws-In General

(306) Types of "Blue Sky" Laws

(307) Uniform Securities Act

(308) State Laws-Miscellaneous Securities Regulation

(c) ANTITRUST AND TRADE REGULATION

(309) Federal Antitrust and Trade Regulation In General

(310) Sherman Antitrust Act, 1890

(311) Federal Trade Commission Act, 1914

(312) Clayton Act, 1914

(313) Robinson-Patman Act, 1935

(314) Miscellaneous Federal Antitrust and Trade Regulation

(315) State Antitrust and Trade Regulation

(d) "SELF-REGULATION" BY SECURITIES INDUSTRY

92

(316) National Securities Exchanges

(317) National Association of Securities Dealers, Inc.

xii. Dividends and Other Distributions

(a) INTRODUCTION

(318) Dividends-In General

(319) Accounting Principles

(b) FUNDS LEGALLY AVAILABLE FOR DIVIDENDS

(320) Statutory Limitations on Sources of Dividends

(321) Applicable Statutory Limitations Other than of Jurisdiction of Incorporation

(322) Nonstatutory Limitations

(323) Liability for Unlawful Dividends

(c) DIVIDEND PREFERENCES AND OTHER RIGHTS

(324) Basic Dividend Rule

(325) Cumulative; Noncumulative; Cumulative-to-the Extent-Earned

(326) Participating; Nonparticipating

(d) SHAREHOLDER’S "RIGHTS" TO DIVIDENDS

(327) Discretion of Board of Directors

(328) Actions to Compel Distribution of Dividends

(e) SHARE DISTRIBUTIONS

(329) Share Dividends

(330) Share Splits

(f) MISCELLANEOUS DIVIDEND AND RELATED PROBLEMS

93

(331) Declaration of Dividends

(332) Persons Entitled to Dividends

(333) Allocation of Dividends and Share Distribution

(334) Unclaimed Dividends

(g) REDEMPTION OR PURCHASE BY CORPORATION OF OWN SHARES

(335) Redemption or Purchase-In General

(336) Funds Legally Available for Redemption or Purchase

(337) Status of Reacquired Shares

(338) Miscellaneous Redemption and Purchase Problems

(h) DIVIDEND AND REDEMPTION TAX ASPECTS

(339) Dividend and Redemption Tax Aspects

xiii. Extraordinary Corporate Matters

(a) INTRODUCTION

(340) Extraordinary Corporate Matters-In General

(b) EXTRAORDINARY CORPORATE MATTERS

(341) Sale, Lease, Exchange, or Other Disposition of Corporate Assets

(342) Mortgaging of Corporate Property

(343) Making of Guaranty

(c) MISCELLANEOUS EXTRAORDINARY MATTERS

(344) Miscellaneous Extraordinary Matters

(345) Amendment of Articles (or Certificate) of Incorporation

(346) Merger and Consolidation

94

(347) Extension and Revival of Corporate Existence

(348) Dissolution

(349) Dissenting Shareholder's Appraisal Remedy

(350) Federal Corporate Reorganizations

(351) Federal Tax "Reorganizations"

xiv. Corporate Litigation (Including Derivative Actions)

(a) GENERAL PROCEDURAL PROBLEMS

(352) Capacity to Sue and to be Sued

(353) Jurisdiction over Subject Matter

(354) Jurisdiction over Parties

(355) Venue

(356) Forum Non Conveniens

(357) Statutes of Limitations; Laches

(b) INTRODUCTION TO DERIVATIVE ACTIONS

(358) Origin and Development of Derivative Actions

(359) Statutes and Rules Concerning Derivative Actions

(360) Derivative Actions Distinguished from Other Actions

(c) QUALIFICATIONS OF SHAREHOLDERS TO COMMENCE AND MAINTAIN DERIVATIVE ACTION

(361) Share Ownership at Commencement and During Maintenance of Action

(362) Share Ownership at Time of Alleged Wrong ("Contemporaneous-Share-

Ownership" Requirement

(363) Other Disqualifications to Commence and Maintain Action

95

(d) CONDITIONS PRECEDENT TO DERIVATIVE ACTION

(364) Exhaustion of Intracorporate Remedies

(365) Demand on Board of Directors

(366) Demand on Shareholders

(367) Pleading-of-Demand Requirements

(e) PROCEDURAL PROBLEMS IN DERIVATIVE ACTION

(368) Claims, Joinder, and Counterclaims

(369) Joinder of Parties

(370) Counsel

(371) Defenses

(f) SECURITY FOR EXPENSES IN DERIVATIVE ACTION

(372) Security for Expenses in Derivative Action

(g) RECOVERY, SETTLEMENT, AND OTHER RELIEF IN DERIVATIVE ACTION

(373) Recovery in Derivative Action

(374) Settlement of Derivative Action

(375) Other Relief in Derivative Action

(376) Res Judicata Effect of Derivative Action

(h) INCIDENCE OF EXPENSES OF CORPORATE LITIGATION

(377) Litigation Expenses of Plaintiff-Shareholder

(378) Litigation Expenses of Defendant Corporation

(379) Litigation Expenses of Directors, Officer, and Other Corporate Personnel-At Common Law

(380) Under Statutes

96

xv. Corporate Liquidation, Arrangement, and Reorganization

(a) NON-BANKRUPTCY LIQUIDATION

(381) Non-Bankruptcy Liquidation-In General

(382) Liquidation Preferences

(b) BANKRUPTCY LIQUIDATION

(383) Bankruptcy Liquidation

(c) ARRANGEMENT

(384) Arrangement-In General

(385) Availability to corporations of Section XI

(d) REORGANIZATION

(386) Background of Section X

(387) Availability to Corporations of Section X

(388) Procedure of Reorganization Proceedings

(389) Nonapplication to Federal Reorganization of Various Provisions

xvi. Exhibits

(a) Conversion Table-Model Business Corporation Act

(b) Conversion Table-Professionals on Corporations

(c) Table of Cases Cited

b. Seminars (2nd Subject); Areas Related to Health and Safety (Health and Life Insurance) Operational Formats 3A - 4B

PROPRIETORSHIPS

i. PART I: FUNDAMENTAL FACTS ABOUT PROPRIETORSHIPS

97

(a) General Information About Sole Proprietorships Sole proprietorship defined.

How Sole Proprietorships are Formed Property Rights in a Sole Proprietorship

Liabilities in a Sole Proprietorship Advantages of Proprietorship as a Mode of Conducting Business Disadvantages Inherent in a Sole Proprietorship

(b) Termination of a Sole Proprietorship Causes of Termination

Voluntary termination or Death of proprietor. Economic Effects of Termination of Proprietorship Business Effect on the general economy. Careers of employees interrupted. Stoppage of

income to the family from the business. Possible delay in administration of the

estate. Shrinkage of assets upon liquidation.

ii. PART II: PLANS USED IN ATTEMPTS TO AVOID LIQUIDATION AT THE DEATH OF THE PROPRIETOR

(c) Continuation of the Business without Authority Continuation by the Personal Representative Continuation by an Heir

Personal Representative Individually Liable without Right of Reimbursement (Where Unauthorized)

Trade Creditor May Also Lose Estate May Profit, but not Personal Representative

Summary

(d) Continuation of a Proprietorship Business on Consent of Heirs Minor Heirs Cannot Consent Personal Representative not Liable to Consenting Heirs for Losses Personal Representative Nevertheless Liable to Creditors Summary

(e) Continuation of a Proprietorship Business on Consent of all Parties Interested in the Estate

Personal Representative not Liable to Consenting Heirs for Losses Creditors of Continued Business Preferred over Consenting Estate Creditors as to Assets Embarked in Trade Creditors of Continued Business sometimes reach Assets not Embarked in the

Business Summary

(f) Continuation of Proprietorship Business by Court Order Narrow Scope of Court Orders at Common Law

98

Courts Orders Under Statutory Authority Statutes allowing continuance for sale as a going concern. Broad statutory authority. Statutes permitting incorporation of decedent's business. Summary

(g) Continuation Plans made by the Proprietor Acting Alone Proprietor's Oral Directions for Continuance Provision in Proprietor's Will for Continuance Business General Principles.

Possible Purposes of Will Provisions Continuance of Business until Stock Sold Out Continuance of Business for Sale as a Going Concern during Administration Continuance of Business until Sold as a Going Concern Continuance of Business until Relative Takes Over The depression hazard. The hazard of business changes. The hazard of

widow's property rights. The insurance trust arrangement. Ability of personal representative of prime importance. Corporate trust preferred.

Continuance of Business for Income to Family Undesirability of naming proprietor's widow personal representative.

Provision in will for incorporation of business. Specific Bequest of Proprietorship Summary of Will Plans

iii. PART III: THE PROPRIETORSHIP INSURED PURCHASE AND SALE AGREEMENT

(h) Agreements between Proprietor and Others for Continuation of Business Two Types of Agreements Available Why a Purchase and Sale Agreement is Desirable The Parties to the Purchase and Sale Agreement

Financing the Purchase and Sale Agreement Non-insurance financing methods impractical. The life insurance method of financing the purchase. Validity of the Purchase and Sale Agreement Courts will compel specific performance of the agreement.

(i) Specific Benefits of the Insured Purchase and Sale Agreement Benefits to the Purchasing Employee Business future assured Benefits to the Deceased Proprietor's Estate and Heirs Estate receives payment in full, in cash, at once. Proprietor's estate can be settled promptly and efficiently. Proprietor's widow relieved of business worries. Benefits during the Lifetime of the Proprietor The business is profitably stabilized. Attractive savings medium provided purchasing employee.

Proprietor's burden of responsibilities lightened.

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(j) Contents of the Purchase and Sale Agreement with Life Insurance Introductory Agreement must be drawn by a competent attorney. The Broad Pattern of the Agreement The parties to the agreement. The purpose of agreement. Description of the assets and liabilities of the proprietorship. The commitment to sell and buy. The price to be paid, and validation formula. Discussion of purchase of assets "gross." Financing the purchase with life insurance. Provision for adding,

substituting, or withdrawing policies. Adjustment when amount of insurance proceeds differs from purchase price. The payment of the insurance premiums.

Control of the insurance policies. The insurance beneficiary arrangements. The trust plan. The insurance beneficiary arrangements without a trustee.

Disposition of insurance if proprietor outlives purchase. Key man insurance also suggested. Provisions relating to the proprietor's business debts. Alternative of selling assets "gross" recommended. Provisions relating to purchase employee's continued employment. Possible provisions for uninterrupted continuance upon the proprietor's death. Provisions for amending, revoking, or terminating the agreement. Provision binding heirs

(k) Tax Problems Involved in the Proprietorship Insured Purchase and Sale Agreement The Federal Income Tax The life insurance premiums not deductible expense. The life insurance proceeds not taxable income. The sale of the proprietorship by the estate. The cost basis of proprietorship assets acquired by the purchasing employee.

The Federal Estate Tax Method of applying the tax. The insured purchase plan should establish value of business for Federal Estate Tax.


PARTNERSHIPS

i. PART 1: FUNDAMENTAL FACTS ABOUT PARTNERSHIPS

(a) General Information About Partnerships What a Partnership is Partnership defined.

How Partnerships are Formed The Two Fundamental Types of Partnerships The general partnership. The limited partnership.

(b) Property Rights in a Partnership Assets of the Partnership The Partnership Interest of Each Partner The Right to Participate in the Management Each Partner a Principal and a General Agent

Property Rights in Partnership Unique Corporation and Partnership Property Compared

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(c) Liabilities in a Partnership

(d) Dissolution of a Partnership Dissolution, Winding Up, and Termination Distinguished Why a Dissolution Takes Place General Effect of Dissolution

(e) Winding Up and Termination of Partnership on Death of a Partner Surviving Partner as Liquidating Trustee Burden of proof on surviving partner. Economic Effects of Winding Up the Partnership Shrinkage of partnership assets on liquidate Income to the family from the

stops. Administration of personal estate may be delayed. Surviving partner's business career jeopardized.

ii. PART II: PLANS ATTEMPTED TO AVOID LIQUIDATION ON THE DEATH OF A PARTNER

(f) Alternatives to Liquidation Improvised after Partner's Death Mere Continuance of the Business New Partnership with Heirs Legal obstacles. Economic obstacles.

Purchase of Surviving Partner's Interest by Heirs The unsolvable dilemma.

Purchase of Deseased's Interest by Surviving Partner The financial barrier. The legal barriers.

(g) Alternatives to Liquidation Set Up Prior to a Partner's Death A Plan Set Up Before a Death Occurs is Necessary Plans Made by One Partner Acting Alone Provision in will for continuance of the business. Directive in will to form new

partners with heirs. Provision in will for sale to survivor. Plans Made by the Partners Acting Together A successful plan requires joint action by a partners. Agreement for continuance of the business. Agreement for New Partnership between Survivor and Heirs Agreement giving survivor option to buy deseased's interest. Agreement for Survivor to Purchase Deseased Partner's Interest

Purchase and Sale Agreements between Partners Generally Upheld Survivorship Type of Agreement May Be Invalid in a Few States Additional Citations Financing the Purchase and Sale Agreement

iii. PART III: THE PARTNERSHIP PURCHASE AND SALE AGREEMENT FINANCED WITH LIFE INSURANCE

(h) The Insured Purchase and Sale Agreement-General Considerations

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Life Insurance Assures Carrying Out of Purchase Plan Methods of financing the purchase other than with life insurance. The life insurance method of financing the purchase agreement. Validity of the Purchase and Sale Agreement Financed with Life Insurance Courts Require Partnership Purchase Agreements to Be Specifically Performed

(i) Specific Benefits of the Purchase and Sale Agreement with Life Insurance Benefits to the Surviving Partners Survivor's business future assured. Survivors avoid liquidating losses. Survivors avoid becoming liquidating trustees. Courts will enforce carrying out of purchase contract, if necessary Benefits to the Deceased Partner's Estate and Heirs Estate receives payment in full, in cash, at once. Deceased's estate can be settled promptly and efficiently. The widow is relieved of business worries. Benefits During the Lifetime of the Partners The partnership business is profitably stabilized. An attractive savings medium is provided. The future of the partners is made predictable.

(j) Contents of the Purchase and Sale Agreement with Life Insurance Introductory. Agreement must be drawn by a competent attorney.

The Broad Pattern of the Agreement Contents of the Agreement Introductory. The parties to the agreement. The purpose of the agreement. The "first offer" commitment. The commitment to sell and to buy. The price to be paid, and valuation formula, if used. The financing of the purchase with life insurance. Schedule of the life insurance policies. Provisions for adding, substituting, or withdrawing policies. Adjustment to be made when the amount of insurance proceeds differs from the purchase price. The payment of premiums. Ownership of the insurance policies and restrictions on use for other purposes. The insurance beneficiary arrangements. Disposition of insurance on the life of surviving partners. Provision that the deceased's estate be held harmless from claims of creditors of business. Provisions for amending, revoking, or terminating the agreement.

(k) Who Should Pay the Life Insurance Premiums Premiums paid by partner other than the insured. Pooling of premiums. Premiums paid by respective insureds. Premiums paid by the partnership itself.

(l) The Life Insurance Beneficiary Arrangements Designation of the surviving partners as beneficiaries. Designation of the deceased partner’s estate as beneficiary. Designation of personal beneficiaries of the insured partners. Designation of the partnership itself as beneficiary.

(m) Unusual continuation Problems Discussed Partners with Greatly Disproportionate Interests The Uninsurable Partner The Problem of Large Partnership Liabilities Professional and Personal Service Partnerships

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(n) Tax Problems Involved in the Insured Purchase and Sale Plan The Federal Income Tax The partnership return and scheme of taxing partners. The life insurance premiums not deductible. The life insurance proceeds generally not taxable income. The sale of the partnership interest by the estate. The cost basis of partnership assets acquired from deceased partner. The Federal Estate Tax No double taxation. The insured purchase plan establishes federal estate tax value.


CORPORATIONS

i. PART I: FUNDAMENTAL FACTS ABOUT CORPORATIONS

(a) General Information about Corporations What a Corporation Is Corporation defined. How Corporations Are Formed Types of Corporations Close corporations.

(b) Property Rights in a Corporation The Assets of the Corporation The Interest of Each Stockholder The right to dividends. The right to inspect the corporate books and records. The right to attend stockholder's meetings and vote. The right to transfer stock.

(c) The Powers of a Corporation In General

Power of a Corporation to Acquire It's Own Stock

(d) The Management of a Corporation The Stockholders The Board of Directors Officers and Agents of the Corporation

(e) The Liabilities in a Corporation Liability of the Corporation Liability of Officers, Agents, and Employees Liability of the Directors Liability of the Stockholders

(f) Characteristics of a Corporation Summarized In General Peculiar Characteristics of the Close Corporation

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(g) The Effect of Death of a Close Corporation Stockholder Death of a Sole Stockholder Status of the stock in hands of the executor or administrator. Death of a Majority Stockholder The position of the surviving minority stockholders. The position of the estate and heirs of the majority stockholder. Death of a Minority stockholder The position of the surviving majority stockholders. The position of the estate and heir of the minority stockholder. Death of an Equal Stockholder ii. PART II: PLANS USED IN ATTEMPTS TO AVOID DELETERIOUS EFFECTS OF DEATH OF A CLOSE CORPORATION STOCKHOLDER

(h) Plans Improvised after a Stockholder's Death Death of a Sole Stockholder Death of a Majority Stockholder Death of a Minority Stockholder Death of an Equal Stockholder Summary

(i) Plans Set Up by Stockholders Prior to a Death "First Offer" Arrangements Option Arrangements

Purchase and Sale Arrangements

iii. PART III: THE STOCK PURCHASE AND SALE AGREEMENT FINANCED WITH LIFE INSURANCE

(j) The Insured Purchase and Sale Agreement-General Considerations Life Insurance Assures Carrying Out of Purchase Plan Methods of financing other than with life insurance. The life insurance method of financing the purchase agreement. Legality of the Insured Purchase and Sale Agreement Courts Will Specifically Enforce Close Corporation Purchase and Sale Agreements Summary

(k) Contents of the Insured Stock Purchase and Sale Agreement Introductory. Agreement must be drawn by a competent attorney.

The Broad Pattern of the Agreement Contents of the Agreement

Introductory. The parties to the agreement. The purpose of the agreement. The "first offer" commitment. The commitment to sell and to buy. The provision for stamping stock certificates. The price to be paid, and valuation formula, if used. The financing of the purchase with life insurance. Provisions for adding, substituting, or withdrawing policies. Adjustment when amount of insurance proceeds differs from purchase price. Securing any unpaid balance. The payment of premiums. Ownership of the insurance policies and restrictions on use for other purposes.

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(l) Insurance Beneficiary Arrangements The corporation as beneficiary. A trustee as beneficiary. The surviving stockholders as beneficiaries. The insured's estate as beneficiary. Designation of personal beneficiaries of the stockholders. Disposition of policies on the lives of survivors. Provisions for amending, revoking, or terminating the agreement.

(m) The Corporation as Purchaser When stock retirement plan is considered useful. General characteristics of the usual corporation plan. Characteristics of other stock retirement plans. Legality, Validity, and Enforceability of Corporation Purchase Plans Legality, Validity of executory contract by corporation to purchase it's own stock. Enforceability. Insurance Arrangements Special financial adjustment required at death or retirement of a stockholder. Special Tax Considerations Involved Establishing value of stock for federal estate tax. Effect of corporation stock purchase on value of survivor's shares. Combination Purchase Plans

(n) Unusual Stockholder Situations Discussed Stockholders with Greatly Disproportionate Stockholdings

The Uninsurable Stockholder Stockholders with Sons or Daughters Interested in the Business

(o) Tax Problems Involved in the Insured Stock Purchase Plan The Federal Income Tax The life insurance premiums not deductible expense. The life insurance death proceeds generally not taxable income. The sale of the deceased’s stock by his estate. The cost basis of stock acquired from deceased stockholder. Special income tax considerations involved in the corporation purchase plan. The Federal Estate Tax No double taxation. Estate tax cannot be bypassed. The insured purchase plan establishes share value for federal estate tax.

(p) Specific Benefits of the Insured Stock Purchase and Sale Plan Benefits to the Surviving Stockholders Survivors protected from control or interference by outsiders. Survivors guaranteed the opportunity and ability to purchase deceased's stock. Survivors acquire full stock ownership by most convenient and economical plan. Benefits to the Deceased Stockholder's Estate and Heirs The deceased's estate receives payment in full, in cash, at once. Speculative business interest converted into cash certainty for deceased's family. Deceased's family protected against "freezing-out" process. Deceased's estate can be administered promptly and economically. Benefits during the Lifetime of the Stockholder The corporation's business profitably stabilized. An attractive savings

medium is provided. The future of the stockholders is made predictable.

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SUBORDINATES

i. PART I: INTRODUCTION TO GENERAL PRINCIPLES

1. Nature of Insurance

2. Essential Conditions

3. Insurance Companies Generally

4. Statutory Definition of Insurance

5. Purposes of Insurance Companies

6. Sale of Insurance Contracts; Warranties and Services

7. Television Service Contracts

8. Insurance Corporations Classified

9. Assessments by Mutual Insurers

10. Origin of Insurance and Insurance Law

11. Lloyd's Usages and Lloyds Generally

12. Standard Policies Generally

13. Fire Insurance Generally

14. Life Insurance Generally

15. Group Life Insurance Generally

16. Accident and Health Insurance Generally

17. Liability Insurance Generally

18. Marine Insurance Generally

19. Inland Marine Insurance Generally

20. Blanket, Floating, and Running Policies

21. Open and Valued Policies Generally

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22. Classification of Risks

23. Mortality Tables

24. Premiums and Reserves Generally

25. Nature of Medical Indemnity

26. Miscellaneous Forms of Insurance

27. Annuity Contracts and Endowment Provisions

28. Burglary, Robbery and Theft

29. Credit Insurance

30. Crop Insurance

31. Federal Government Insurance

32. Title Insurance

33. Workmen's Compensation Insurance

34. Hail Insurance

35. Nature of Sureyship

36. Reinsurance Generally

37. Reciprocal or Inter-Insurance Generally

38. Conflict of Laws in Insurance Matters

ii. PART II: STATE AND FEDERAL REGULATION OF THE INSURANCE BUSINESS

39. Why Regulation?

40. History of Regulation Generally

41. The Nature of State Departments of Insurance

42. Functions of State Departments of Insurance

43. State Taxation of Insurers Generally

44. Licensing of Agents and Brokers

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45. Anti-Compact Laws of the Several States

46. Retaliatory State Regulatory Statutes

47. "Insurance Is Not Commerce"

48. The South-Eastern Underwriters Association Debacle

49. Aftermath of South-Eastern Underwriters Association Case; McCarran- Ferguson Act or Public Law 15

50. Aftermath of South-Eastern Underwriters Association Case; Decisions of the Courts

51. Aftermath of South-Eastern Underwriters Association Case; Unfair Trade Practices

52. Aftermath of South-Eastern Underwriters Association Case; Rates and Rating Organizations

53. Aftermath of South-Eastern Underwriters Association Case; Laws Regulating Commission and Brokerage

54. Aftermath of South-Eastern Underwriters Association Case; Laws Regulating Monopolistic Acquisitions and Interlocking Directorates

55. Aftermath of South-Eastern Underwriters Association Case; Unauthorized Insurers Service of Process Laws

56. Aftermath of South-Eastern Underwriters Association Case; Accident and Health Regulatory Laws

57. Aftermath of South-Eastern Underwriters Association Case; Discrimination and Rebate Generally

58. Aftermath of South-Eastern Underwriters Association Case; Other State Regulatory Laws

59. Aftermath of South-Eastern Underwriters Association Case; Proposal for Interstate Compacts

60. State Regulation Versus Federal Regulation Since 1944

61. Jurisdiction of the Federal Trade Commission over the Insurance Industry

62. Exclusive and Concurrent Powers of the Federal Trade Commission over Insurance

63. Federal Trade Commission Trade Practice Conferences and Rules

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iii. PART III: THE REQUIREMENT OF INSURABLE INTEREST IN PROPERTY INSURANCE

64. Why Insurable Interest? Indemnity

65. Why Insurable Interest? Prevention of Wagering

66. Why Insurable Interest? Deterrent of the Moral Hazard

67. Nature of Insurable Interest in Property

68. Time When Insurable Interest Must Exist

69. Bases for Insurable Interest in Property

70. Property Interest as Basis for Insurable Interest

71. Possession or Right of Possession as Basis for Insurable Interest

72. Equitable Title as Basis for Insurable Interest

73. Insurable Interest of Lienor

74. Insurable Interest of Custodians of Property

75. Insurable Interest of Representatives

76. Insurable Interest of Vendor and Purchaser

77. Insurable Interest of Optionee of Contract of Sale

78. Insurable Interest of Landlord and Tenant

79. Insurable Interest of Mortgagor and Mortgagee

80. Contract Rights as Basis for Insurable Interest

81. Insurable Interest of Creditors in Debtor's Property

82. Insurable Interest of Stockholder in Corporation’s Property

83. Insurable Interest of Partners and the Partnership

84. Legal Liability Interest as Basis for Insurable Interest

85. Insurable Interest of Contractor in Subject Matter of Contract

86. Insurable Interest of Bona Fide Purchaser of Stolen Property

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87. Factual Expectation as Basis for Insurable Interest

88. Insurable Interest in Marine Insurance

iv. PART IV: THE REQUIREMENT OF INSURABLE INTEREST IN LIFE INSURANCE

89. Nature of Insurable Interest in Life Insurance

90. Time When Insurable Interest Must Exist

91. Issuance of Policy on One's Own Life

92. Issuance of Policy on Life of Another

93. Ties of Blood, Affection, or Marriage as Basis of Insurable Interest

94. Insurable Interest of Husband and Wife

95. Insurable Interest of Parent and Child

96. Insurable Interest of Brothers or Sisters

97. Insurable Interest of Other Relationships Generally

98. Insurable Interest of Creditor in Life of Debtor

99. Insurable Interest of Partners and the Partnership

100. Insurable Interest of Corporation in it's Executives

101. Insurable Interest in Other Business and Contract Relations

102. Assignment and Insurable Interest of Life Insurance Policies

v. PART V: THE NATURE OF THE INTEREST OF BENEFICIARIES IN LIFE INSURANCE

103. Life Insurance Generally

104. Voidance of Insurance Procured Without Consent of Insured

105. Designation of Beneficiary Generally

106. Insurance Payable to Heirs or Legal Representatives

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107. Insurance Payable to Husband or Wife

108. Effect of Divorce of Insured and Beneficiary

109. Insurance Payable to Children

110. Insurance Payable to Family, Dependents, or Survivors

111. Rights of Beneficiaries Under Fraternal or Mutual Benefit Certificates

112. Facility-of-Payment Clause in Industrial Life Policies

113. Testamentary Disposition of the Proceeds of the Policy

114. Agreement to Leave Proceeds with Insurer for Beneficiary

115. Promise by Beneficiary to Pay Proceeds Over to Third Person

116. The Doctrine of Vested Rights of Beneficiaries

117. Death of Beneficiary Before Policy Matures

118. Death in Common Disaster

119. Payment of Proceeds in Installments to Wife and Children

120. Reservation of the Right to Change the Beneficiary

121. Mode of Changing the Beneficiary Generally

122. Compliance with Policy Provisions for Change of Beneficiary Waived by Insurer

123. Refusal of Beneficiary to Surrender Policy for Change of Beneficiary

124. Death of Insured Prior to Insurer's Performance under Policy Provisions for Change of beneficiary

125. Assignment of Policy Versus Change of Beneficiary

126. Change of Beneficiary by Will

127. Capacity of Insured Minor to Effect a Change of Beneficiary

128. "Soldier's Choice" in Government Life Insurance

129. Murder of Insured by the Beneficiary

130. Loan Privilege of Insured under Policy as Affecting Recovery of

Beneficiary

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131. Rights of Creditor-Beneficiaries Generally

132. Right of Creditor-Beneficiary to Proceeds of Policy

133. Right of Creditor-Beneficiary to Cash Surrender Value of Policy

134. Rights of Creditors to Premiums, Proceeds, or Cash Surrender Value of Policies Where Insured Is Insolvent

135. Rights of Beneficiary Where Premiums Are Paid Wholly or Partly with Misappropriated Funds

136. Statutes Exempting Proceeds from Claims of Creditors

137. Creditors of the Beneficiary Generally

138. Power of Insured to Surrender Policy without Consent of Beneficiary

139. Suit by the Beneficiary

140. Assignment of a Life Insurance Policy Generally

141. Nature of the Interest of the Assignee-Beneficiary

142. Inclusion of Insurance Proceeds in Decedent Insured's Taxable Estate under Federal Estate Tax Law

143. Inclusion of Insurance Proceeds in Decedent Insured's Taxable Estate under State Succession or Inheritance and Estate Tax Laws

144. Liability of Insurer for Payment of Estate or Succession Taxes

145. Estate and Succession Tax Consequences of Settlement Options

146. Federal Gift Tax Liability of the Insured

147. Taxable Income to the Beneficiary Generally

148. Exemption of Insurance Proceeds from Federal Income Tax Liability

e. Seminars (5th Subject); Areas Involving Procedural and Organizational Manuals (Employer and Employee Contracting)

PROCEDURES MANUAL

Much more formidable than either of the two foregoing types are manuals of procedure. These manuals deal with activities or functions on the departmental level. Each manual is devoted to procedural matters in a particular department, or for a particular function, depending on the nature of company organization. For a given department or function, a

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manual states organizational setup, duties assigned, procedures and methods, and, inevitably, explanations and illustrations of forms, records, reports, mechanical aids, files,

and similar items.

In a manufacturing company, there are probably two separate staffs in charge of procedures writing. One is manned by methods engineers, set up as a separate section under the chief of production control. All matters dealing with production procedures are studied and written up by methods engineers. In smaller companies, one person may be designated to devote part or full time to procedures writing. The other procedures writing staff is placed under the controller. Methods men writing procedures, in the latter case, devote their attention to office and accounting matters. The accounting procedures manual is the central task of this staff, but their responsibility usually extends to other matters such as office routines and forms. This appendix deals principally with the accounting and database procedures manuals.

ORGANIZATIONAL MANUALS

Internal procedures work best if they are committed to writing in the form of manuals of procedure. Manuals save supervisory time, because an employee can first refer to a manual before asking his supervisor about a new or moot point. Manuals keep down human error. One need not trust his memory for an instruction if there is a manual to consult. Manuals "break in" new employees faster by reason of a well-ordered and full exposition of existing procedures. They help "break down" old employee's resistance to procedural changes, for they can more readily see the fairness and necessity of a change if it is put down in writing.

Manuals furnish written standards against which actual procedures can be checked. Thus, internal auditors always refer to accounting manuals when checking compliance

with official procedures. Manuals serve to keep procedures open to improvement, because written procedures are easier to review for consistency, flexibility, and economy than unwritten ones. Periodic reviews of procedures prevent continuation of those that are no longer necessary. Unless controlled in this manner, a procedure created to meet a temporary situation can conceivably be allowed to continue long after it's usefulness is ended.

Organization

The need for and use of written manuals permeate all segments of an organization. Usually, the task of preparing manuals and keeping them up to date is reasonably centralized in the hands of specialized staff, as follows.

Employee Handbook. Books that help employees know their company better are prepared and maintained by one or more specialists in this work in the personnel department. Employee handbooks state rules of employment, give expressions of company policy, and state the policies on many specific aids, such as housing, medical care and other benefits.

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Organization Manual. The organization manual is usually written by a specialist attached to the president's office. In a typical manual, major functions are first outlined and charted. After this, there is a systematic breakdown of both outlines and charts into

progressively smaller segments of the organization. The manual sets forth the official "plan of the organization" for each segment of operations, and working down to

divisions, and down further to departments. In stating a given plan of the organization, the basic pattern is to show lines of authority and responsibility--the chain of command--

and then to set down specific functions and the activities assigned.

The following shows a typical wording of job description of a controller. The specifications of the position of controller are stated clearly and forcefully, and no doubt is left as to his or her legitimate objectives, duties, authority, and relationship to others in the chain of command.

MANAGEMENT REGULATION

CONTROLLER

Organization:

To assure that the corporate and administrative functions of the controller's department may be efficiently conducted and it's service to the board of directors, the executive committee, the officers, and the company may be effectively performed, the functions and organization included in this regulation have been officially adopted for administration under the supervision of the controller.

Basic Functions:

The controller, as the principal accounting officer of the company, shall be responsible for the accounting, auditing, tax, interpretive, and budgetary functions as provided in the by-laws and for such other duties and responsibilities as may be assigned to the controller by the board of directors, the executive committee, or the president.

Responsibilities:

1. To have general charge and responsibility for the corporate, general, and cost accounting books and records of the company, and such other documents and papers properly belonging to the custody of the controller or necessary to reflect properly the business and corporate transactions upon the books of the company.

2. To supervise the corporate, general, and cost accounting activities; the design and installation of accounting books, records, forms, and methods; and the coordination of the clerical and office systems and facilities throughout the company.

3. To supervise the establishment and maintenance of internal auditing controls, the auditing of receipts and disbursements, and the general internal auditing functions of the company.

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4. To supervise the assembly of information and the preparation of returns, and claims for refunds, for income, excise, and payroll taxes.

5. To supervise the preparation and analysis of financial statements, facts, figures, and statistics, and to participate in the discussion and interpretation thereof in order to assist the other officers of the company and the board of directors and it's committees in the formulation of plans and policies, the measurements of results, or for other purposes of internal or external use in the implementation of policies and plans.

6. To maintain the necessary and proper relationships with the company's independent public accountants, governmental tax agents and auditors, and with such other governmental agencies and regulatory bodies as may be required in the discharge of the controller's accounting, auditing, tax, and interpretive functions.

7. To supervise the establishment, maintenance, consolidation, and coordination of the company's system of budgetary control.

8. To perform generally all of the official duties incident to the office of controller, all of the administrative responsibilities assigned to the controller, and such other duties as may be added from time to time to this management regulation by the board of directors, the executive committee, or the president.

Basic Relationship:

The controller shall be responsible to the board of systems directors, through the president, for the performance of the duties and responsibilities outlined in this regulation. All major accounting, auditing, tax, and budgetary policies, and changes in the direct or functional control of these activities in the departments, divisions, or branches of the company as a whole.

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C. Phase Three.


THE DIAGNOSTIC SESSIONS

Section 1. Self-Image.

A. Developing Self-confidence.

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Test 1. Your personal accomplishments (Exercise)

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B. Motivation.

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C. Setting Goals.

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D. Identifying Your Goals.

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Test 1. Identifying your goals. (Exercise)

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a. Personal Goals.

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b. Educational Goals. _________________________________________________________________ _________________________________________________________________ _________________________________________________________________ _________________________________________________________________ _________________________________________________________________ _________________________________________________________________ _________________________________________________________________ _________________________________________________________________ _________________________________________________________________ _________________________________________________________________ _________________________________________________________________ _________________________________________________________________ _________________________________________________________________ _________________________________________________________________

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_________________________________________________________________

c. Professional Goals.

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Test 2. Time frames for your goals. (Exercise)

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a. Personal Goals. (time to accomplish)

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b. Educational Goals. (Lime to accomplish)

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c. Professional Goals. (time to accomplish)

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E. Developing an Action Plan to Achieve Your Goals.

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F. Behavior Modification.

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Test 1. State your goal. (Exercise)

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Test 2. Keep a log. (Exercise)

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Test 3. Change your behavior. (Exercise)

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Section 2. Leadership Personality.

A. Leadership Personality.

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Test 1. What makes a leader? (Exercise)

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B. Getting Along With Other People.

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C. Developing The Ability to get Along With Other People.

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Test 1. Your leadership traits. (Exercise)

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D. Asking a dumb question.

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E. Management Personality Traits.

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Test 1. Management personality tests. (Exercise)

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a. Sociability.

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b. Business Values.

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c. Emotional Stability.

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d. Self Confidence.

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Section 3. Leadership and the Work Environment.

A. Moral Factors.

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Test 1. Rating Moral Factors.

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a. Job security.

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b. Good Earnings.

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c. Promotion and Growth in the Company.

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d. Challenging Work.

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e. Good Working Conditions.

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f. Tactful Discipline.

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g. Management's Loyalty to Employees.

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h. Feeling in on Things.

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i. Sympathetic help with personal problems.

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j. Full appreciation of work done.

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B. What Supervisors Want From You.

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Test 1. Can John Doe handle the job? (Exercise)

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Test 2. Employee personality Traits. (Exercise)

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Test 3. John Doe lets a rumor hurt his job performance.

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C. What Subordinates Want From You?

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Test 1. Treating subordinates right.

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Test 2. Management personality Traits.

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D. What Colleagues Want From You?

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Test 1. Client System sets targets and gets results.

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(Repeat each technique within each category).

a. Departmental efficiency.

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1. Target(s).

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2. Result(s).

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3. Feedback.

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3a. Report(s). ___________________________________________________________ ___________________________________________________________ ___________________________________________________________ ___________________________________________________________ ___________________________________________________________ ___________________________________________________________ ___________________________________________________________ ___________________________________________________________ ___________________________________________________________ ___________________________________________________________ ___________________________________________________________ ___________________________________________________________ ___________________________________________________________ ___________________________________________________________ ___________________________________________________________

b. Planning and Scheduling.

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1. Target(s).

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2. Result(s).

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3. Feedback.

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3a. Report(s).

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c. Employer Relations.

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1. Target(s).

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2. Result(s).

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3. Feedback.

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3a. Report(s).

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d. Employee Relations.

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1. Target(s).

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2. Result(s).

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3. Feedback.

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3a. Report(s).

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e. Development of Subordinates.

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1. Target(s).

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2. Result(s).

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3. Feedback.

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3a. Report(s).

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f. Self-Improvement.

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1. Target(s).

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2. Result(s).

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3. Feedback.

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3a. Report(s).

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Test 1. How to get Promoted. (Exercise)

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_________________________________________________________________________

Test 2. How Not to get Promoted. (Exercise)

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Test 3. Getting Along with Colleagues.

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Test 4. (Case Study) John Doe confronts the Director of Education.

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Section 4. Developing Employment Skills.

A. Personal Qualifications.

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Test 1. Personal Qualifications quiz.

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B. Human Relations Skills.

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Test 1. Human relations skills quiz.

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C. Employment Skills.

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Test 1. What skills do you need?

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a. Skills needed by an _______________________________.

b. Skills needed by an _______________________________.

c. Skills needed by an _______________________________.

Section 5. Staying Healthy

A. Exercise.

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B. Types of Exercise.

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1. Warm-ups.

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2. Stretching exercises.

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3. Aerobic exercises.

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4. Isometric exercises.

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5. Isotonic exercises.

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6. Cool down.

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C. Posture.

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D. Exercise, Calories and Weight.

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E. Nutrition and the Nutrients.

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1. Carbohydrates.

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2. Fats.

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3. Proteins.

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4. Minerals.

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a. Calcium.

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b. Phosphorus.

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c. Sodium.

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d. Iron.

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e. Iodine.

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5. Vitamins.

____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________

a. Vitamin A.

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b. Vitamin B.

__________________________________________________________________ __________________________________________________________________ __________________________________________________________________ __________________________________________________________________ __________________________________________________________________ __________________________________________________________________ __________________________________________________________________ __________________________________________________________________ __________________________________________________________________ __________________________________________________________________ __________________________________________________________________ __________________________________________________________________ __________________________________________________________________ __________________________________________________________________ __________________________________________________________________

c. Vitamin C.

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d. Vitamin D.

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6. Water.

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a. Public (costs less).

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b. Private (purchased).

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F. Eating Right.

_____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________

1. The milk Group(s).

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2. The Meat Group(s).

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3. The Fish Group(s).

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4. The Poultry Croup(s).

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5. The Bean Croup(s).

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6. The Vegetable(s).

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7. The Fruit Group(s).

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8. The Bread Group(s).

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9. The Cereal Group(s).

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10. The Fat Group(s).

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11. The Sweets Group(s).

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12. The Alcohol Group(s).

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13. The Drug Group (s)

____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________

a. Legal

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b. Illegal.

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Test 1. On the job Statistics.

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Test 2. Off the job Statistics.

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G. Your Food Profile.

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Test 1. How do you Eat?

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a. Breakfast.

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b. Morning snacks.

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c. Lunch.

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d. Afternoon snacks.

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e. Dinner.

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f. Evening snacks.

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H. Weight Control.

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1. Calculating Your B.M.R.

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Test 1. The Food Groups.

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Test 2. Understanding information About Nutrition.

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Test 3. Calculating Your Metabolism.

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J. Do you need to Loose Weight?

_____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________

K. Do you need to Gain Weight?

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L. How to determine bone structure.

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M. Ideal weight for Women.

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N. Ideal weight for Men.

_____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________

Test 1. Am I at a Good Weight for my Size? (Exercise).

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O. Healthy Eating.

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Test 1. Nutritional Program(s).

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Section 6. Grooming Both Personal and Social.

A. Your Teeth.

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1. Caring for Your Teeth.

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a. Brushing.

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b. Flossing.

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c. Rinsing and using mouthwashes.

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d. Having Dental Check ups.

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e. Correcting Special Dental problems.

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B. Your Hair.

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1. Caring for your hair.

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a Combing.

__________________________________________________________________ __________________________________________________________________ __________________________________________________________________ __________________________________________________________________ __________________________________________________________________ __________________________________________________________________ __________________________________________________________________ __________________________________________________________________ __________________________________________________________________ __________________________________________________________________ __________________________________________________________________ __________________________________________________________________ __________________________________________________________________ __________________________________________________________________ __________________________________________________________________

b. Brushing.

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c. Shampooing.

__________________________________________________________________ __________________________________________________________________ __________________________________________________________________ __________________________________________________________________ __________________________________________________________________ __________________________________________________________________ __________________________________________________________________ __________________________________________________________________ __________________________________________________________________ __________________________________________________________________ __________________________________________________________________ __________________________________________________________________ __________________________________________________________________ __________________________________________________________________ __________________________________________________________________

d. Conditioning.

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e. Controlling dandruff and other hair or scalp problems.

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2. Hairstyles.

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a. Hairstyle Chart.

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3. Hair Analysis.

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4. Hair styles for Men.

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5. Hair styles for women.

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a. Choosing a hair style.

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C. Facial Hair and Shaving.

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D. Unwanted Hair.

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E. The Skin.

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1. Parts of the skin.

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F. What kind of skin do you have?

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1. Dry skin.

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2. Oily skin.

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3. Combination skin.

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3a. What type of skin do you have? (Exercise)

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G. Principles of Skin Care.

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1. Caring for the skin.

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a. Cleansing.

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b. Exfoliating.

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c. Toning.

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d. Moisturizing.

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e. Protecting.

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2. Make up.

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a. Private (home use).

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b. Social (commercial).

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H. Personal Grooming from Head to Toe.

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1. Hands.

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2. Nails.

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3. Feet.

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4. Smelling good.

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5. Your personal grooming routine.

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Test 6. Your coloring.

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Test 7. Your daily grooming routine.

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a. Morning routine.

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b. During the day.

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c. Nightirne routine.

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Section 7. Your Business Wardrobe.

A. The basic business wardrobe.

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Test 1. Wardrobe inventory.

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Test 2. How does your suit fit?

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B. Determining Quality.

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C. Determining Fit.

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Test 1. Clothing Quality.

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a. Seams.

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b. Linings.

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c. Interfacings.

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d. Buttonholes.

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e. Zippers.

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f. Pattern.

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D. Jackets.

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E. Blazers.

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F. Sport Coats.

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G. Pants.

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H. Skirts.

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I. Shirts.

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J. Blouses.

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K. Fabrics.

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L. Choosing the right style and color.

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M. Line.

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N. Color.

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O. General Rules for using Color and Line.

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P. Camouflage Dressing.

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1. The average physique.

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2. The short physique.

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3. The fall physique.

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4. The portly physique.

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Test 5. Clothing and optical illusion.

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Q. Accessories.

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1. Shoes.

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2. Hose.

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3. Belts.

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4. Ties.

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5. Scarves.

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Test 6. How to tie a Windsor Knot.

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Test 7. How to tie a half Windsor Knot.

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Test 8. How to tie a Four-In-Hand Knot.

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R. Briefcases.

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S. Handbags.

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T. Jewelry.

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U. Gloves.

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V. Dressing well on a Limited budget.

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W. Planning your wardrobe.

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Test 1. Wardrobe inventory chart.

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Test 2. Evaluate your wardrobe.

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X. Smart Shopping.

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Y. Caring for your Clothing.

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Z. Basic rules for business dressing.

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1. Be neat.

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2. Buy quality.

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3. Follow company policy.

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4. Be conservative.

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5. Be comfortable.

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Section 8. Social and/or Business Etiquette.

A. Introductions.

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B. Table Manners.

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Test 1. Your table manners.

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Test 2. How do you do?

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C. How to handle silverware.

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D. How to handle finger foods.

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E. Table tips (points).

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F. Dinner Parties.

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G. Responding to an invitation.

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H. Being on time.

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I. Going to a table.

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J. Being seated.

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K. Being served.

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L. Smoking.

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M. After dinner.

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N. Leave-taking.

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O. After being entertained.

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P. Restaurant Etiquette.

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Q. Entering the restaurant.

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R. Reading the menu.

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S. Ordering wine.

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T. Ordering a meal.

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U. Paying the Bill.

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V. Tipping.

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1. Restaurants.

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2. Taxicabs.

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3. Hotels.

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4. Airports.

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5. Train stations.

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W. Figuring out the tip.

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Test 1. Calculating the tip.

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X. Business Etiquette.

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Y. Handling appointments and visitors.

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Z. Business entertaining.

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AA. Dealing with other people.

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BB. Business traveling.

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CC. General office behavior.

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1. General office behavior.

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Section 9. Communicating through Speech.

A. Training your voice.

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B. Articulation.

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C. Pitch.

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D. Emphasis.

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E. Pace.

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F. Tone.

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Test 1. Announciation programs.

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a. Evaluation chart.

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G. The art of conversation.

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1. Check your conversation know-how.

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Section 10. Listening and Understanding Nonverbal Communication.

A. Learning to Listen.

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Test 1. Listening to questions.

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B. Attention and concentration.

_____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________

C. Evaluation.

_____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________

1. What's going on here?

____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________

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____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________

a. Facts (conceptual modeling).

__________________________________________________________________ __________________________________________________________________ __________________________________________________________________ __________________________________________________________________ __________________________________________________________________ __________________________________________________________________ __________________________________________________________________ __________________________________________________________________ __________________________________________________________________ __________________________________________________________________ __________________________________________________________________ __________________________________________________________________ __________________________________________________________________ __________________________________________________________________ __________________________________________________________________

b. inferences.

__________________________________________________________________ __________________________________________________________________ __________________________________________________________________ __________________________________________________________________ __________________________________________________________________ __________________________________________________________________ __________________________________________________________________ __________________________________________________________________ __________________________________________________________________ __________________________________________________________________ __________________________________________________________________ __________________________________________________________________ __________________________________________________________________ __________________________________________________________________ __________________________________________________________________

c. Opinions.

__________________________________________________________________

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D. Feedback.

_____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________

E. Nonverbal communication.

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F. Appearance.

_____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________

G. Voice tone and accents.

_____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________

H. Space (objective distances).

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I. Body language.

_____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________

Test 1. Picking up signals.

_________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________

Test 2. Interpreting body languages.

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Section 11. Communicating on the Telephone.

A. Your telephone voice.

_____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________

B. Telephone etiquette.

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C. When you call.

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D. When you answer.

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E. If someone answers for you.

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F. Image-building extras.

_____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________

G. When not to call.

_____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________

H. Write.

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I. When to call.

_____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________

J. Call.

_____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________

K. Telephone efficiency.

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L. Intra-office calls. _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________

M. Telephone services.

_____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________

N. Direct dialing.

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_____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________

O. Conference calling.

_____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________

P. Telephone equipment.

_____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________

Q. Multi-line phones.

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R. Speaker phones.

_____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________

S. Answering machines.

_____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________

T. Writing an answering machine message.

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U. Personnel and telephone system integration.

_____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________

Test 1. Put a smile in your voice.

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Test 2. Pitch and speed makes your point.

_________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________

Test 3. Moving your mouth.

_________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________

Test 4. Pronunciation in practice.

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Section 12. Public Speaking.

A. Preparing for your speech.

_____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________

Test 1. What are you an expert in or on? _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________

a. List.

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B. Know your audience.

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C. Know your purpose and/or the purpose of your speech as well.

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D. Organizing your speech.

_____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________

E. The opening.

_____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________

1. Capturing your audience's attention.

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F. The Body.

_____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________

1. The action formula.

____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________

a. Understanding the action formula.

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G. The Closing.

_____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________

1. The review.

____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________

H. Delivering your speech.

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I. Before your talk.

_____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________

J. You're on.

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K. You're off.

_____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________

L. Giving a report.

_____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________

Section 13. Reading and Writing.

A. Reading.

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B. Skimming.

_____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________

Test 1. Skimming a magazine or newspaper articles

_________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________

C. Scanning.

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Test 1. Scanning a paragraph.

_________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________

D. Intensive reading.

_____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________

E. Reading faster.

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1. Scanning an index.

____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________

F. Writing.

_____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________

G. Effective writing.

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H. Vocabulary.

_____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________

1. Check your vocabulary

____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________

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I. Grammar.

_____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________

Test 1. Check your grammar. _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________

J. Style

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Test 1. Keeping your sentences short.

_________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________

Test 2. Keeping your writing simple.

_________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________

Test 3. Keeping your writing strong.

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Test 4. Making your writing sincere.

_________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________

K. Business writing.

_____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________

L. Letters

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Test 1. Books.

_________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________

Test 2. Follow-ups.

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M. Memos.

_____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________

N. Reports.

_____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________

O. Dictating.

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P. Dictating to a Secretary.

_____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________

Q. Dictating into a Machine.

_____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________

R. Transmitting Information.

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S. Telegrams.

_____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________

Test 1. Writing a Telegram.

_________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________

T. Telex.

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U. Facsimile Equipment.

_____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________

V. Teleconferencing.

_____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________

W. Electronic Mail.

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Section 14. Remembering Faces, Facts and Figures.

A. Concentration.

_____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________

B. Want to Remember.

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C. Exercise Your Memory.

_____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________

Test 1. Check Your Memory.

_________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________

Test 2. Who Does What?

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Test 3. Check Your Memory Again.

_________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________

D. Screen Out Distractions.

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E. Association.

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F. Trying Your Impressions Together.

_____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________

G. Repetition (Traditional Order).

_____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________

Test 1. Who’s Who in What and Where.

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Test 2. Picturing Names and Faces.

_________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________

Test 3. Painting Mental Pictures.

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H. Meeting New People.

_____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________

I. Remembering Facts and Figures.

_____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________

Test 1. A Final Memory Evaluation.

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Section 15. Improving Your Memory.

A. Comprehension and Memory.

_____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________

B. Be organized.

_____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________

C. Get Involved.

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D. Be Efficient.

_____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________

Test 1. Can You Organize Materials?

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E. Memory Tricks.

_____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________

Test 1. Analyze Your Courses.

_________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________

F. The initial-Letter and Acronym Method(s).

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G. Rhymes.

_____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________

Test 1. Synonyms.

_________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________

Test 2. Antonyms.

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Test 3. Initials or Abbreviations.

_________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________

H. Mechanical memory Devices.

_____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________

I. Scheduling Reminders.

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J. Desk Calendars.

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K. Tickler Files.

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L. Month-at-a-Glance Calendars.

_____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________

M. Pocket Reminders.

_____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________

N. People Reminders.

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O. Contacts Files.

_____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________

P. Personal Telephone Directories.

_____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________

Q. Expense Records.

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R. All-In-One-Systems.

_____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________

Test 1. Analyze Your Memory System(s).

_________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________

Section 16. Developing Your Creative Potential.

A. Bringing Our Your Creative Abilities.

_____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________

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Test 1. Are You Creative?

_________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________

B. Get The Creative Attitude.

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Test 1. Use Your Imagination.

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Test 2. Connect The Dots.

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C. Get The Facts.

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Test 1. What Do You See? Taller Or Longer, Shorter Or Wider?

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D. Challenge The Obvious Way Of Seeing Things.

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E. Challenge The Obvious Way Of Doing Things.

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F. Transform Old Facts Into New Ideas.

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Test 1. Analyzing.

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Test 2. Synthesizing.

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G. Use Your Creativity.

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Test 1. Problem(s) and Problem Factor(s).

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H. Problem Solving.

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Test 1. Problem Solving Techniques.

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Section 17. Making Your Creativity Work For you.

A. Turning An Idea Into Action.

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B. Evaluate Your Idea.

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Test 1. The Eight Tests Of Workability.

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a. Costs.

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b. Work Quality.

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c. Work Quantity.

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d. Production Time.

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e. Morale reactors.

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f. Public Relations.

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g. Sales.

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h. Profits Forecast(s).

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C. Revise Your Idea.

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D. Put Your Idea Into Effect.

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E. Group Creativity.

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F. Brainstorming.

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Test 1. Flow Good Are You at Brainstorming?

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G. Conference Participation.

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H. Conference Leadership.

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I. Deciding To Call A Conference.

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J. Identifying Problems To Be Solved.

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K. Assuming Leadership Responsibilities.

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L. Opening The Discussion.

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M. Listing Alternative Solutions.

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N. Maintaining a Non-Judgmental Atmosphere.

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O. Handling Problem Participants.

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P. Evaluating Alternative Solutions.

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Test 1. Evaluation Procedures.

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a. Voting.

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b. Computerized Deduction(s).

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Q. Summarizing and Closing.

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Test 1. Plan a Conference.

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R. The Consensus Technique.

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Test 1. Use the Consensus

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Section 18. Creative Selling in Your Career.

A. Preparing Yourself for Selling or Personality Distribution.

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B. Know Yourself and/or The Product Itself.

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C. Why You and/or The Product Was Created.

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D. How Your Product and/or You Can Best Be Serviced or Used.

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E. What The Competition Is.

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F. What You and/or Your Products Market Is.

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G. Know Your Customers.

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H. Positive Attitudes That Are Vital To Sales Success.

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I. Develop These Positive Distribution Attitudes:

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1. ______________________________________________________ _____________________________________________________________________ _____________________________________________________________________

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2. ______________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________

3. ______________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________

4. ______________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________

5. ______________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________

6. ______________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________

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8. ______________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________

9. ______________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________

10. ______________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________

J. Be Confident.

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K. Be Enthusiastic.

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L. Think In Terms Of Benefits To The Customer.

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M. Use The "Me, I, and We" Approach.

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Test 1. The "Me, I, and We" Approach.

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N. Show That You Appreciate Your Customer's Situation Analysis And Judgment.

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O. Listen and Analyze What The Customers Have To Say.

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P. Don't Argue.

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Q. Don't Exaggerate.

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R. Don't Knock The Competition.

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S. Show Your Honest Desire To Help.

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Test 1. The Positive Selling And Personality Distribution Attitudes.

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a. Personality Profile

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b. Performance Appraisal(s)

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Section 19. Distribution Skills And Techniques.

A. Discovering Prospective Customers.

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B. Making Appointments

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C. Use The Name Of A Referrer To Introduce Yourself.

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D. Promise A Benefit.

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E. Suggest A Specific Appointment Time.

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Test 1. Make An Appointment With An Official (City, State, or Federal).

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F. Making A Successful Presentation.

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G. Step (1): The Approach.

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1. Promise A Benefit.

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2. Ask Key Questions.

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H. Step (2): The Presentation.

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1. Arousing Fear Of Loss.

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2. Using Testimonials To Provide Evidence.

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3. Asking Questions That Call For Yes Answers.

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4. Trying A Trial Close.

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I. Step (3): The Demonstration.

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J. Step (4): Overcoming objections.

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1. Listen To The Objection.

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2. Classify The Objection.

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3. Answer The Objection.

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K. Step (5): The Close.

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1. Secrets Of A Successful Close.

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2. Evaluate Price In Terms Of Benefits.

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3. Translate Benefits into Educational Or Financial Compensation.

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4. Listen For Buying Signals.

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5. Try For A Direct Close.

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6. Be An Assistant Buyer.

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7. Close On A Minor Point.

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L. Distributing More.

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M. Telephone Distribution.

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N. Planning Your Phone Presentation.

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O. Using Attention-Getting Openers.

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P. Asking Questions.

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Q. Wrapping Up The Presentation.

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Test 1. Distribute An idea To Your Colleagues.

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Section 20. Managing Yourself.

A. Managing Your Time.

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Test 1. Analyze The Budgeting Of Your Time.

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a. Monday.

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b. Tuesday.

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c. Wednesday.

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d. Thursday.

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e. Friday.

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f. Saturday.

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g. Sunday.

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B. Making And Following A Schedule.

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Test 1. Scheduling Your Work.

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C. Organizing Your Work Space.

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D. Managing Paperwork.

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Test 1. Throw Them Away (Shredding).

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Test 2. Refer Them To Someone Else.

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Test 3. Act On Them.

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Test 4. File Them.

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E. Filing.

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Section 21. Organizations.

A. Work Distribution.

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Test 1. Figure Out The Chain of Command.

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Test 1. What's Wrong With This Section Or Department.

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B. Job Descriptions.

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C. Organization Manuals.

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D. Leadership Styles.

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Test 1. Comparison of Four Leadership Styles.

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Test 2. Practicing Leadership Styles.

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Section 22. Supervising Your Staff.

A. The First Rule Of Supervision.

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Test 1. Transactional Analysis.

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B. The Second Rule Of Supervision.

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C. The Third Rule Of Supervision.

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D. The Leader(s).

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E. Training Your Staff.

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F. Oral Training.

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Test 1. A Rumor Experiment.

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C. Written Training.

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Test 1. A Conceptual Model Experiment.

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H. Following Instructions.

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Test 1. Can You Follow Instructions.

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Test 2. Using Precise Language.

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Test 3. Can You Write Clear Instructions.

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I. The Five-Step Job-Instruction Method.

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J. The Investigation.

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K. The Review and Education.

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L. The Application.

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M. The Testing.

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N. The Implementation.

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O. The Feedback.

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Test 1. Can You Train Someone Or Some Entity. (Business or Social System)

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Section 23. Corporate Reality.

A. The Corporate Culture.

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Test 1. Analyze Corporate Style(s).

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B. Business Ethics.

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C. Office Politics.

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D. Political Games.

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E. Office Gossip.

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Test 1. Solving Ethical Problems.

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F. Discrimination.

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Test 1. Discrimination On The Job and/or Off The Job.

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G. Sexual Harassment.

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Section 24. Employment Or Self-Employment Opportunities.

A. Applying Your Skills To A Career.

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Test 1. Do You Know What The New Or Improved Careers Are.

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Test 2. Determine Your Skills.

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Test 3. What Interests You'?

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B. Doing Research.

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C. Putting Yourself in The Role Of The Employer.

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D. Putting Yourself In The Role Of The Employee.

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E. Finding A Career Improvement Area and/or Opening.

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Test 1. What Qualifications Should You Have?

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F. Personal Contacts.

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Test 1. Networking.

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G. Contacting Potential Employers Directly.

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H. Contacting Potential Employees Directly.

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I. Help-Wanted Ads.

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J. Employment Agencies.

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K. Checklist Of Sources. _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________

L. Getting Appointments.

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M. Introductions.

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N. Making Appointments By Phone.

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O. Writing Cover Letters And Letters Of Inquiry.

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Test 1. Answering A Magazine and/or Newspaper Ad.

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P. Writing A Resume.

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Test 1. Preparing Your Resume.

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Q. Writing A Request For Proposal (R.F.P.)

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Test 1. Preparing Your Request For Proposal (R.F.P.).

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R. Types Of Resumes.

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S. Types of Request For Proposal.

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T. References.

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Test 1. Completing A Resume.

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Test 2. Completing A Request For Proposal.

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U. Filling Out Applications As An Employee.

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V. Filling Out Applications As An Employer.

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Test 1. Filling Out An Application.

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Section 25. The Interview And Follow-Up.

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A. Preparing For The Interview.

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B. The Rating Sheet.

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1. Appearance.

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2. Speech.

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3. Intelligence.

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4. Imagination.

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5. Honesty.

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6. Determination.

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7. Loyalty.

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8. Manner.

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C. An Interview Start To Finish.

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D. The Reception Area.

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E. The Interview.

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F. The introduction.

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G. Smoking.

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H. The Direction of The Interview.

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I. Salary.

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J. When To Go.

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K. Interview Questions.

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L. Key Questions.

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Test 1. Answer The Interviewer. _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________

Test 2. Question The interviewee.

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M. Illegal Questions.

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1. Marital Status.

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2. Children.

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3. Age.

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4. Ethnic Background.

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5. Religion.

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6. Housing.

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N. Inappropriate Questions.

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O. The Follow-Up.

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P. Role Playing.

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Q. Keeping Records.

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Test 1. Before The Interview.

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Test 2. The Follow-Up. _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________

R. The Observers.

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S. The Interviewer.

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T. The Applicant.

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D. Phase Four.


THE DOCUMENTARY EVALUATION OF NAME'sEXPERT CONCEPTUAL SYSTEMS

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This section contains a review of the history, objectives, operation, and merits of NAME's existing expert systems. This review serves several purposes. It serves to describe the many functions that the existing internal operating systems can perform, thereby demonstrating the potential breath of the future applications for NAME's expert operating systems. It also illustrates the strategic expert systems discussed in Appendix - D, that are organized by the type of grammatical and strategic analysis they perform.

NAME's informational demographics and expert system's procedural manuals are illustrated by the following list of their potential uses within a focused educational environment developed by the system designers at NAME's workshops:

A. Aiding DOT database drafting by testing a textual draft against a set of related strategic-databases and linguistic standards, and having the computer system(s) make the appropriate suggestions;

B. Researching expert DOT databases on the basis of a statement of facts or concepts (strategic or grammatical retrieval as opposed to the current key word searches);

C. Generating ideas and advising the client system of the arguments (program functions) for and against a documented situations and also how to weaken or strengthen the arguments (program functions) in a particular set circumstances or skills;

D. Advising a client on strategy and tactics in procedure or structural negotiations;

E. Evaluating a situation as to settlement (final analyses) or strategic value;

F. Evaluating procedural consistencies with prior decisions of a proposed administrative decision in a discretionary area;

G. Aiding in the document drafting of contracts, wills, and other documents by testing for the consistency with existing laws, personal and social policies, and linguistic standards;

H. Assisting decision making in which little or no discretion is involved;

I. Planning transactions such as business mergers, with tax and other strategic consequences by presenting alternative scenarios and identifying their legal or structural consequences;

J. Predicting the consequences of proposed legislation, policies draft contracts, wills, situations, etc.;

K. Finding legal or conceptual authorities which are consistent or inconsistent with proposed laws or consciences;

L. Evaluating the effectiveness of existing procedures, laws or rules and identifying the procedures, laws or rules which may need to be modified;

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M. Training and disseminating information on related concepts or skills;

N. Interviewing clients for information relevant to the identification of the nature of their strategic or procedural problems;

O. Informing client systems of the consequences of particular acts, in order to enable their subordinates to know the reality of their proposed or past acts, and if communication with an expert is required, to obtain a complete answer;

P. Preserving institutional an instructional expertise;

Q. Reviewing conceptual or strategic database systems against new rules or situations, and modifying them to keep them activated and current;

R. Identifying client systems whose educational affairs may have been affected by changes in the network, so that a systems operator (sysops) can determine whether to contact a client regarding the change(s).

Summary

The primary application areas for expert procedural systems or document development include strategic management, organizational management, monitoring, conceptual or legal interpretation, and document or report generation for the purposes of structural or strategic investigations.

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STRATEGIC REPORT(S)

Type: Social System Phase: Phase FourFormat: Depth-Search Pattern Chart Type: XIVManagement Type: Power/Authority Operator: 4.57319668810

Management Category: Acceptant Class Type: ManagerClient Code: 4.90658614833E - 5 Profile: ActiveData Definition: Formal Duration: Two (2) Years

(1). Title, Date and Time:

A. Title: Transportation B. Date: October 28, 2001 C. Time: 4:25 a.m. - 5:25 a.m.

(2). Legal Definition(s) or status:

A. Federal Court System or Structure:

I. Court Case Citation(s):

II. Points and Authorities:

B. State Court System or Structure:



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C. County, City or Local Court System or Structure:



(3). Job Related Analysis or Statistical Readouts of Influences and Strategical Needs:

A. Characteristics that can Influence the Strengths of a Person or Business:

B. Parameters to Consider in the Situation Analysis:

C. Market Characteristics that Influence Profitability and Losses:

(4). Dictionary of Occupational Title's Integrated Format:

(5). The DOT Database Systems:

(6). The DOT Job Title(s) and Code(s):

(7). The DOT Job Definition(s):

(8). Commentary of Alternative Strategies or Approaches:

(9). Closing Statements or Remarks:

(10). The Employer or Employee Handbook Statements:

(11). The Organizational Handbook Statements:

(12). The Chart Systems Chaining Sequences:

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STRATEGIC SUMMARIES DATA SHEET

Unit operation: _____________________ Subunit: _____________________Inputs: Main functions: Outputs:

Element Unit Physical Regularities Physical Irregularities Additional Information

Size:Weight:Shape:Material:____________________________________ ____________

From:Handling method:Quantity/run:Total weight: Safety codeFrequency:________________________ ____________ ____________ ____________

Time:Setup:Duration: Safety code____________ ____________ ____________

Space:Operation:Storage:____________ ____________ ____________

Inspection:____________

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Facilities:Workplace:Storage:Tools:Utilities:Machinery:Information sources:________________________ ____________ ____________ ____________ ____________ ____________

To:Handling method(s):Quantity/run:Total weight:Frequency:____________ ____________ ____________ ____________ ____________

Skills, etc.: Human resource____________ development Quality of working life

Chart(s) Sketched layout(s) ____________

An adaptation of the System Matrix for a Manufacturing Company

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THE LOGIC PROGRAMMING (GOL) SHEET

Unit operation: _____________________ Subunit: _____________________ Inputs: Main functions: Outputs:

Element Unit Physical Regularities Physical Irregularities Additional Information

Size:Weight:Shape:Material:____________________________________ ____________

From:Handling method:Quantity/run:Total weight: Safety codeFrequency:________________________ ____________ ____________ ____________

Time:Setup:Duration: Safety code____________ ____________ ____________

Space:Operation:Storage:____________ ____________ ____________

Inspection:____________

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Facilities:Workplace:Storage:Tools:Utilities:Machinery:Information sources:________________________ ____________ ____________ ____________ ____________ ____________

To:Handling method(s):Quantity/run:Total weight:Frequency:____________ ____________ ____________ ____________ ____________

Skills, etc.: Human resource____________ development Quality of working life

Chart(s) Sketched layout(s) ____________

An adaptation of the System Matrix for a Manufacturing Company

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This handbook has been given to ________________________________________

Date of employment or service ____________________________

Welcome to the network. Below are a few facts about your new job duties. You will find additional information regarding network or company history, employment and benefits in the Employee or Employer Handbook. Please read the Handbook and refer to it whenever you have a question concerning your service or employment.

You will be working in the ______________________________________

Your supervisor or network representative is ____________________________________

You are an exempt/non-exempt employee and (are) (are not) entitled to overtime pay.

Your work hours are from _________ to _________.

You will be entitled to _________ vacation after _________ and vacation after _________.

After _________ you will be eligible for up to 10 paid sick or personal days.

Your first performance appraisal will be ____________________.

You will be able to participate in:Health insurance on _______________ Single/FamilyLife insurance on _______________ amount ___________Long-term disability insurance on ________________Prepaid Legal Service on _________________ Single/Family

________________________________ _______________Prepared by Date

________________________________ _______________Received by Date

SUMMARY TABLE OF CONTENTS

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The following Table of Contents contains the various employer and employee handbook statements and the benefit statements that appear in the expert system. It categorizes the statements according to the headings that might be used in a handbook and system to separate the discussion of different employment-related educational matters.

Work Rules

Health and safety Prohibiting smoking in the workplaceAccommodating smokers and nonsmokersProhibitions against drug and alcohol usageWhen drug testing will occurConduct of searches for drugs and alcoholRehabilitation of drug or alcohol abuserPunctualityOperations during severe weather and other emergenciesDenial of paid leave for emergency plant closingSexual harassment“Moonlighting”Progressive discipline systemDischarge and release from employment or service

Performance and Promotion Policies

Performance standardsPerformance appraisalPay-for-performanceReview of performance appraisal through the grievance procedureTraining opportunitiesPolicy of promotion from withinJob postingGrievance process for applicants or promotions

Absence from Work

Vacation policy of unincorporated employerVacation policy for blue-collar employeesHoliday policy for exempt and nonexempt employeesHoliday policy for blue-collar workersPersonal leave policy for exempt employeesDeath in the familyPregnancy leaveMaternity leavePaternity leaveComprehensive childcare leave

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Time off to voteJury duty leave for nonexempt employeesTime off to appear as a witness Military leave for nonexempt employeesMilitary leave for exempt employees

Employee Benefits

Comprehensive medical coverage Dental benefits Life insurance Short-term disability insurance Long-term disability insurance Sick leaveSick leave for hourly employees Employee counseling under an employee assistance program Eligibility for tuition assistance Tuition payment Tuition advances and reimbursementHigher level of tuition assistance for graduate study Retirement benefits Severance pay

Grievance Procedures

Open door policyMulti-step nonunion grievance procedureMulti-step union grievance procedure

DETAILED TABLE OF CONTENTS

The following is a detailed wording of the subject matter shown under each of the previous headings.

Systems Definitions

Dictionary of Occupational Title’s systems definitions for a particular project employee(s) Validity and construction of contractsRole of contracts in collective bargainingAccess to collective bargaining agreementsDetermination of existence of contractsValidity of contract containing illegal termsValidity of contract with union that is not certified or lack majority statusWhen must contract be written and signedSupplementary agreementsSeverability of provisions

381

Construction of contractEffect of contract on individual employer-employee relationshipsEffect of contract on successor party

Contract Modification or Termination

Modification on contract Sufficiency of notice to terminate contractEffect of mitigating circumstances timeliness of notice Effect of automatic renewal clause notice requirements for termination or modification Effect of termination Rejection of contract by bankruptcy of employer or employee

COMMON TERMS and PROVISIONSCompensation and Benefits

Call-in payReport-in payWage incentivesSickness and accident provisionsCost-of-living adjustment (COLA) clauses

Vacation and Holiday

Holiday provisionsVacation provisions; time of vacationContinuous service requirement of vacation provisionsEligibility date of vacation provisionsEffect of voluntary terminationEffect of strikesEffect of permanent shutdown

Seniority

Provisions granting seniority rightsInterpreting seniority provisionsAcquisition and determination of senioritySuperseniority for veterans or union officialsEffects of voluntary termination or leave of absence on seniority provisionsEffects of layoffEffects of transferEffects of promotion

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Exercise of Seniority Rights

To obtain job assignments To obtain promotionAt retirementAt time of layoffUpon relocation of business Upon consolidation or merger Upon purchase of another employer’s businessUpon absorption of another business

Discharge and Severance

DischargeSeverance payEffect of permanent discontinuance of business on severance

Work Stoppages

No-strike clauseBreach of no-strike provision by wildcat strike Refusals to cross picket line Refusal to do certain work Effect of employer's previous breach or unfair labor practice Strike pledge inferred from another provisions

Production

Contracting out or subcontracting workShutdowns and relocations

Union Security

Recognition or charter clauses Union checkoff clauses in shop clausesMaintenance-of-membership clauses

Miscellaneous Provisions

Most favored nations clausesBargaining unit provisions Safety provisions Bulletin boards Extension or renewal of contract Management rights clause

383

Grievance Arbitration

Functions of labor arbitrationPresumption of arbirabilityPolicy encouraging arbitrationPhases of the arbitration processWhen may issues be arbitratedWho may invoke arbitrationDuty to arbitrateContractual basis for arbitration Effects of transfer or merger of employer's business on duty to arbitrateEffects of employer's bankruptcy or reorganization on arbitration obligationsGrievances arising or arbitration demands made before effective date or after expiration of agreementWaiver or loss of right to arbitrateEffects of strike violating no-strike clauseEffect of illegality of contract provisionEffect of impossibility of performance award

Scope of Arbitrator's Duty

Arbitrator's role in arbitration proceedingsDefining arbitrator's powerPower of arbitrator to grant remediesFinality of arbitration’s awards Arbitrator's duty to resolve procedural questionsFraming the issuesEstablishing partie’s concurrence on issue

What Matters are Arbitratable

Existence of duty to arbitrateCurrent effectiveness of contract or arbitration clause Disputes as to arbitrabilityMerits of grievances Frivolous grievances Procedure for conduct of arbitration Waiver of right to arbitration before panel

Application of Contract as Issue

Arbitrability subject to arbitration Laches Waiver Persons covered by contractRenegotiation, modification, and amendment of contract Terms of new or amended agreement determined by legislative arbitration Duration of contract

384

Breaches and damage claims

Work Stoppages by Employees

Breach of no-strike clauseBreach of no-strike clause; work stoppages or slowdownsBreach of no-strike clause; refusal to cross picketlineBreach of no-strike clause; damages for strikeBreach of no-lockout clause

Workplace Conditions

Job methods and equipmentSafety disputes

Work Assignments

When is work assignment dispute arbitrableNumber of employees required for work assignmentUse of supervisory personnelFilling vacanciesRelocations or transfer of operationsSale of businessDiscontinuance of businessClassification of jobs or employeesContracting out workPromotions or demotions

Hours of Employment

WagesOvertime payHoliday payVacation payIncentive payBonusesEmployee discountsBackpaySeverance payEffect of Fair Labor Standards Act

BenefitsPension benefitsHealth and insurance benefitsSick leave

385

Termination of Employment by Employer

Temporary shutdown or lockoutLayoffsRecallDischargesDischarges for causeDischarges of strikersRetirement of employees

Other Conditions Affecting Employment

SeniorityUnion membership duesDisciplineDiscipline of foreman by unionsMiscellaneousEmployee relationshipsEmployee disputesManagerial disputesDress codes

Tactical Considerations of Parties to an Arbitration

Employer's Efforts to Define Scope of Arbitration Clause

Limiting issues covered by arbitration provisionsLimiting issues covered by arbitration provisions; suggested restriction on arbitrator's powersProcedural issues to include in arbitration provisions Defining arbitration procedures by including American Arbitration Association rulesLimiting time for filing grievancesWhen is expedited arbitration useful

Prearbitration Preparations

Reducing arbitration costsKnowledge of contractEvaluation of caseArbitrator's rules and principles Selecting arbitratorPreparation of a submission agreementDetermining past practices Researching precedent cases Checklist of point to know; things to do

386

Participating in an Arbitration Proceeding

Advocate's presentation of case Advocate's treatment of arbitrator Providing arbitrator with supplementary information Handling witnesses and testimony Affected employee's right to receive notice or intervene in proceedings Right of confrontation Suggestions for handling discipline casesSpecial rules in seniority casesAdjournments

Rules of Evidence Applied in Arbitration Cases

Basic rulesExamination of witnesses; cross-examinationHearsayEntries in regular course of businessAdmissions“Best evidence” rule

Federal Mediation and Arbitration

Role of the FMCS in effecting national labor policyRequirement that FMCS be notified of dispute

FMCS Arbitration Services and Procedures

Role of FMCS in arbitration processHow to request arbitration services Rights of FMCS to determine arbitrability of claimProcedure for nominating arbitratorsHow are arbitrators selected and appointedFees and charges of arbitrators

Selection of Arbitrators

Who may be an FMCS arbitrator Employment of status of FMCS arbitratorSubmission of applicationExclusion of advocates from roster Decision-making processDuration of listing as FMCS arbitratorCancellation of listing

387

Resolution of Dispute

Conduct of arbitration hearingsIssuance of decision and awardSubmission of fee statements

FMCS Mediation Services and Procedures

Initiating use of mediation services When will request for services be granted by FMCS

Health Care Disputes

Regulations specific to health care industryNotice required in health care disputeNotice required prior to strike or picketingPossible delays affecting notice Effects of rescheduling strike date on notice requirement Appointment of board of inquiry Submission of list of suggested FMCS board membersTime and manner of submission of list of suggested board members Substitution of private factfinding procedureSubstitution of private arbitration procedure

FMCS and Labor Management Committees

Establishment of policy Legislated duties of FMCS regarding Labor Management Committees

Initial Resolution Obligations

Duty to settle disputesOrganization's duty to ensure employees that proper procedures are usedConferences to resolve minor disputesConferences to resolve major disputesUnilateral changes while resolution procedures are ongoing Effects of failure to resolve minor disputes in conference Effects of failure to settle major disputes in conference

Binding Arbitration of Minor Disputes

Who may submit disputeNature of pleadingsStatement of claimStatement of facts

388

Position of partiesSignature requirementsRequest for oral hearingAuthority to conduct hearingsPartiesNoticeEffect of failure to give proper noticeLocationDelegation of authorityRight to present defenseRequirements for final awardAwards in deadlock situationsContents of award Finality of awardsOrders Instances where orders may be appealed Authorities to handle jurisdictional disputesWhat constitutes required notice of jurisdictional dispute proceedings Effect of common representation on existence of jurisdictional dispute Effect of internal union resolutions on jurisdictional disputes

Special Adjustment Boards

Creation of regional adjustment boards Applicability of rules to regional boardsPartie's establishment of system, group, or regional boards Members required to issue award Awards in deadlock situations Nature of awardsRequirement that entire panel hear evidence

Industry Adjustment Boards

Duty to submit dispute to special board of adjustment Special board of adjustment's decision making process Finality of awards

Mediation of Major Disputes

Application for mediation servicesMediation processInterpretations of mediated agreements

Voluntary Arbitration

Optional submission of dispute to arbitration

389

Agreements to arbitrateHandling of agreements to arbitrateRevocations of agreements to arbitrateComposition of arbitration boardSelection of arbitratorsArbitration proceduresFiling of arbitration awardsEffect of arbitration awardsReconvening a board of arbitrationDecision making process of reconvening board

Special Emergency Resolution Procedures

Emergency boardSpecial emergency board for publicly funded servicesPublicly funded services; functions of second special emergency conference and boardMaintenance of status quo during second emergency board’s processPenalties for strike-related activity Federal employment dispute resolution procedures

Determinations Regarding the Negotiability of Certain Working Conditions

Circumstances under which review arises Requirement that labor organization select unfair labor practice or negotiability procedure Requesting agency allegationFiling of petition Contents of petition Agency statement of position Exclusive representative’s response to agencyOpportunity for filing additional submissionsHearingsAdministering agency's decisionEntertainment of decision

Negotiation Impasse Procedures

Procedures available prior to call impasses panel Request for panel consideration Request for panel approval of binding arbitrationResponses to requests for panel involvementPanel's actions after requestPrehearing appointments and noticesPrehearinq conferenceConduct of hearingReport and recommendations following hearingPartie's duties following receipt of reportPanel’s final actions

390

Effects of labor agreement provisions on impasse proceedings Special procedures for flexible and compressed work schedule disputes

Grievances Procedures

Requirement that parties negotiate grievance proceduresWhat constitutes a grievance Procedural requirements of negotiated grievance procedures Protections and accomodations granted foreign service participantsResolution of unsettled grievances Requirement that civil service grievant elect procedures What constitutes election in civil serviceElection of procedures in foreign serviceForeign Service Grievance Board proceduresForeign Service Grievance Board decisions

Agency Review of Arbitration and Grievance Awards

Types of awards reviewableFiling of exceptionEffects of failure to timely file exceptionContents of exceptionException of arbitration and grievance awardsOpposition to exceptionGrounds for reviewAdministering agency's decisionEnforcement of decision

State Arbitration Statutes

AlabamaAlaskaArizonaArkansasCaliforniaColoradoConnecticutDelawareDistrict of ColumbiaFloridaGeorgiaHawaiiIdahoIllinoisIndianaIowaKansas

391

KentuckyMaineMarylandMassachusettsMichiganMinnesotaMississippiMissouriMontanaNebraskaNevadaNew HampshireNew JerseyNew MexicoNew YorkNorth CarolinaNorth DakotaOhioOregonPennsylvaniaPuerto RicoRhode IslandSouth CarolinaSouth DakotaTennesseeTexasUtahVermontVirginiaWashingtonWest VirginiaWisconsinWyoming

392

THE PROCEDURES MANUAL FOR GENERAL USE

DETAILED DATABASE OF OPERATIONAL CONTENTS

1. About This Manual1.00 Outline1.01 Purpose1.02 Numerical System of Notation1.03 Contents1.041.05

2. Plants, Offices, and Personnel2.00 Outline2.01 Accounting Locations and Symbols2.02 Plant Addresses2.03 Sales Office Addresses2.042.05 General Office Addresses2.062.07

3. Forms3.00 Outline3.01 Numbering System3.023.03

4. Records4.00 Outline4.01 Disposition of Records4.02 Plant Ledgers4.034.04

5. Communications5.01 Inter-Office Envelope5.025.03

6. Audits and Approvals6.00 Outline6.01 Audits of Plant Records6.02 Employee Associations6.03 to 6.10 not listed6.11 Approval Authorizations6.12 Balance Sheet Signatures

393

Sections 7, 8, 9, and 10, not listed

11. Classification of Accounts11.00 Outline11.01 Theory of Account Symbols and Chart of Accounts11.02 to 11.11 not listed

12. Working Assets12.00 Outline12.01 Cash12.02 Petty Cash Fund12.03 to 12.10 not listed12.11 Accounts Receivable Customers12.12 Accounts Receivable Employees12.13 Accounts Receivable Other12.14 to 12.29 not listed12.30 Materials and Supplies12.30.01 Raw Materials12.30.0212.30.03 Nonreturnable Containers12.30.04 to 12.30.10 not listed12.30.11 Raw Materials and Supplies at Vendor's Plants12.30.12 Obsolete Materials and Supplies12.30.1312.30.1412.31.01 Plant Supplies12.31.0212.31.0312.31.04 Construction Supplies12.31.0512.31.0612.31.07 Coal and Fuel Oil12.31.08 to 12.31.14 not listed12.31.15 General Stationary12.31.16 to 12.31.25 not listed12.32 Unclassified Stores12.33 Returnable Containers12.34 Second-Hand Supplies12.35.01 to 12.35.03 not listed12.35.04 Repair Station Tools12.35.05 Production Tool Charges12.3612.37 Salable Scrap12.38 Materials in Transit12.50 Worked Materials12.51.01 to 12.50.12 not listed12.50.13 Worked Materials at Vendor's Plants12.50.1412.51 Worked Material Stores

394

12.5212.53 Product in Process12.54 Special Order in Process12.55 Product in Process at Vendor's Plants12.56 Worked Materials in Transit12.57 to 12.69 not listed12.70 Finished Stores12.7112.72 Cost of Unbilled Shipments12.7312.74 Finished Stores in Transit

13. Current Liabilities13.00 Outline13.0113.02 Holdbacks on Contracts13.03 to 13.19 not listed13.20 Unclaimed Cash13.21 to 13.39 not listed13.40 Sales Tax Payable13.41 to 13.59 not listed13.60 Wages and Salaries Payable13.6113.62 Accrued Liability on Materials and Services13.6313.6413.65 Accrued Royalties13.66 Accrued Vacations13.67

14. Direct Material

15. Direct Labor

16. Indirect Expense (Mflg)16.00 Outline16.00.01 Introduction16.01 General Expenses16.0216.0316.04 Departmental Expenses16.05

17. Distribution and Other Expenses17.00 Outline17.00.01 Introduction17.01 Order and Billing Expense17.02 Packing and Shipping Expense17.03 to 17.11 not listed

395

18. Sales Accounts18.00 Outline18.01 to 18.04 not listed

19. Timekeeping19.01 to 19.04 not listed19.05 Weekly Time Cards

20. Payroll20.00 Outline20.01 Preparation of Payroll20.02 Employees Earnings Record20.03 Payroll Reimbursement Request20.04 20.05 Payroll Advances20.06 Payroll Deductions20.0720.08 Bank Reconciliation20.09 Workmen's Compensation Insurance Benefit Payments20.1020.11 Schedule of Pay Periods20.12 Sickness and Disability Payments20.13 Payroll Checks20.14 Payroll Summary20.15 Vacations-Gen. Statement20.16 Federal Wage and Hour Law20.17 20.1820.19 Hospital and Surgical Insurance20.20 Vacations-Salaried Workers20.21 Vacations-Hourly Workers20.22 to 20.25 not listed20.26 Company Service-Credit Rules20.27 Employee Loans20.28 Military Leave-Old Employees20.29 Military Service-New Employees20.30 Partial Pay Period20.31 Termination Pay20.32 Withholding Statement20.33 Job Title, Rate Group, and Grade20.34 Social Security and Income Tax Deductions20.35 Reason for Dismissals20.36 Protection of Records20.37 Preservation of Records20.38 Retirement Plan20.39 Hire Ticket20.40 to 20.42 not listed

21. Petty Cash Funds21.00 Outline

396

21.01 Introduction21.02 Receipts21.03 Disbursements21.04 Cash Book21.05 Precautions21.06 Cafeteria Receipts21.07 Cash Sales to Employees21.08 Purchases from Petty Cash21.09 to 21.13 not listed21.14 Bank Account Data

22. Purchasing and Receiving22.00 Outline22.01 Introduction22.02 Purchase Requisition22.03 Purchase Order22.04 Change Notice22.05 Receiving Routine22.06 Blanket Orders22.07 22.08 Purchase of Utilities and Services22.09 to 22.11 not listed22.12 Purchase Requisition and Commodity Card

23. Invoice Auditing23.00 Outline23.01 Introduction23.02 Preliminary Steps23.03 Verification of Invoices23.04 Invoice Registers23.05 23.06

24. Inventory Records24.00 Outline24.01 Inventory Instructions24.0224.03 Inventory Procedure24.04 Inventory Adjustments24.05 Monthly Material Reports24.06 to 24.12 not listed24.13 Obsolete Material24.14 Inventory of Special Orders24.1525. Storekeeping25.0125.02

26. Planning and Scheduling26.01

397

26.02

27. Production Records27.0127.02

28. Production Costs28.01 to 28.13 not listed28.14 Cost of Shipments28.15 By-Product Costs

29. Special order Costs29.00 Outline29.0129.0229.03

30. Maintenance and Repair Costs30.01 Outline30.0230.03

31. Monthly Cost Summaries31.00 Outline31.0131.02 Material Distribution31.03 Labor Distribution31.04 Material Summary31.05 Labor Summary31.0631.07

32. Shipping Order Procedure32.00 Outline32.01 Sales Orders32.02 Shipments32.03 Return Sales32.04 to 32.09 not listed

33. Traffic Control Procedure33.00 Outline33.01 Payment of Bills33.02 Audit of Claims33.03 Allowance for Collection and Delivery33.04 to 33.08 not listed

34. Bookeeping34.00 Outline34.01 to 34.03 not listed34.04 Branch Plant Ledgers

398

34.05 Expense Allocation34.06 to 34.10 not listed

35. Fixed Assets35.00 Outline35.01 Definition35.0235.03 Estimate, Request, and Authorization35.04 Cost Records35.05 Clearance35.06 Sale. Abandonment, or Retirement35.07 Transfers35.0835.09 Summary of Property Orders35.10 to 35.15 not listed35.16 Depreciation

36. Insurance36.00 Outline36.01 General Insurance36.02 to 36.05 not listed36.06 Marine Insurance36.0736.0836.09 Insurance Claims36.10 Compensation and Public Liability Insurance

37. Estimates37.0137.02

38. Sales Procedure38.00 Outline38.01 Sales Report38.0238.0338.04 Sales Agreements38.05 Sales to Employees38.0638.0739. Customs39.00 Outline39.01 Introduction39.02 Imports39.03 Exports39.04 Drawbacks

40. Not listed

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E. Phase Five.


i. As you read the following, cross-reference the descriptions with the example of the models on the following pages in order to effectively understand the graphical composition of NAME’s strategic development processes;

The Brainiac or the Diagnostic Diagram that you see in Figure #II is designed after a model of the human brain and its multi-faceted functions, which are explained in

Figure #I. Once the autonomous agents of NAME’s integral programs have sectioned & consecutively implemented the brain's reactionary network (personality), NAME will then according to Figure #II, categorize what part of a brain's reactionary system does what for any and all of the different types of functions and purposes involved in strategic and educational development.

The next step is to develop an individual analytic pie structure with the flow charts in Figures #III and IV, that will be directly implemented into a twelve-section personal, social and developmental analytic pie structure, which consists of methodologies such

as law, accounting, textile, communication, education, agriculture, health, housing, human and material resources, and of course, music & transportation. This pie structure also comes with an analytic & forecasting flow chart system, Figures #IV and V.

For the aspects of idea or product development, Figures #VI, VII and VIII, will be used if applicable.

There is also a conceptual map and performance pie structure, that will be used with the flow charts that represents growth and development, as well as being used as procedural measuring instruments (models #IX and X).

If you will now look at example model #XI, you should gain a full conception of the modeling phases involved in the Diagnostic and Analysis phase of this network, which will also include example model #X as an educational or procedural scale in the areas of strategic and educational development.

The twelfth (#XII) model is an example of the strategical surroundings inputted into this network as representing a system's environment, while model #XI will be used

additionally with model #XII in order to encircle the information needed by this network's operatives.

The models that you have just seen and read, will be recycled over & over again once the Review and Appraisement phase has been completed, so as to recognize and record any movement in the percentages of improvements or disimprovements. Additionally, the colors that are contained within these flow chart structures shall represent the twelve different program-sections that are used to generalize a system’s environment, so that the subcontractor and/or client will be able to follow the flow of the information housed within these charts as the information, description or its status changes.

400

We would like to further state that there will be other diagrammed models implemented during the course of the consultation or networking services of NAME, that are not

mentioned or shown in this appendix.

401