NY3991
PB86-866589
Citations from the
Management Contents
Database
Crisis Management
(Jan 75 - May 86)
ODOOC
U.S. DEPARTMENT OF COMMERCE
National Technical Information Service
®
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CONTENTS
Bibliographic information II
Ordering reports Ill
Sampl e citation Ill
About the database IV
About Publi shed Searches V
Title List T-l
Citations 1
Subject term index S-l
The citations contained in this document are copyrighted
and may not be reproduced without permission of the
database producer.
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BIBLIOGRAPHIC INFORMATION
PB86-866589
Crisis Management (Jan 75 May 86)
Citations from the Management Contents Database
May 86
National Technical Information Service, Springfield, VA
Report period covered: Jan 75 May 86
Supersedes PB84-861715.
This bibliography contains citations concerning the management
of crisis situations in any organization, whether due to
mismanagement or unforeseen disaster like fire, flood, or
earthquake. Effective systems and management techniques that
can avoid or lessen the impact of a crisis are described. The
importance of planning and the anticipation of unforeseen
catastrophic events are considered. This updated bibliography
contains 228 of which 72 of which are new entries to the
previous edition.)
PRICE CODE: PC N01 MF N01
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-MNC 80-02 IAU79L0054
-Internal Auditing's Response to the Foreign Corrupt
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-Norgaard, C.T Granow, R.W.
Internal Auditor, Vol 36, No. 6, Dec. 1979, P 54-64
-The Foreign Corrupt Practices Act signed in December
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"ITLE LIS"
PAGE TITLE
1 TOWARD CONFLICT MANAGEMENT IN A CIVIL WAR SETTING: A COMMUNICATION WORKSHOP
FOR STUDENTS AT THE AMERICAN UNIVERSITY OF BEIRUT
1 BRITISH WAR CABINETS IN LIMITED WARS' KOREA, SUEZ AND THE FALKLANDS
1 WHEN THE MIGHT*! STUMBLE
2 THE CITY MANAGER S ROLE IN EMERGENCY MANAGEMENT
2 SIMULATION OF A CRISIS MANAGEMENT INFORMATION NETWORK.
2 INTERVIEWING COLLEGE STUDENTS IN CRISIS.
3 REVEALED: LACK OF CRISIS PLANS.
3 ARE YOU MAKING THE MOST OF YOUR CRISES?
3 LAWRENCE, KANSAS BEFORE AND AFTER "THE DAY AFTER"
3 APPROACHES TO CONFLICT MODELING' A STUDY IN A POSSIBLE USA-USSR NUCLEAR
CONFRONTATION.
- HOW TO HANDLE A PR CRISIS.
J OIL PRICE SHOCKS, MARKET RESPONSE, AND CONTINGENCY PLANNING
J HASSLE HANDLING FRONT-LINE DIPLOMACY IN THE WORK-PLACE.
4 SIMULATING INVOLVEMENT IN COMPLEX SITUATIONS.
5 HOW JS.J BEAT THE TYLENOL CRISIS
5 MANAGING THE UNPREDICTABLE.
5 EPIDEMICS AND THE GOVERNMENT
5 FORECASTING POTENTIAL CRISES
6 WHERE TO FIND $200 BILLION TO DO THE UOB.
6 SOUS AL-MONAKH DRAMA PLAYS THROUGH SUMMER
6 KEY HUMAN RESOURCE STRATEGIES IN AN ORGANIZATION DOWNTURN.
6 CRISIS PROJECT PROGRAMMING.
7 FIVE POTENTIAL CRISES.
7 THE RIDDLE OF RECOVERY
7 A PEACE ACADEMY TO BUILD THE CHANNELS.
7 COPING WITH CRISIS .
S THE IMPACT 0* CRISIS ON MANAGERIAL BEHAVIOR.
8 OF BOXES, BUBBLES, AND EFFECTIVE MANAGEMENT
8 EFFECTS OF CRISIS ORIENTATION ON MANAGERS' APPROACH TC CONTROVERSY IN
DECISION MAKING
S THE CHALLENGE OF DEVELOPMENT TODAY
6 SHIELDING THE WORKER FROM CRISIS AT THE TOP
S MEXICO S CURRENCY CRISIS EMPHASIZES URGENCY OF SHORING UP YOUR PROTECTION
9 CRISIS RESPONSE PLANNING.
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9 IT'S THE PRESS. THERE'S A CRISIS. WHAT NOW?
9 HOW TO MANAGE DISASTERS IN ADVANCE.
10 CALIFORNIA BANKERS ASSOCIATION UNVEILS EMERGENCY PREPAREDNESS PROGRAM
GUIDELINES.
10 ADAPTING TO ENVIRONMENTAL JOLTS.
10 COMPARING COST OF ALTERNATIVE FLOOD HAZARD MITIGATION PLANS.
10 SPEAKING OUT ON ASSOCIATION ISSUES: WHOSE ROLE IS IT?
11 SEXUAL ASSAULT- THE FEMALE VICTIM, HER MALE PARTNER, AND THEIR RELATIONSHIP
11 CRISIS PUBLIC RELATIONS.
11 MANAGERIAL RESPONSE TO CHANGING ENVIRONMENTS: PERSPECTIVES ON PROBLEM SENSING
FROM SOCIAL COGNITION.
11 CONFLICT RESOLUTION SKILLS AND TECHNIQUES IN MANAGEMENT DEVELOPMENT PART
II
11 NOW IS THE TIME.
12 AN ANNIVERSARY REVIEW AND CRITIQUE: THE TYLENOL CRISIS.
12 HOW TO CAPTURE THE PROFITS OF THE DEVELOPING CRISIS IN RENTS.
12 THIRTEEN WAYS TO GET A COMPANY IN TROUBLE.
12 TO AVOID ORGANIZATIONAL CRISES, UNLEARN.
12 ORGANIZATIONAL CRISIS. PART I DEFINITION AND CONCEPTUALIZATION.
13 FINANCIAL CRISIS MANAGEMENT IN EGYPT AND TURKEY
13 MANAGING TERRORISM.
13 CONTINGENCY PLANNING FOR RESPONSE TO URBAN TRANSPORTATION SYSTEM DISRUPTION.
13 CRISIS MANAGEMENT IN METROPOLITAN DADE COUNTY
14 ORGANIZATIONAL CRISIS. PART II: STRATEGIES AND RESPONSES.
14 CONFLICT RESOLUTION AND PEACEMAKING.
14 ISSUES MANAGEMENT NEW TOOL FOR NEW TIMES.
14 PREVENTING A WORLD ECONOMIC CRISIS.
14 LESSONS LEARNED ABOUT EMERGENCY PREPAREDNESS.
15 CRISIS COMMUNICATIONS: WHAT TO DO WHEN THE ROOF FALLS IN.
15 PEACE AND CONFLICT RESOLUTION A NEW UNITED STATES ACADEMY
15 10 MYTHS OF HANDLING BAD NEWS.
15 A NEW NIGHTMARE.
16 SELF REGULATION, CRISIS MANAGEMENT AND PREVENTATIVE MEDICINE- THE EVOLUTION
OF U.K. BANK SUPERVISION.
16 DEALING WITH A CORPORATE IDENTITY CRISIS.
16 INTELLIGENCE SUPPORT TO THE SYSTEMS ACQUISITION PROCESS.
16 A CRISIS IS COMING. A CRISIS IS COMING.
16 THE FIGHT TO SAVE TYLENOL.
17 A CASE OF CRISIS COMMUNICATION.
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17 WHEN DISASTER THREATENS: HOW TO HEAD OFF CATASTROPHE IN PUBLIC RELATIONS.
17 COUNTRY CREDIT RATINGS: AFRICA.
17 TURNING A CRISIS INTO AN OPPORTUNITY
17 HELP FOR PEOPLE WHO DEAL WITH DISASTER.
18 RESOURCE SCARCITY AND THE REFORM MODEL: THE MANAGEMENT OF RETRENCHMENT IN
CINCINNATI AND OAKLAND.
18 1984. THE YEAR AHEAD.
18 CRISIS PUBLIC RELATIONS.
18 CRIMES AGAINST BUSINESS.
19 OPTIMISM OVER MEXICO FADES AT THE IMF
19 SHIPPING IN CRISIS: A TRIAL RUN FOR 'LIVE' APPLICATION OF THE HYPERGAME
APPROACH.
19 HM AMENDMENTS MEET OPPOSITION.
19 THE POSITIVE SIDE OF RECESSIONS: BRINGING ACCOUNTABILITY BACK.
19 EPHEMERAL ORGANIZATIONS IN EXTREME ENVIRONMENTS: EMERGENCE, STRATEGY, AND
EXTINCTION.
20 WORLDWIDE CRISIS IN RETIREMENT INCOME SYSTEMS.
20 STEPPING UP TO SUPERVISION: PLANNING FOR SUCCESS.
20 A NEW APPROACH TO RESCHEDULING.
20 WAR SURVIVAL FOCUS OF THE FEDERAL EMERGENCY MANAGEMENT AGENCY
20 A CORPORATE SYSTEM MODEL OF A SPORTS CLUB: USING SIMULATION AS AN AID TO
POLICY MAKING IN A CRISIS.
21 CRISIS MANAGMENT- HOW TO TURN DISASTERS INTO ADVANTAGES.
21 THE ECONOMIC EFFECTS OF FLOODS; {BY} J. P. BROWN. INVESTIGATIONS OF A
STOCHASTIC MODEL OF RATIONAL INVESTMENT,BEHAVIOR IN THE FACE OF FLOODS
21 ON THE DESIGN AND CONTROL OF CRISIS GAMES.
21 CONFLICT-MANAGEMENT TRAINING: A COGNITIVE BEHAVIORAL APPROACH
21 LEARNING FROM WORKSITE TRAUMAS.
22 SIMULATION A KEY TO CRISIS MANAGEMENT TRAINING.
22 MANAGING IN TURBULENT TIMES / BY PETER F DRUCKER .
22 EUROPE'S SUCCESSFUL CRISIS PLAN FOR STEEL.
22 HOW TO STOP A CRISIS FROM SNOWBALLING.
22 TYLENOL FIGHTS BACK.
22 BE PREPARED.
23 CRITICAL INCIDENTS IN MANAGEMENT / JOHN M. CHAMPION, JOHN H. JAMES.
23 PUTTING THE FUTURE INTO INDUSTRIAL RELATIONS.
23 TIME FOR A TURNAROUND? TAKE COMFORT, TAKE STOCK, TAKE ACTION.
23 BECHTEL: FENDING OFF THE RECESSION BY HITTING THE SMALL TIME.
23 EMERGENCY PLANNING PAID OFF
24 COPING WITH FLOODS: THE LAND USE MANAGEMENT PARADOX.
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24 MAINTAINING CONFIDENCE DURING PROLONGED CHANGE: THE CASE OF ENERGY
24 PLANNING FOR MANAGEMENT
24 CRISIS SITUATIONS.
25 TORNADO SAFETY CAMPAIGNS CAN MAKE A DIFFERENCE.
25 COMPUTER-ROOM FIRE THE TOPIC NO ONE TALKS ABOUT
25 VULNERABILITY ANALYSIS: A NEW WAY TO ASSESS FUTURE TRENDS.
25 MAKING THE MOST OF YOUR IMPULSES.
25 HOW TV COVERED AND FAILED TO COVER THE OIL CRISIS.
26 HOW TO FORMULATE A CONTINGENCY PLAN.
26 HOW SECURE IS YOUR COMPUTER FROM A DISASTER?
26 REBUILDING THE UTILITY CONSTITUENCY
26 CORPORATE PLANNING AS PSYCHO-THERAPY
26 WHEN CRISIS HITS CLIENT
27 MANAGING CONFLICT IN TODAY'S ORGANIZATIONS.
27 FLEXIBILITY- THE KEY TO MANAGING IN A CRISIS.
27 CREDIBILITY, CONFIDENCE AND THREE MILE ISLAND.
27 A MODEL OF CRISIS PERCEPTION: A THEORETICAL AND EMPIRICAL ANALYSIS.
27 EASING THE TENSIONS OF BUSINESS LIFE.
28 A CONTEMPORARY ACCOUNT OF THE GREAT WEIMAR INFLATION.
28 WHAT WE HAVE TO DO TO HELP SOLVE THE NURSING CRISIS.
28 CRISIS PLANNING AND THE PEARL HARBOR SYNDROME.
28 SHOWDOWN IN THE PERSIAN GULF
28 STANDARDS BY WHICH OTHERS MAY BE MEASURED.
28 CRISIS FORECASTING.
29 THE MANAGEMENT OF ORGANIZATIONAL CRISES.
29 FITTING THE CORPORATION TO THE FUTURE.
29 THE TROUBLESHOOTER WHO IS QUICK ON THE DRAW.
29 MARKETING AND DISTRIBUTION PLANNING FOR NO-GROWTH.
29 HOW LOCKHEED GOT BACK ITS WINGS.
30 PLANNING FOR THE UNEXPECTED.
30 A REALISTIC LOOK AT DECISION MAKING.
30 A CASE STUDY ON THE DEVELOPMENT OF THE HOME DEFENSE TRAINING GAME HOT SEAT
30 THE HAPPY DIVORCE THAT SAVED HART SKI.
30 IN SEARCH OF TOMORROW'S CRISES.
30 BURR HAMILTON ASSESSES COUNTRY RISK.
31 THE MAN WHO WATCHES NEW YORK CITY'S BOTTOM LINE.
31 THE OLYMPICS A MANAGEMENT NIGHTMARE.
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31 LIMITATIONS OF COGNITIVE ABILITIES IN THE FACE OF CRISIS.
31 'BAD DAY AT BUNKER POINT'
31 PROBLEMS YES, CRISIS NO.
32 SHOULD TRAINING DIRECTORS INSTRUCT? SOMETIMES.
32 THE SUPERIOR COMMANDER: A METHODOLOGY FOR THE CONTROL OF CRISIS GAMES.
32 DIAGNOSING CORPORATE EFFECTIVENESS AND SUSCEPTIBILITY TO CRISES.
32 PLANNING FOR THE UNUSUAL.
32 COPING WITH STRESS AND ADDICTIVE WORK BEHAVIOR.
33 TURNING PROBLEMS INTO PROFITS.
33 SMALL BUSINESS GROWTH: MAKING A CONSCIOUS DECISION.
33 MYTHS OF ECOLOGICAL STABILITY- RESILIENCE AND THE PROBLEM OF FAILURE.
33 WHAT GOES ON WHEN THE POWER GOES OFF
33 ARE YOU READY TO COPE WITH THOSE MINOR CRISES?
33 GETTING THE BEST FROM YOUR MANAGERS' BRAINS.
34 ARE YOU A ROADRUNNER?
34 RESPONDING TO CRISES THEORY AND THE EXPERIENCE OF EUROPEAN BUSINESS.
34 DIRTY HANDS AND THE IVORY TOWER.
34 MANAGING INTERPERSONAL CONFLICT IN PROJECT TEAMS.
34 COMMUNITIES ON THE PENTAGON'S HIT LIST
34 THE UNITED NATIONS ON TRIAL.
35 CRISIS DEVELOPMENT AND STRATEGIC RESPONSE IN EUROPEAN CORPORATIONS.
35 FRUSTRATION IN DECISION PROCESSES: A TENTATIVE FRAME OF REFERENCE.
35 ARE YOU RUNNING A FIRE DEPARTMENT
35 EIGHTEEN IDEAS TO HELP YOU BREAK THE PROCRASTINATION HABIT
35 DOING MORE WITH LESS--CAN COMPTROLLERSHIP MEET THE CHALLENGE?
36 CRISIS RESPONSES OF COMPETING VERSUS NONCOMPETING ORGANIZATIONS.
36 THE MILITARY PSYCHOLOGIST DURING WARTIME: A MODEL BASED ON ACTION RESEARCH AND
CRISIS INTERVENTION.
36 THE ORGANIZATIONAL AND INTERORGANI2ATIONAL DEVELOPMENT OF DISASTERS.
36 MANAGING THE CRISES IN DATA PROCESSING.
36 WHEN BLINKERS ARE BENEFICIAL.
37 THE POLITICS OF CRISIS MANAGEMENT IN GOVERNMENT: DOES PLANNING MAKE ANY
DIFFERENCE?
37 WHO ARE THE REAL PRISONERS-A CASE OF WIN-LOSE CONFLICT IN A STATE CORRECTIONAL
INSTITUTION.
37 SURVIVAL TACTICS FOR THE SMALL BUSINESS.
37 CRISIS MANAGEMENT- GETTING OUT OF A TIGHT CORNER.
37 WHEN THE MAGIC GOES.
38 THE CITY- MANAGEMENT BY CRISIS OR CRISIS MANAGEMENT
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38 APPLICATION OF SOCIAL JUDGMENT THEORY IN POLICY FORMULATION: AN EXAMPLE.
38 HOW TO WEATHER A CRISIS.
38 LDC DEBTS: EUROPEAN BANKS VERSUS U.S. BANKS.
39 HOW TO DEVELOP A CRISIS COMMUNICATIONS PLAN.
39 THE MIDCAREER CONUNDRUM.
39 HELPING PEOPLE TO DEAL WITH THEIR DIFFERENCES-AN OD DIRECTION: AN INTERVIEW
WITH STUART ATKINS.
39 DISASTER PLANNING FOR C.P.A.'S.
39 FIGHTING FIRE FROM 441 MILES UP
40 THE NUCLEAR SAFETY ISSUE THAT WON'T DIE.
40 GROUPS CAN MAKE THE BEST DECISIONS, IF YOU LEAD THE WAY
40 A THIRD-PARTY CONSULTATION MODEL FOR RESOLVING RECURRING CONFLICTS
COLLABORATIVELY
40 THE EFFECT OF CRISES ON ORGANIZATIONAL PLANNING.
40 WILL JUSTICE BE SERVED?
41 REPAYMENTS BOOST FOREIGN CONFIDENCE.
41 THE "WHAT-IF" DIRECTOR, CRISIS AVERSION AND CRISIS MANAGEMENT
41 DISASTER PREPAREDNESS.
41 SYSTEMS SURVIVORSHIP IN TIME OF CRISIS.
41 ORDEAL IN THE AIR.
42 CHEMICAL LEAK AT CARBIDE'S INSTITUTE PLANT RAISES NEW QUESTIONS ABOUT INDUSTRY
SAFETY
42 THE CREDIT ROUNDTABLE: SALVAGING ACCOUNTS.
42 KIDNAP/EXTORTION: A BANK THREAT
42 CORPORATE PLANNING IN THE NETHERLANDS.
43 WHERE DROUGHT GRIPS THE EAST
43 THE OPERATING PERFORMANCE OF RETAIL ORGANIZATIONS DURING DOWNTURN ECONOMIC
PERIODS.
43 OPTIMAL STRATEGY FOR THE ONE-AGAINST-MANY BATTLE.
43 MANAGEMENT IN CRISES.
43 COLD, "FLOOD", FIRE, POWER OUTRAGE FAIL TO HALT THIS BANK'S DATA PROCESSING.
43 TOWARD AN INDIVIDUAL STRATEGY FOR COPING WITH CHANGE.
44 THE CONTINGENCY MANAGER: DOING WHAT COMES NATURALLY.
44 THE CONSULTANT AS LONE RANGER.
44 WATER MANAGEMENT IN CRISIS.
44 WHEN IS AN ORGANIZATION EFFECTIVE A PROCESS APPROACH TO UNDERSTANDING
EFFECTIVENESS.
44 LESSONS FROM A MUNICIPAL FISCAL CRISIS.
44 THE SOURCES AND RESOLUTION OF CONFLICT IN MANAGEMENT
45 CONFLICT- A MORE PROFESSIONAL APPROACH.
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45 MANAGEMENT BY CRISIS.
45 RUMORS-ENEMY OF COMPANY MORALE & COMMUNITY RELATIONS.
45 A DECISION MODEL FOR ADJUSTING TO NATURAL HAZARD EVENTS WITH APPLICATION TO
URBAN SNOW STORMS.
45 COMING THROUGH THE CRISIS: ENGINEER RETENTION PROGRAMS AND THEIR IMPACT ON
ORGANIZATIONAL DYNAMICS.
45 CONFLICT: A NEGLECTED RESOURCE: FROM CONFRONTATION TO COLLABORATION.
46 GOOD MANAGEMENT AND THE GOLDEN MEAN.
46 CRISIS MANAGEMENT
46 THE SDR AND THE NEED FOR MONETARY REFORM.
46 PLANNING FOR THE UNTHINKABLE.
46 CONTINGENCY PLANNING TO HANDLE OFFICE DISASTER.
46 PESTICIDE RULES MAY BE REVISED TO BALANCE RISKS.
47 CARBIDE DEALS WITH DISASTER.
47 ANOTHER GOVERNMENT SECURITIES AGENT BITES THE DUST
47 CONTROLLING THE RM/MEDIA RELATIONSHIP
48 STRATEGY AND THE ENVIRONMENT- A STUDY Of CORPORATE RESPONSES TO CRISES
48 HYPERTURBULENCE AND THE EMERGENCE OF TYPE 5 ENVIRONMENTS.
48 VIEWS THE ROLE OF STRATEGIC PLANNING.
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CITATIONS
TOWARD CONFLICT MANAGEMENT IN A CIVIL WAR SETTING: A COMMUNICATION WORKSHOP FOR
STUDENTS AT THE AMERICAN UNIVERSITY OF BEIRUT. 0341426 PGD85A0306 86-01
DAY, R.C. MALARKEY, J.M. FARHOOD, L. ABDENNUR, A.
Journal of Counseling and Development Vol.63, No.5, Jan. 1985, P 306-307
CORP SOURCE- BEIRUT, AMERICAN UNIV. OF (BEIRUT) BEIRUT, LEBANON UOUR .
CODE- PGD COUNTRY- U.S.A. LANGUAGE- ENGLISH ISSN- 0031-5737 SPECIAL
FEATURE- Bibliography (8 REFS.) DOC. TYPE- JOURNAL ARTICLE TYPE-
Current Issues
A workshop, conducted at the American University of Beirut, on communication
skills aimed toward conflict management in a civil war setting, is
discussed. The workshop was held in a setting most conducive for reflection
and open communication. After the introductions of the program, the
volunteers (ten) interviewed a student of a group they did not know, a
lecture discussion on factors that obstruct or facilitate dyadic
communication, and a video vignette focusing on triadic encounters were
presented. Students then were patterned after the 'Bomb Shelter Dilemma'
The students evaluated speech listening skill, body movement and
organizational tactic employed. The workshop was evaluated as a successful
experience. Implications based on this workshop, for counselors working in
conflict settings, are discussed.
BRITISH WAR CABINETS IN LIMITED WARS: KOREA, SUEZ AND THE FALKLANDS.
0307594 PUA84P0181 ISS 11-84
SEYMOUR-URE, C.
Public Administration Vol.62, No.2, Summer 1984, P. 181-2OO. 19 Pages.
CORP SOURCE- KENT, UNIV. OF (CANTERBURY) CANTERBURY, ENGLAND JOUR. CODE-
PUA COUNTRY- England LANGUAGE- ENGLISH ISSN- 0033-3298 SPECIAL
FEATURE- Bibliography (22 REFS.) DOC. TYPE- JOURNAL
In circumstances building to a limited war, the Cabinet gives responsibility
to the War Cabinet. For the Korean situation, the standing Defense Committee
was employed, and the Cabinet was restricted to parliamentary and public
relations operations. Less sizeable, ad hoc committees were used for the
Suez and Falklands situations. In high pressure, the Cabinet could have made
major choices, but primarily through the use of the veto. Too much emphasis
on technological and military aspects, as well as tunnel vision, are the
major pitfalls of a War Cabinet. The problems affecting the operations of
the full Cabinet, which involve its proximity to the War Cabinet and
Parliament, are delineated.
WHEN THE MIGHTY STUMBLE. 0302464 HBR84G0126 84-08
WILLIAMS, C.M.
Harvard Business Review Vol.62, No.4, July/Aug. 1984, P 126-139. 14
Pages. JOUR. CODE- HER CODEN- HABRAX COUNTRY- U.S.A. LANGUAGE-
ENGLISH ISSN- 0017-8012 DOC. TYPE- JOURNAL ILLUSTR- Chart
An examination of four huge corporations in severe financial difficulties
sheds some light on the process of crisis management. The corporations
selected for review represent several industries and cut across
international borders; they are Massey-Ferguson Inc., Dome Petroleum, Ltd.,
Groupo Industrial Alfa, S.A., and International Harvester Inc. Highlights of
the study show common factors in all of these near failures. In general,
massive restructuring is mandatory in crisis management, but the situations
can be managed. Complications between lenders and the borrowing companies
will arise and often equity sacrifices must be made. Multinationals must
confront so many different sets of laws that their situation is even more
difficult. Managers must learn to manage in these difficult situations and
not yield their responsibilities to others involved in the proceedings.
Comparative charts show financial and other data for the troubled companies.
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THE CITY MANAGER'S ROLE IN EMERGENCY MANAGEMENT 84-07 PUG84C0009
KEMP, R. L.
Public Management, Vol.66, No.3, March 1984. P 9-12.
A basic function of a local government is to protect its citizens in times
of emergencies and disasters. Most people expect the government to notify
them of an emergency and to restore services. Government plans for
emergencies should clearly set down the responsibilities for all staff that
will be involved in managing an emergency The organization should have an
effective chain of command, and citizen and community groups should be
involved. A center for public information should also set up to provide the
public with frequent news about the disaster Public officials can be held
in court, if they are not thoroughly prepared to respond to emergency
situations. Therefore it is necessary for public officials to educate
themselves in the skills of emergency management.
SIMULATION OF A CRISIS MANAGEMENT INFORMATION NETWORK. 84-O4 DEC83R0588
BELARDO, S. PAZER, H. L. WALLACE, W. A. DANKE, W. D.
Decision Sciences, Vol 14, No.4, Fall 1983, P 588-606, Bibliog. 25
A simulation exercise to analyze the information requirements for a crisis
management decision support system is presented. The teehavior of decision
makers during the simulation is compared to their behavior during an actual
crisis. Both stress and communication dimensions are compared. A number of
hypotheses are tested. The impact of the findings on training, research and
design is analyzed. Research priorities for crisis management information
network simulations are identified.
INTERVIEWING COLLEGE STUDENTS IN CRISIS. 0341431 PGD85A0286 86-01
HERSH, J.B.
Journal of Counseling and Development Vol.63, No.5, Jan. 1985, P. 286-289
4 Pages. CORP SOURCE- MASSACHUSETTS, UNIV OF (AMHERST) AMHERST, MA
JOUR. CODE- PGD COUNTRY- U.S.A. LANGUAGE- ENGLISH ISSN- 0031-5737
SPECIAL FEATURE- Bibliography (18 REFS.) DOC. TYPE- JOURNAL ARTICLE
TYPE- Feature
The need for college counseling services to provide effective crisis
intervention services is established since most students will encounter
crisis at some point and ten percent will show serious emotional problems as
a result. A five step model for crisis intervention counseling is laid out.
The purpose of the crisis interview is to help the student regain
psychological equilibrium. Steps one and two outline how to approach the
crisis interview and the facts needed for a successful contact, which are
empathy, authenticity, directness and authority, and activity The counselor
needs to assess what the client wants, gather basic information, assess the
student's mental status and identify the precipitating events of the crisis.
Step four involves intervention. To ensure successful crisis intervention
the counselor needs to help the student gain an understanding of the crisis,
find appropriate release of feelings, and explore alternative ways of
coping. The final step involves making a disposition. The student's
emotional status is evaluated. Special crisis intervention cases discussed
are the suicidal or homicidal and potentially assaultive students. Methods
of assessing the suicidal potential and risk factors as well as treatment
considerations are given. For the homicidal/assaultive potential student
assessment, methods of approaching the student, and treatment are discussed.
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REVEALED: LACK OF CRISIS PLANS.
0308297 IMR84I0010-2 ISS 11-84
BROWN, D.C.
Business Marketing Vol.69, No.9, Sept. 1984, P 10,22,54. JOUR. CODE-
IMR CODEN- IMARDD COUNTRY- U.S.A. LANGUAGE- ENGLISH ISSN- 0745-5933
DOC. TYPE- JOURNAL ARTICLE TYPE- Research Findings
Most American businesses do not have a defined crisis management plan.
Western Union Corporation conducted a survey of how 1500 industrial and
service companies are prepared to handle a crisis. Only forty-seven percent
of the companies surveyed, with less than $500 million in annual sales, have
a cr i s i s pi an.
ARE YOU MAKING THE MOST OF YOUR CRISES?
0303320 PRJ84F0016 84-08
STEPHENSON, D.R.
Public Relations Journal Vol.40, No.6, June 1984, P 16-18. 3 Pages.
CORP. SOURCE- DOW CHEMICAL CANADA SARNIA, ONTARIO JOUR. CODE- PRJ
CODEN- PREJAR COUNTRY- U.S.A. LANGUAGE- ENGLISH ISSN- 0033-3670
TYPE- JOURNAL ARTICLE TYPE- Feature
DOC .
A crisis is sudden, urgent, visible and involves top management.
Opportunities created by a crisis include focus on an issue, the chance to
demonstrate a company's capabilities and a manager's skills. In a crisis
situation the public must be informed frequently and accurately Providing
details to the media avoids rumors or alarm. A crisis strategy should
include identifying target areas, preparing authoritative information,
conveying an open approach, conveying information to your key public and
having experts available. Also important are preparing an information plan,
including easily transportable kits, training management and employees and
transmitting information as soon as possible with an open attitude.
LAWRENCE, KANSAS BEFORE AND AFTER "THE DAY AFTER" 84-07 PUG84C0013
WATSON, B. M. JR
Public Management, Vol.66, No.3, March 1984, P 13-15.
In Lawrence/Douglas County, Kansas, the emphasis of emergency management
techniques is on minimizing the effects that disasters bring on. The county
system has several systems set up to warn and protect citizens during an
emergency The majority of the general planning is a combined effort between
the emergency preparedness coordinator and city and county departments
providing the disaster services. In order for emergency situations to be
handled effectively, there must be a strong chain of command. Its resources
must be well planned and organized, and all staff must be well trained. The
city of Lawrence and Douglas County has had a number of opportunities to
test its emergency preparedness system. Results have shown that the good
planning and organization of the systems have paid off
APPROACHES TO CONFLICT MODELING: A STUDY IN A
CONFRONTATION. 84-04 JM083K0397
POSSIBLE USA-USSR NUCLEAR
FRASER, N. M. HIPEL, K. W. DEL MONTE, J. R.
Journal of Policy Modeling, Vol.5, No.3, Nov. 1983, P 397-417, Bibliog. 37
Five game theory-type models are used to investigate the possible effects of
a nuclear crisis between the United States and the Soviet Union. The
metagame analysis model includes a thorough methodology for the analysis of
a nuclear crisis, as well as other global-type crises. This model is related
to a state transition one and game dynamics can then be completely
identified. The algorithm in the metagame model is very well suited for this
analysis of possible affronts by the Soviet Union to Western Europe. Each
modeling approach is analyzed and compared. Tables of stability analysis i
related data are included as is a transition matrix for nuclear conflict.
The military conflict modeled herein is treated with state transition and
anticipated resolutions.
and
-------
HOW TO HANDLE A PR CRISIS.
PINES , W.L.
O344382 PU085P 86-03
Public Relations Quarterly Vol.30, No.2, Summer 1985, P. 16-19. 4 Pages.
JOUR CODE- PUO COUNTRY- U.S.A. LANGUAGE- ENGLISH ISSN- 0033-3700
DOC. TYPE- JOURNAL
The preparations for crisis management by a company can effectively handle a
public relations (PR) problem. Things to concentrate on include centralizing
the spokesperson assignment, telling the whole story at once to prevent
dribbling the negatives out over a period of time, and quick response.
Things to avoid include permitting others to announce bad news and trying to
be promotional in the bad news message. Examples of product recalls and test
result failures are presented which involved the Food and Drug
Administration (FDA) and company announcements.
OIL PRICE SHOCKS, MARKET RESPONSE, AND CONTINGENCY PLANNING.
0310905 AEI84X0004 ISS 11-84
HORWICH, G.
WEIMER, D.L.
American Enterprise Institute, Washington, D.C. 1984, P 1-213. 210 Pages
Index, 6 Pages. CORP. SOURCE- PURDUE UNIVERSITY JOUR CODE- AEI
COUNTRY- U.S.A. LANGUAGE- ENGLISH SERIES- Studies in Energy Policy
PUBLISHER- Research, Washington, DC ISBN- 0-8447-3554-X CALL NO.
HD9566.H67 LIE. CARD- 84-2997 SPECIAL FEATURE- Bibliography (116
REFS.) DOC. TYPE- RESEARCH REPORT ILLUSTR- Chart, Graphs, Tables
ARTICLE TYPE- Current Issues
A study of government response to oil market fluctuations is presented. The
traditional government policy of price controls and allocations is assessed.
Traditional policies are contrasted to market-oriented approaches of
responding to market fluctuations. An analysis of the impact of oil market
regulations is provided. A market-oriented contingency plan is proposed.
Concluding that traditional government policies have been ineffective,
Horwich and Weimer recommend an options system for purchasing oil in the
strategic petroleum reserve Revenue from these sales would revert to the
states for financing services. Tables give information on oil cost, supply,
consumer response and effects of the cost. Graphs show market fluctuations.
A chart shows a schematic representation of oil and other company-product
transactions. The entire book is available from Management Contents through
DIALORDER (MGMT) or toll-free at 1-800-323-5354
HASSLE HANDLING- FRONT-LINE DIPLOMACY IN THE WORK-PLACE.
FRIEDMAN, P G.
84-07 ABB84CO030
ABCA Bulletin, Vol 47, No.1, March 1984, P 30-34, Bibliog. 3
Hassle handlers deal with problems in organizations. Some deal with
customers or citizens; these people are called flak-catchers. Others perform
a function of imposing discipline on others; these people are called
enforcers. Many hassle handlers do both flak-catching and enforcing.
SIMULATING INVOLVEMENT IN COMPLEX SITUATIONS.
84-07 OME8420125
RADFORD, K. J.
Omega, Vol 12, No.2, 1984, P 125-130, Bibliog. 9
Models for the study of conflict situations have been proposed, for example
the game theory of von Neuman and Morgenstern. This study described a
simulation procedure for use in resolving a complex issue. Steps in the
process begin with defining the issue, and listing the participants, their
objectives, and their power to influence the outcome of the issue.
-------
HOW J£J BEAT THE TYLENOL CRISIS.
ANON
Marketing, Vol 15, No.10, Dec.
84-04 MAR83L0112-2
1983, P 12.
Johnson and Johnson's strategy to reintroduce Tylenol after the 1982 cyanide
tragedy is described. The key to the strategy was public relations. Johnson
and Johnson kept open contact with health authorities, law enforcement
agencies, the media, and the public. The strategy worked and the company has
now won back its market share.
MANAGING THE UNPREDICTABLE.
0311501 CBM84H0092 12-84
WOOD, C.
Canadian Business Vol.57, No.8, Aug. 1984, P 92-94,97+. 4 Pages. JOUR.
CODE- CBM CODEN- CABUAL COUNTRY- Canada LANGUAGE- ENGLISH ISSN-
0008-3100 DOC. TYPE- JOURNAL ARTICLE TYPE- How-To
When a crisis hits a firm it's vitally important that management handles it
properly. Otherwise, the result can be catastrophic. Case histories reveal
how some companies have handled crises. Lessons learned from experience are
told. Certain kinds of newer industries can expect crises and should be
prepared.
EPIDEMICS AND THE GOVERNMENT
WILSON, G.
0304036 GA084N0026 ISS 09-84
GAO Review Vol 19, No.2, Spring 1984, P 26-27,40. 3 Pages. CORP
SOURCE- GENERAL ACCOUNTING OFFICE JOUR. CODE- GAO COUNTRY- U.S.A.
LANGUAGE- ENGLISH ISSN- 0016-3414 SPECIAL FEATURE- Bibliography
REFS.) DOC. TYPE- JOURNAL ARTICLE TYPE- Current Issues
(32
National epidemics and other health crises command government concern in a
variety of fashions. The labeling of an epidemic is not the simple task that
it outwardly appears to be. Traditionally, it is an outbreak of disease
affecting one percent of the population. The decision making process
involves a consensus of a variety of the political and scientific factions
of the medical community. The mobilization of funds is a major aspect of
government involvement. Research and immunization programs are largely
supported by government, through the National Institutes of Health (NIH) and
other agencies. Government response is often considered slow and
insufficient. But there are no funds directly set for health crisis
situations, and a variety of decisions need to be made in overseeing these.
Caring for the victims is a large factor in government involvement which is
largely unpublicized. Government employees may be involved or the government
may need to act as a catastrophic insurer for individuals, states or
companies. Communication is an important factor in government involvement in
its role of educating the public, but avoiding hysteria. Privacy is a
controversial issue in epidemic situations. The medical files are used by
many, and records are stored at national centers. Knowing the lack of
privacy, patients sometimes give inaccurate information, which causes the
government to disseminate inaccurate information. The question of liability
is a major issue. Politics plays a large part in health crises.
FORECASTING POTENTIAL CRISES.
NEUFELD, W. P
84-07 FUT84D0007
Futurist, Vol 18, No.2, April 1984, P 7-8.
Proper responses to crises can only be formulated when crises are accurately
forecast. Research indicates that crises do not occur without warning.
Identifiable forces precede many crises. Lack of preparation may lead us to
consequences we do not wish to pay Five potential crises are identified.
-------
WHERE TO FIND $2OO BILLION TO DO THE JOB. 84-06 BWE84C26&5
ANON
Business Week, No.2835, March 26, 1984, P 105-106.
If the deficit crisis goes unattended, the general welfare of the nation
will be threatened. A special report outlines cost cutting measures. Cuts in
goods and services must take place across the board, and involve all
segments of society Expense areas that need reform are benefits for the
elderly, defense spending, benefits for the poor, agricultural subsidies,
aid to local governments, bureaucratic pensions and taxation.
SOUG AL-MONAKH DRAMA PLAYS THROUGH SUMMER. 84-04 MEE83I0013
ANON
Middle East Executive Reports, Sept. 1983, P 13-14.
Government reaction to the Soug al-Monakh stock market crisis in Kuwait has
been building all through the summer of 1983. The National Assembly finally
approved the plan the government proposed which would reduce the number of
bankruptcies by more than two-thirds, and would make debts which were
conceived when postdated checks were used to purchase stock equal to the
value of the stock at the time it was purchased. This plan has caused the
Minister of Finance and Planning to resign; he protested that honest
investors would be penalized. The government has also used it funds to cover
speculators and creditors, and this has led to a ten billion dollar drain on
Kuwait's financial reserves. In the wake of the crisis, the Ministry of
Commerce has drafted a regulatory law dealing with the future of
transactions on the new stock exchange.
KEY HUMAN RESOURCE STRATEGIES IN AN ORGANIZATION DOWNTURN.
0344157 HRM84N 86-O3
PERRY , L . T
Human Resource Management Vol.23 No 1, Spring 1984, P. 61-75. 15 Pages.
JOUR. CODE- HRM COUNTRY- U.S.A. LANGUAGE- ENGLISH ISSN- 009O-4848
DOC. TYPE- JOURNAL ILLUSTR- Tables ARTICLE TYPE- Feature
During the stress of an organization's downturn, the way in which employees
are treated can have a major impact on long-term adjustments. The loss of
key employees during this time is crucial People leave an organization for
two reasons: (1) abandoning the ship, and (2) making an exit that is timed
well An employee will stay with an organization that is in a downturn as
long as there is anticipation of future rewards. The cases of the
Continental Illinois Bank and Intel Corporation, as they relate to loss of
key employees, are discussed. In order to make use of a human resource
imperative that will counteract loss of valuable employees during an
organization's downturn, uncertainty must be minimized and new career
opportunities must be developed.
CRISIS PROJECT PROGRAMMING. 0304631 JSM84E0038 ISS 09-84
SPENCE, J.W. GUYNES, S. RICHARDS, T.C.
Journal of Systems Management Vol.35, No.5, Issue No.276, May 1984, P.
38-41 3 Pages. CORP. SOURCE- NORTH TEXAS STATE UNIVERSITY JOUR. CODE-
JSM CODEN- JSYMA9 COUNTRY- U.S.A. LANGUAGE- ENGLISH ISSN- 0022-4839
SPECIAL FEATURE- Bibliography (4 REFS.) DOC. TYPE- JOURNAL
Unforeseen difficulties and missed schedules create a crisis environment in
which many software engineers operate. Real crisis project programming, as
defined by the author, exists when money is not a primary constraint. At the
crisis stage, the best staffing available must be used, not the programmer
trainee Developmental software can aid in cutting time from the project
cycle. Top-down structured design is essential. Thirty-one 'Do's' and
'Don'ts' are listed. The key to success is skilled and innovative
management.
-------
FIVE POTENTIAL CRISES. 84-07 FUT84D0009
ANON
Futurist, Vol 18, No.2, April 1984, P 9-19.
Research has identified five areas that hold the greatest potential for
future crises. Weather patterns will change due to increasing amounts of
carbon dioxide in the atmosphere. Without a change in current trends, the
United States may experience water shortages by the end of the century
Neglect of the physical infrastructure will result in costly corrective
action. A collapse of the international monetary system is not as unlikely
as some think. There seems to be no way to assure nuclear weapon limitation.
THE RIDDLE OF RECOVERY 84-06 III84B0119
FEUSTEL, S.
Institutional Investor International Edition, Feb. 1984, P 119-120,123+
The stock exchange crisis of August 1982 in Kuwait has forced the need for
government intervention. The complex problem is producing many different
viewpoints as to how the economy should be stimulated, how much regulation
should be set, and what direction the economy is headed. The fact that
settlement of the crisis has taken so long has made the problem worse. Lack
of communication between the central bank and the Finance Ministry
contributes to the problem, also. Stricter supervision is mandated. The
government's role in supporting the economy is debated. Kuwaiti investors
are showing a change in attitude by considering risk to a greater degree
now .
A PEACE ACADEMY TO BUILD THE CHANNELS. 84-04 NAF84M0037
MAPES, M. C. JR.
National Forum: Phi Kappa Phi Journal, Vol.64, No.1, Winter 1984, P 37-38.
Although for centuries mankind has proclaimed peace to be one of its highest
goals, attainment of peace has not occurred, and, in fact, violence on an
individual and international level has been the norm. While conflict may be
a normal necessary part of human evolution, there needs to be found
non-violent methods to deal with this state, and science which has provided
more and more deadly weapons with which humans are violent towards one
another, has also provided a method for resolving conflict. What we need is
a national commitment to peace, the establishment of a Peace Academy which
could devote the same type of time and financial resources to the study of
peace as have been devoted to the creation of weapons. There is a proposal
before Congress which would establish a Peace Academy, which could prove to
be the key institution by which the future will be shaped.
COPING WITH CRISIS. 0307024 NAB84H0052 ISS 11-84
FINK, S.
Nation's Business Vol.72, No.8, Aug. 1984, P 52-53. CORP. SOURCE-
LEXICON COMMUNICATIONS CORP. LOS ANGELES, CA JOUR. CODE- NAB CODEN-
BUSAY COUNTRY- U.S.A. LANGUAGE- ENGLISH ISSN- 0028-047X DOC. TYPE-
JOURNAL ARTICLE TYPE- How-To
Almost any business is bound to have some kind of crisis from time to time
and management can ease the shock by preparing for it. Crises can come in
any of several forms, both anticipated and otherwise. Examples of each are
given. Specific examples of how planning for crisis can help when it happens
are explained. Suggestions for managing a crisis are made. Cases of actual
crises are cited.
-------
THE IMPACT OF CRISIS ON MANAGERIAL BEHAVIOR.
SLATTER, s.S.
0297999 BH084E0065 84-08
Business Horizons Vol.27, No.3, May/June 1984, P 65-68. 4 Pages. CORP
SOURCE- LONDON BUSINESS SCHOOL JOUR. CODE- BHO CODEN- BHORAD COUNTRY-
U.S.A. LANGUAGE- ENGLISH ISSN- 0007-6813 DOC. TYPE- JOURNAL ILLUSTR-
Chart
The way managers respond to a crisis situation varies with the type of
people involved and also what the situation is. Four stages of crisis
development are usual and they are: hidden crisis, crisis denial,
disintegration of organization and organizational collapse. During
organizational collapse managers tend to display certain behavioral
characteristics which are detailed in a chart included. Knowing how to
detect a crisis early and also how to deal with the crisis is of utmost
importance to a management team.
OF BOXES, BUBBLES, AND EFFECTIVE MANAGEMENT
HURST, D. K.
84-07 HBR84E0078
Harvard Business Review, Vol.62, No.3, May/June 1984, P 78-88, Bibliog. 17
Hard box management works with hard facts and solid numbers. Soft bubble, or
process, management can be more effective than the hard box approach.
Sometimes it is appropriate to jump out of rigid belief structures. People
are social as well as rational animals.
APPROACH TO CONTROVERSY IN DECISION
EFFECTS OF CRISIS ORIENTATION ON MANAGERS'
MAKING. 84-05 AMJ84C0130
TJOSVOLD, D.
Academy of Management Journal, Vol.27, No.1, March 1984, P
Bibliog. 17
130-138,
A crisis occurs when a serious threat is perceived, there is uncertainty
about the outcome of responses, and a response must be initiated quickly.
Managers in crisis show signs of closed-mindedness. Those managers who are
confronted with a minor issue or challenge are more likely to have open
discussions, even when they disagree with the subordinate.
THE CHALLENGE OF DEVELOPMENT TODAY.
84-03 FID83I0002
STERN, E,
Finance & Development, Vol.20, No.3, Sept. 1983, P 2-5.
The World Bank's senior vice-president, Operations, Ernest Stern, is
interviewed. The Bank responds to the needs of its members. Emphasis is on
lending in support of structural changes. Lending for crisis management is
decreasing. Other emphasis areas are agriculture, export and energy sectors.
The Bank continues to finance a portion of a project's costs to insure
country commitment.
SHIELDING THE WORKER FROM CRISIS AT THE TOP.
SIEGEL, J. S.
83-12 NEW83I1978
New England Business, Vol.5, No.15, Sept. 19, 1983, P 78-80.
Instability among top management of any organization can have disastrous
effects among the workers who look towards the management for leadership.
Several examples of this trickle-down effect are given, including the
disastrous way the Red Sox played baseball after infighting among the owners
was aired publicly day after day From all this, top management needs to
learn the lesson that employees do respond to stability within a
corporation, and that those who really want a company to prosper would do
-------
well to protect and nurture the human resources that help shape that
company.
MEXICO'S CURRENCY CRISIS EMPHASIZES URGENCY OF
83-04 RKM83A0010
SHORING UP YOUR PROTECTION.
HUTCHIN, J. W.
Risk Management, Vol.30, No. 1 , Jan. 1983, P 10-12,14.
The risk manager's role in Mexico is explored. The challenges that the risk
manager will be faced with are dealing with devaluation risk and identifying
potential candidates for devaluation to avoid being caught off-guard. The
risk manager, utilizing a combination of implementation, pre-planning and
anticipation techniques is helping to assure good management of devaluation.
CRISIS RESPONSE PLANNING.
KARTEZ, J. D.
84-07 JAM84MO009
Journal of the American Planning Association, Vol.50, No.1, Winter 1984, P
9-21, Bibliog. 38
Emergency response strategies can have a greater impact when recognition is
made- to recurring individual and organization behavior patterns. Focus
should be placed on the emergency planning process and the individuality of
the public institution concerns. Emergency planning should be an
institutional process. Local government must act with an immediate response
to the crisis and be capable of handling short-term emergency recovery
periods. The Mt . St. Helens volcanic eruption emergency is used for the
study. Local jurisdictions responded to the emercency through existing local
functional lines of organization without employing national emergency and
civil defense offices. When internal and external forms of assistance were
ranked after the crisis, state and federal assistance sources received the
lowest rankings. Planning must then be focused upon institutional issues.
since local jurisdictions are dependent upon their own institutions during
the intital crisis response.
IT'S THE PRESS. THERE'S A CRISIS. WHAT NOW?
VICKERY, H. B. Ill
84-05 ASM83C0047
Association Management, Vol.35, No.3, March 1983, P 47-51.
A public relations crisis calls for skillful association management. A
general plan of action for dealing with a public relations crisis should be
part of every association's management plan. It is important to react to a
crisis with total candor in order to strengthen the association's reputation
as being a reliable source of information. Prompt action to protect the
public must be taken, and the association should take the initiative in
communications with the press. Sidebars suggest ways of dealing with the
media and establishing a crisis plan to meet the needs of a particular
associat ion.
HOW TO MANAGE DISASTERS IN ADVANCE.
BODYCOMBE, B.
84-03 MT082K0041
Management Today, Nov. 1982, P 41,44,46.
The risk of disaster in an era of increasing technology plagues many firms
in the United Kingdom and elsewhere. Although a plan for disaster had been
formed, it proved sorely lacking in the Flixborough incident in 1974. Access
to the site was eradicated, and the chaos of evacuation stopped the arrival
and effectiveness of emergency services. Disaster plans must be exercised
and tested for viability. The multi-level purposes of disaster plans are
analyzed, and table top exercises are highlighted.
-------
£ALT'-"'.1-'JIA BANKERS ASSOCIATION UNVEILS EMERGENCY PREPAREDNESS PROGRAM
UID':' "'ES. 83-12 WBK83H0013
Wet-t>,n Banker, Vol 139, No. 8, Aug. 1983, P 13.
-' "• major California bank suffered the loss of operations of its data
Pr'ocessing center for a week or so due to earthquake damage, economic
disaster might well ensue. To handle that possibility, the California
Bankers Association has developed a Guideline. The Guideline speaks to
P rsonnel protection, management succession, recovery activities and
Protecting the facility. Each of California's four hundred commercial banks
has received a copy of the Guidelines.
ADAPTll';, ;'!., tNVj fiONMENTAL JOLTS. 83-02 AS082L0515
MEYER, A. D.
Administrative Science Quarterly, Vol.27, No.4, Dec. 1982, P 515-537,
B i b1 i og. 5 1
A study of how organizations react to environmental jolts is presented. An
environmental jolt is any kind of unforeseen event with a disruptive impact
A doctors' strike is used as a case study An organization's ideology and
adaptation strategies are found to influence its response greatly Its
structure and stock pile of slack resources have less of an effect.
Environmental jolts rarely cripple or destroy an organization. In fact,
there are even some advantages to an organizational jolt.
COMPARING COST OF ALTERNATIVE FLOOD HAZARD MITIGATION PLANS.
84-07 JAM84MO022
DAVID, E. MAYER, J.
Journal of the American Planning Association, Vol.50, No.1, Winter 1984, P
22-35 .
Soldiers Grove, Wisconsin will relocate its business district away from its
flood prone location by the Kickapoo River A proposal for construction of a
levee was rejected. The Soldiers Grove experience is an example of
alternative cost comparisons for avoiding losses due to natural hazards. The
two alternatives are: removal of people and property or employment of
engineering methods for flood control What are actually compared are the
measurable costs of solutions which are not inherently parallel: The cost of
protection and upgrading of buildings in a natural flood plain, versus the
cost of property abaandonment for substitutions in a nearby location
Communities must consider funding and unmeasureable benefits and/or costs.
SPEAKING OUT ON ASSOCIATION ISSUES: WHOSE ROLE IS IT? 84-05 ASM83C0053
WALTERS, J.
Association Management, Vol.35, No.3, March 1983, P 53-57,59.
Associations view themselves as the official spokesmen for the industries or
professions they represent. Communication to the press and public is
therefore of paramount importance. An official association spokesman should
be elected who will reflect the views of the board on national issues
Sometimes a spokesman will be called upon to make a comment before the board
has had a chance to rule on the issue, and he will have to decide whether to
comment or to wait for board consensus. It can be difficult to assemble the
board on a moment's notice when a such a situation occurs. Communication
between the chief elected official and the chief paid official is crucial in
order to consolidate opinions.
10
-------
SEXUAL ASSAULT: THE FEMALE VICTIM, HER MALE
84-03 PGD83K0143
PARTNER, AND THEIR RELATIONSHIP
ORZEK, A. M.
Personnel and
Bibliog. 23
Guidance Journal, Vol.62, No.3, Nov. 1983, P 143-146,
Rape, when inflicted on the female partner of a relationship, will likely
affect the significant male in a variety of ways. It is considered extremely
important to involve the male partner of a stable relationship in the
women's therapy, as the man is often her prime support. The male's response
to rape is based primarily on the partners' relationship beforehand and on
the male's belief concerning sexual assault. The mental health progression
needs to recognize the impact of rape on the male and respect the crisis
faced by him, before his utilization in treatment is possible. Only then
will the woman be able to secure the most effective treatment for rape.
CRISIS PUBLIC RELATIONS.
83-11 DBM83H0050
LEVY, R.
Dun's Business Month, Vol.122, No.2, Aug. 1983, P 50-53.
When an unforeseen crisis falls upon a company, the best solution is to be
prepared for the worst and not try to hide the fact that something happened.
When a public- relations crisis does happen, a company should explain the
facts and inform the consumer and the media what will be done to solve the
problem.
MANAGERIAL RESPONSE TO CHANGING ENVIRONMENTS:
FROM SOCIAL COGNITION. 83-02 AS082L0548
PERSPECTIVES ON PROBLEM SENSING
KIESLER, S.
SPROULL, L.
Administrative Science Quarterly, Vol.27,
B ibliog. 128
No.4, Dec. 1982, P 548-570,
A study of managerial problem sensing is presented. Problem sensing is a
form of organizational adaptation to changing environments. It involves
noticing, interpreting, and incorporating stimuli Various theories of
social cognition are presented. These theories can be used to improve
problem sensing. Common errors in problem sensing are also discussed.
Crises, chance events, and extreme change can affect problem sensing.
CONFLICT RESOLUTION SKILLS AND TECHNIQUES IN MANAGEMENT DEVELOPMENT PART II
84-07 JMD8340015
DICK, B.
Journal of Management Development, Vol.2, No. 4, 1983, P 15-31, Bibl iog. 6
This article is the second part of a paper discussing conflict
skills for managers; the first part appeared in the Journal of
Development, Vol 2, No. 3. The process of conflict resolution
preliminary interviews, compiling a list of issues, exchange of information
and conclusion. Conflict resolution is essential to the organization.
resolut ion
Management
consists of
NOW IS THE TIME.
ROSSIE, C. M.
84-05 CCJ83K0018
Communicator's Journal, Vol 1, No.4, Nov./Dec. 1983, P. 18-22.
Professional communicators should anticipate crises and their responses to
them. The President's commission on the accident at Three Mile Island should
prove valuable reading for all public relations people. Johnson and
Johnson's dealings with the Tylenol matter are highlighted.
1 1
-------
AN ANNIVERSARY REVIEW AND CRITIQUE: THE TYLENOL CRISIS. 84-03 PRR83R0024
SNYDER, L.
Public Relations Review, Vol.9, No.3, Fall 1983, P 24-34, Bibliog. 16
The Tylenol crisis of 1982 serves to demonstrate the need to recognize
public relations as a top management, independent function. For it is the
public relations (PR) professionals who plan for communication crisis
contingencies. At Johnson and Johnson it is the marketing achievement that
deserves accolades for rebuilding the product as a leader in market share.
The PR department at Johnson and Johnson is faulted for having no crisis
emergency plans and for lacking an operational plan that interprets a
working procedure based upon Johnson and Johnson's own organizational
planning. Such a public relations plan points the way toward the use of
opinion surveys as strategic public relations tools
HOW TO CAPTURE THE PROFITS OF THE DEVELOPING CRISIS IN RENTS.
83-11 FPL83H0042
GOURGUES, H. W.
Financial Planner, Vol 12, No.8, Aug. 1983, P 42.
The Chinese expression for crisis is a combination of the symbols for
opportunity and danger It is recommended that investment in middle level or
greater risk economics should be made in areas opposite crisis points A
rising rent curve and need for more housing in the next decade are analyzed
in light of their opportunity and danger quotients for investment. Large
blind pools are more interested in real estate than previously
THIRTEEN WAYS TO GET A COMPANY IN TROUBLE. 83-02 INC81I0097
BANASZEWSKI, J.
Inc., Vol.3, No.9, Sept. 1981, P 97-100.
Management consultants have been brought into companies to spot problems and
find solutions. Two management consultants have found thirteen reasons
companies find themselves in trouble. In most cases, problems could be
avoided if there were better communication within the company The thirteen
trouble areas are presented.
TO AVOID ORGANIZATIONAL CRISES, UNLEARN. 84-07 ORD84NOO53
NYSTROM, P C. STARBUCK, W. H
Organizational Dynamics, Vol 12, No.4, Spring 1984, P 53-62.
Organizations train and perpetuate their learning in programs that are
routinely repeated through standard operating procedures. These programs
create inertia. Conformity becomes the norm; complacency sets in. To
survive, organizations must unlearn old habits.
ORGANIZATIONAL CRISIS. PART I: DEFINITION AND CONCEPTUALIZATION.
84-05 HUR83L1141
MILBURN, T W. SCHULER, R. S. WATMAN, K. H.
Human Relations, Vol.36, No.12. Dec. 1983, P 1141-1160, Bibliog. 39
A two-part definition of organizational crisis is presented. The major
aspects of the organizational crisis are antecedents, responses, and
moderators. These aspects are conceptualized in a diagram. Internal ano
external environments are crucial in the development of organizational
crises. Eight types of organizational crises are analyzed with three
different dimensions: control, opportunity-threat, and organizational
susceptibility and vulnerability
-------
FINANCIAL CRISIS MANAGEMENT IN EGYPT AND TURKEY 84-03 JWT83G0325
RADKE, D. TAAKE, H. H.
Journal of World Trade Law, Vol.17, No.4, July/Aug. 1983, P 325-336.
LEGAL DOCUMENT JURISDICTION- International
The most important economic crises of the 1970s were those of Egypt and
Turkey. The backgrounds of the 1973 Egyptian-Israeli War and the 1977
Turkish balance of payments downfall are reviewed. The multilateral aid
packages brought to the rescue beginning with the Gulf Organization for the
Development of Egypt (GODE) and the OECD program for Turkey are analyzed.
Stabilization has not yet been achieved but progress has been made. The
lessons learned thus far should be helpful in the balance of payments crises
expected for a number of countries in the 1980s.
MANAGING TERRORISM. 83-11 MAG8320O11
ROUKIS, G. S.
Managing, No.2, 1983, P 11-13.
International corporate terrorism is escalating every year, and studies
indicate that terrorists who aim at corporations and their executives have a
very good chance of succeeding. There are steps a company can take to
prepare for the possibility of terrorist actions. Using a Crisis Management
Team, and training executives who may be at high risk of kidnapping may
prove to be valuable. Executives need to learn techniques that may help them
defeat a kidnap attempt or survive a successful kidnapping. Since companies
usually pay the demand ransom, an executive who learns terrorist survival
techniques has a good chance to come through the incident unharmed.
CONTINGENCY PLANNING FOR RESPONSE TO URBAN TRANSPORTATION SYSTEM DISRUPTION.
83-02 JAM82R0454
MEYER, M. D. BELOBABA, P
Journal of the American Planning Association, Vol.48, No.4, Autumn 1982, P
454-465, Bibl iog. 25
A disruption of public transit service can affect millions of commuters.
Governments are often unprepared for such an event. Public confusion is the
result. Three case studies of transit service interruptions are presented. A
model for contingency planning is then developed. A crisis management
strategy and structure must be developed. A common crisis plan is then drawn
up. Finally, plans for specific crises are formulated.
CRISIS MANAGEMENT IN METROPOLITAN DADE COUNTY 84-07 PUG84C0002
STIERHEIM, M. R.
Public Management, Vol.66, No. 3, March 1984, P 2-4
Dade County is a cosmopolitan area that must deal with the problems of being
an international gateway. It is a multi-ethnic community that has had to
deal with numerous emergency situations in recent years. Crisis management
requires stripped down administrative processes, rapid decisions and
emergency power The Mariel boatlift and the Haitian influx in the 1980s to
Dade County required mobilization of all emergency resources. It is clear
from events in Dade County that local crises require the restorative efforts
of an entire community
13
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ORGANIZATIONAL CRISIS. PART II: STRATEGIES AND RESPONSES.
84-05 HUR83L1 161
MILBURN, T W. SCHULER, R. S. WATMAN, K. H.
Human Relations, Vol.36, No.12, Dec. 1983, P 1161-1180.
Responses to organizational crisis can be described in terms of the level of
the individual: short, intermediate, and long-term. Organizational
effectiveness and survival is dependent on all three types of response, with
the most permanent effects being based on the long-term response Examples
of both preventive and management action strategies are described. Empirical
examples of these concepts are shown in diagrams.
CONFLICT RESOLUTION AND PEACEMAKING.
HOLT, M. E.
84-02 NAF83R0002
National Forum: Phi Kappa Phi Journal, Vol.63, No.4, Fall 1983, P 2.
In our attempts to build a fair and just society, the court system in our
country is being abused by a litigation happy population. A society so
concerned with litigation is not a productive society, and a legal system so
bogged down with lawsuits is unable to dispense a fair justice to anyone.
Conflict at its worst is characterized by terrible and destructive war; but
if the human race is to survive, methods for peaceful resolutions to
problems without litigation or war must be found and used.
ISSUES MANAGEMENT
ASHLEY, W. C.
NEW TOOL FOR NEW TIMES.
83-11 BMR83HOO10
Bank Marketing, Vol 15, No.8, Aug. 1983, P 10-14.
A new discipline has emerged to help an organization deal with crisis-issues
management. Issues management helps the organization obtain control over
change. It is a decision support system that helps managers deal with
today's uncertain environment. Strategic issues management's information
gathering is a function of top management. Methods for defining strategic
issues are given. A systematic and organized rationale must be used to deal
with the issues. One model is demonstrated that uses external trend
assessment, priority assignment, issue analysis, corporate strategic
options, and action guidelines Committees should be set up in the
organization to deal with issues management
PREVENTING A WORLD ECONOMIC CRISIS.
83-02 VIT82K0054
BERGSTEN, C. F
Vital Speeches of the Day, Vol 49, No.2, Nov 1, 1982, P 54-59.
The United States and the entire world economy is in a bad state. A strategy
is necessary to restore economic growth in the United States as well as the
rest of the world. The effects of the economy on world trade are explored.
The effects of the world economy on the international debt are explored.
Some possible strategies are presented to help prevent a world economic
crisis.
LESSONS LEARNED ABOUT EMERGENCY PREPAREDNESS.
84-07 PUG84C0005
HARMAN, D.
Public Management, Vol.66, No.3, March 1984, P 5-8.
In an effort to train staff to be prepared for future disasters staff
members from Alexandria, Virginia participated last year in a emergency
Management Agency. Alexander has experienced emergencies caused by flooding
in the past. The training program emphasized the importance of basic
elements in emergency response. This includes the team that will be called
-------
upon to handle an emergency Staff members were subjected to disaster
scenarios. Staff should be fully knowledgeable of the resources available. A
good decision making process is also important during an emergency
situation. Other important factors include the command facilities available
to help during emergency situations and the efficiency of evacuation
procedures. It is clear that it is essential for local administrators to be
able to manage emergencies. It is also clear that it is important for a
local government to continually train to be prepared for an emergency
CRISIS COMMUNICATIONS: WHAT TO DO WHEN THE ROOF FALLS IN.
84-05 IMR84C0096
BARRY, R. A.
Business Marketing, Vol.69, No.3, March 1984, P 96,98+
Communication during a crisis must contain the elements of organization,
calm, timeliness, and cooperation with media. Corporations should establish
a strategy for crisis communications. Planning the strategy incorporates
highlighting where problems will surface, defining the potential problems,
establishing solutions, and monitoring procedures. Management and public
relations must present consistent information to the public and to the
media. Provide media and information releases at the immediate onset of the
crisis, upon a first assessment, when progress reports are viable, and when
the crisis is under control
PEACE AND CONFLICT RESOLUTION A NEW UNITED STATES ACADEMY
84-02 NAF83R0008
MATSUNAGA, S. M.
National Forum: Phi Kappa Phi Journal, Vol.63, No.4, Fall 1983, P 8-9.
While a plan for a Peace Office or an Academy of Peace might seem like
revolutionary ideas, they have, at one time or another, been proposed since
this country first began. In 1979 a commission was formed to investigate the
feasibility of establishing an Academy of Peace. The commission came up with
many proposals and recommendations regarding the purpose and function of
such an academy. In view of the violent conf1icts which have engulfed the
world in the twentieth century, an academy dedicated to finding methods and
training people in conflict resolution techniques and achieving peace is an
idea whose time has come.
10 MYTHS OF HANDLING BAD NEWS. 83-08 BMR83E0012
SEITEL, F P
Bank Marketing, Vol.15, No.5, May 1983, P 12-14.
A bank's credibility is important and once lost it is difficult to regain. A
bank's credibility is most at risk in the face of bad news. This is why
crisis management has become important. However, new rules are always
appropriate. Ten of the basic rules of crisis management are examined,
showing why it is sometimes best not to follow them.
A NEW NIGHTMARE. 83-01 ECN82I0491
ANON
Economist, Vol.284, No.7253, Sept. 4, 1982, P 91-92.
Earthquakes occur when the plates that make up the outer layer of the earth
move against one another A major seismically active zone has been
discovered in New Madrid, Missouri. If a major quake were to occur in that
area, there would be tremendous damage to the Midwest. The probability of a
major quake in the New Madrid fault zone is difficult to predict. The one
sign of earthquake precaution in New Madrid is the absence of any nuclear
power stations in the area.
15
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SELF REGULATION, CRISIS MANAGEMENT AND PREVENTATIVE
U.K. BANK SUPERVISION. 82-07 JMS82A0075
METCALFE, J. L.
MEDICINE: THE EVOLUTION OF
Journal of Management Studies, Vol 19, No 1, Jan. 1982, P 75-90, Bibliog. 1
The banking network is presented as a network of organizations. The
transition of bank supervision from self-regulation to an open-ended
approach is given. The United Kingdom bank is used in the study.
DEALING WITH A CORPORATE IDENTITY CRISIS.
STONE, W. R. HEANY, D. F
84-05 LRP84B0010
Long Range Planning, Vol 17, No.1, Feb. 1984, P" 1O-18, Bibliog. 6
A company can go off in the wrong direction, straying from its paths to
goals. This tells how to guard against it and how to recognize signs that it
is happening. There are three case histories of firms that got off on the
wrong track and how they solved their problems. They are Sears, Roebuck and
Co., A.B. Dick Co., and one anonymous company. It is the chief executive
officer (CEO) who must take the responsibility for keeping his company on
track. Management teams should not be relied upon for this task.
INTELLIGENCE SUPPORT TO THE SYSTEMS ACQUISITION PROCESS.
HENDRICKSON, D.
Program Manager, Vol 12, No.5, Sept./Oct. 1983, P 12-14.
84-02 PGM83I0012
connections with local
be subjected to interactive
environments. The Office of
Program managers need to increase their formal
i ntel1 i gence activities. System designs should
analysis to determine their efficacy in threat
Management and Budget (OMB) requires such an analysis in anticipated threat
environments. This analysis should be founded on the information provided
and checked by the Defense Intelligence Agency (DIA) The DIA has
subcontracted segments of this contract. There is a strong trend toward
intelligence in the acquisition phase.
A CRISIS IS COMING. A CRISIS IS COMING
MANUEL, V
83-08 JOC8320013
Journal of Communication Management, Vol 13, No.2, 1983, P 13-15.
Every organization should be prepared for handling a crisis situation. Top
management must be aware of the crisis because he is usually responsible for
handling the media. Tips for handling the press in a crisis situation are
presented.
THE FIGHT TO SAVE TYLENOL.
83-01 FOR82K2944
MOORE, T
Fortune, Vol 106, No.11, Nov 29, 1982, P 44-49.
The struggle Johnson & Johnson had to save its product Tylenol is presented.
The management of this crisis is explored. The company has to regain
consumer trust in order for Tylenol to sell again. Consumer research is
presented on feelings toward Tylenol since the crisis. Recalling Tylenol
cost the company a huge loss.
16
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A CASE OF CRISIS COMMUNICATION. 82-04 BMR82B0016
CAIN, L. J.
Bank Marketing, Vol 14, No.2, Feb. 1982, P 16-21.
On June 17, 1981, a bank employee of Security Trust Company of Rochester.
New York, was killed in a tragic incident. An overview of how the crisis was
handled from a public relations standpoint is presented. Guidelines for
other institutions in similar situations are suggested. Photographs are
provi ded.
WHEN DISASTER THREATENS: HOW TO HEAD OFF CATASTROPHE IN PUBLIC RELATIONS.
84-O5 MRE83K0051
STEPHENSON, D. R.
Management Review, Vol 72, No.11, Nov 1983, P 51-55.
How to handle public relations in a time of crisis and potential disaster is
a consideration companies are wise to develop. Dow Chemical presents their
experience with two potentially disastrous situations in which one was
handled effectively and the other led to panic and confusion among the
populace. Both were train wrecks involving hazardous chemicals one in
Mississawgo, Canada (near Toronto) and the other in Mac Gregor . From their
negative experience they prepared policies for dealing with future
situations. Their five lessons for handling a disastrous situation are
shared.
COUNTRY CREDIT RATINGS: AFRICA. 84-01 III83I0242
TAYLOR, J.
Institutional Investor International Edition, Sept. 1983, P 242,244.
Twenty-five countries comprising Africa are reviewed. Commodity prices have
begun an advance which is bullish for the region. Yet bankers believe there
is still too much mismanagement and insolvency Prospects for major
countries are reviewed. Recovery in the West is essential for any meaningful
growth.
TURNING A CRISIS INTO AN OPPORTUNITY 83-08 MFP83E0028
STEPHENSON, D. R.
Manage, Vol.35, No.2, May 1983, P 28-29.
A crisis may be anything from a train derailment to a terrorist attack, but
every crisis is marked by certain traits in common with others. Corporations
that have stressed crisis management can turn a crisis into a means of good
public relations. By providing reliable information and acting responsibly,
many a corporation has created a positive corporate image out of a crisis.
Valuable lessons learned from past crises and the principles of good crisis
management are detailed.
HELP FOR PEOPLE WHO DEAL WITH DISASTER. 82-11 BWE82H3059
ANON
Business Week, No.2754, Aug. 30, 1982, P 59.
New techniques in information management are being developed to help
decision makers handle crises. Computers will organize facts to help people
use data more effectively. The federal Nuclear Regulatory Commission
requires use of information management tools in nuclear power plants.
17
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RESOURCE SCARCITY AND THE REFORM MODEL: THE MANAGEMENT OF RETRENCHMENT IN
CINCINNATI AND OAKLAND. 82-02 PAR81K061S
LEVINE, C . H . RUBIN, I . S.
WOLOHOJIAN, G. G.
Public Administration Review, Vol 41, No . 6 , Nov./Dec. 1981, P 619-628,
B ibl iog. 38
Urban financial stresses have caused many cities to develop political
crises; city officials have tried to deny the problems and cover them up by
short-term stop-gap borrowing while waiting for city revenues to increase.
This inability to deal positively with the financial crisis usually leads to
fragmentation of political authority, a further decline in revenues and
threatened bankruptcy Although many large cities, notably New York City and
Cleveland, have followed this path in their handling of their financial
crisis, Cincinnati and Oakland are two outstanding examples of how other
large local city governments retrenched and were able to handle these severe
problems on their own. Characteristics common to these urban areas include
middle class populations, inactive interest groups and unions and a
counci1-manager form of government headed by a city manager or mayor
Because the counci1-manager form of government is less susceptible to
pressure by special interest groups and other political interest groups than
a mayoral form of government, the i~ity government tends to become run like a
business. The retrenchment experiences in Cincinnati and Oakland are
examined in great detail and the managerial benefits of the counci1-manager
form of local government is appraised.
1984 THE YEAR AHEAD.
CANTOR, B.
84-05 PRJ84A0012
Public Relations Journal Vol 40. No 1, Jan. 1984
12-15.
Public relations is changing in the 1980s. Practioners will be reouired to
have in-depth knowledge of their organizations, to keep pace with the rapid
industry changes and management demands. Public relations is becoming an
inter-discip1inary field requiring its practioners to be knowledgeable in
many areas. New public relations functions include long range planning anc
management crisis counseling The recent economic recovery has strengthea
the employment market. Prospects are best for experienceo professionals with
specialties, whose salary demands are reasonable.
CRISIS PUBLIC RELATIONS
83-12 IPR82D0040
SLATER, R.
IPRA Review, Vol.6, No.1, April 1982, P 40-43.
When unknown factors spell disaster, standby measures should be activated L
clean up program to clear up the firm's good name is then required. Locating
possible disaster points should begin at the plant level It is particularly
important that statements made during crisis are clear and unambiguous in
nature.
CRIMES AGAINST BUSINESS.
83-08 VIT83E0476
LIPMAN, I.
Vital Speeches of the Day, Vol.49, No.15, May 15, 1983. P 476-479
Crimes against business have been increasing. Companies need an emergency
security plan to protect themselves from these crimes Crisis management
policies must be established Businesses can no longer ignore crime, but
must be prepared in case it hits them. Examples of recent crimes against
businesses are presented.
18
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OPTIMISM OVER MEXICO FADES AT THE IMF
82-11 BWE82I2032
ANON
Business Week, No.2757, Sept. 20, 1982, P 32-33.
The International Monetary Fund had its annual meeting on September, 1982,
where attempts to save Mexico from bankruptcy ran into difficulties. Bankers
and government officials in attendance felt the Reagan-sponsored aid package
would provide a model for dealing with similar future crises. Temporary
loans to Mexico from United States and Swiss banks depended on long-term
borrowing arrangements between Mexico and the IMF Mexico is balking at the
strict terms of the loan. Private capital will not move to finance debt
problems where IMF conditions are not adopted. The world economy is expected
to improve only slightly, and the IMF still has no way to deal with
potential borrowers.
SHIPPING IN CRISIS: A TRIAL RUN FOR
APPROACH. 82-01 OME8160579
'LIVE' APPLICATION OF THE HYPERGAME
BENNETT, P G. HUXHAM, C. S. DANDO, M. R.
Omega, Vol.9, No.6, 1981, P 579-594, Bibliog. 32
A shipping crisis is studied. The original analysis of 1979 was found to be
helpful in solution formation. Hypergame analysis is applied retrospectively
with positive results.
HM AMENDMENTS MEET OPPOSITION.
84-05 TMA83L0102
POTTER, J.
Traffic Management, Vol.22, No.12, Dec. 1983, P 102.
The Hazardous Materials Advisory Council's Board of Directors has elected
not to assume an official stance regarding the Hazardous Materials
Transportation Act. Opposition to the coalition bill has increased. Rail
carriers and drum manufacturers are against it. Many believe the amendments
do not reflect the general concerns of industry as to registration,
traffic-flow analysis, risk ranking and fee assignments. The Association of
American Railroads disagrees with allegations that the transportation
industry has not adequately addressed the issue of emergency-response
capabi1i t ies.
THE POSITIVE SIDE OF RECESSIONS: BRINGING
81-04 SPM81B0013
ACCOUNTABILITY BACK.
KINARD, J. IVERSTINE, J. WILSON, D. BLALOCK, M.
M. YEARGAIN, J. SILLAVAN, D. WRIGHT, P
SUPERVISORY MANAGEMENT, VOL.26, NO.2, FEB. 1981,
DAVIS, J. PEPER,
P 13-16.
A RECESSION ECONOMY CAUSES BUSINESS TO EVALUATE EXPENDITURES AND FIRE
EMPLOYEES WHO DO NOT PRODUCE. MANAGERS WHO OPERATE EFFICIENTLY DO NOT NEED
TO TERMINATE UNPRODUCTIVE EMPLOYEES. MANAGERS WHO HAVE TOLERATED POOR
PERFORMANCES HAVE TO EXPLAIN THE SUDDEN LOSS OF A JOB TO THEIR EMPLOYEES.
CRISIS MANAGEMENT CAN BE AVOIDED IF EVERYONE PERFORMS WELL. MANAGEMENT BY
OBJECTIVES IS AN EFFICIENT METHOD OF OPERATION.
EPHEMERAL ORGANIZATIONS IN EXTREME ENVIRONMENTS: EMERGENCE STRATEGY, AND
EXTINCTION. 83-07 JMS83A0071
LANZARA, G. F
Journal of Management Studies Vol 20 No 1 Jan 1983 P 71-95, Bibliog.
19
This study focuses on organizational responses to extreme conditions in
light of new organizational modes and forms. These are termed ephemeral
19
-------
organizations. Not much is known about the way in which small organizations
and local communities deal with such disasters. This study suggests that
major disasters such as earthquakes can be learning situations for
individuals and groups. Unfortunately, in dire circumstances a social order
with strict roles can engender both vulnerability and unrespons i veness .
WORLDWIDE CRISIS IN RETIREMENT INCOME SYSTEMS.
ANON
82-11 EBP82I0056
Employee Benefit Plan Review, Vol.37, No . 3 , Sept. 1982, P 56-58+
A report on the basic weaknesses in present retirement systems worldwide is
given. The report is based upon discussions held at the Salzburg Seminar in
American Studies. Speakers from a variety of countries addressed related
problems found in their countries. Greater dependence on the private sector
is noted as a possible solution to their problems. Specific measures include
taxing benefits, making beneficiaries contribute and lowering the retirement
age .
STEPPING UP TO SUPERVISION: PLANNING FOR SUCCESS.
82-01 SPM81K0012
BAKER, H. K. HOLMBERG, S. H.
Supervisory Management, Vol. 26, No. 11, Nov. 1981, P 12-18.
Planning is an important function of the supervisor It cannot be delegated.
If a supervisor is busy with day to day problems, long range planning can
eliminate most crisis management. New supervisors should ask for guidance in
the planning process from their boss. Employees can also be involved in the
planning process for a department.
A NEW APPROACH TO RESCHEDULING. 80-O5 BKR80A0105
DAVIS, C.
THE BANKER, VOL.130, NO . 647 , JAN. 1980, P 105-110.
DEBTS AND DEBT SERVICE OF DEVELOPING COUNTRIES ARE DISCUSSED. DEBT RELIEF AS
A CRISIS MANAGEMENT MEASURE IS NOT ADVISED. RATHER, IT IS SUGGESTED THAT
DEBT RELIEF BE BUILT INTO LONG-TERM ASSISTANCE PROGRAMS IN SPITE OF POSSIBLE
CAPITAL MARKET IMPLICATION. THIS KIND OF POLICY WOULD MAKE ADDITIONAL
FOREIGN EXCHANGE POSSIBLE.
WAR SURVIVAL FOCUS OF THE FEDERAL EMERGENCY
81-04 VIT81B0249
MANAGEMENT AGENCY
MACY, J. W. JR.
VITAL SPEECHES, VOL.47, NO . 8 , FEB.
1981,
249-251
THE PLACE OF THE UNITED STATES FEDERAL EMERGENCY MANAGEMENT AGENCY (FEMA) IN
COMMUNITY CIVIL DEFENSE IS DISCUSSED. THIS IS A VITAL FUNCTION IN THE
NUCLEAR AGE. SOME PROGRAMS MENTIONED INCLUDE CRISIS RELOCATION PLANNING,
SHELTER SURVEY, RADIOLOGICAL DEFENSE, TRAINING, EMERGENCY OPERATING CENTERS,
SHELTER MARKING, AND SHELTER STOCKS. IN ADDITION TO CIVIL DEFENSE, FEMA
PLANS FOR OTHER EMERGENCIES SUCH AS EARTHQUAKES AND DAM FAILURE. PUBLIC
OPINION CURRENTLY FAVORS STRONGER PROTECTIVE MEASURES.
A CORPORATE SYSTEM MODEL OF A SPORTS CLUB: USING
POLICY MAKING IN A CRISIS. 83-06 MSC83AO052
SIMULATION AS AN AID TO
HALL, R. I MENZIES, W. B.
Management Science, Vol.29, No . 1 , Jan. 1983, P 52-64, Bibliog. 24
A Canadian curling club is studied to illustrate the use of computer
simulation modeling in a crisis situation. The club was in financial trouble
and losing members. The literature of System Dynamics is reviewed A model
of the club corporate system is developed covering membership, revenues from
20
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membership, ice rental revenues, food and bar revenues, and management
quality The system modeling approach is useful in clarification of issues.
Graphs are included.
CRISIS MANAGMENT: HOW TO TURN DISASTERS INTO ADVANTAGES. 82-11 MRE82HO027
COHEN, A. R.
Management Review, Vol 71, No.8, Aug. 1982, P 27-28,37+
A crisis situation can result from a defect or a success within the
organization. The effective manager must decide if there really is a crisis
and then if it is necessary to act on it. Crises are important to an
organization and are responsible for turning points on important issues.
Some questions a manager can ask himself to determine his actions in a
crisis are presented. A manager should plan for crisis as he can use this as
a tool for constructive changes in his career and in the organization.
THE ECONOMIC EFFECTS OF FLOODS; {BY} J. P. BROWN. INVESTIGATIONS OF A
STOCHASTIC MODEL OF RATIONAL INVESTMENT,BEHAVIOR IN THE FACE OF FLOODS
81-12 BK72086100
BROWN, JOHN P
Berlin, Springer-Ver1ag, 1972. 87 p. illus. 26 cm.
HC79.D45B7 1972 New York, Flood damage. Investments
ON THE DESIGN AND CONTROL OF CRISIS GAMES. 80-05 OME7850460
COOPER, D. F
OMEGA, VOL.6, NO.5, 1978, P 460-461, BIBLIOG. 4
THE BEHAVIOR OF DECISION MAKERS UNDER THE STRESSFUL CONDITIONS OF CONFLICT
AND CRISIS CAN BE EXAMINED USING EXPERIMENTAL GAMING TECHNIQUES. THE
SUPERIOR COMMANDER METHODOLOGY IS INTRODUCED WHICH SATISFIES THE THREE
REQUIREMENTS FOR DESIGNING AND CONTROLING CRISIS GAMES. IT PROVIDES A
SITUATION IN WHICH REALISTIC GAMES CAN BE PLAYED AND REPLICATED WITH
DIFFERENT SUBJECTS AND THE PLAYER BELIEVES THAT HE IS AN ACTIVE DECISION
MAKER.
CONFLICT-MANAGEMENT TRAINING: A COGNITIVE BEHAVIORAL APPROACH.
81-02 GOS80L0467
WAREHIME, R. G.
GROUP £ ORGANIZATION STUDIES, VOL.5, NO.4, DEC. 1980 P 467-476
BIBLIOG. 13
AN APPROACH FOR INSTRUCTING MANAGERIAL TRAINEES IN HOW TO DEAL WITH CONFLICT
SITUATIONS IS DISCUSSED. THE CONFLICT- MANAGEMENT APPROACH WHICH IS OUTLINED
IS BASED ON VIEWING CONFLICT IN TERMS OF PERSONAL RESPONSE AT THE' COGNITIVE,
EMOTIONAL AND BEHAVIORAL LEVELS. ROLE PLAYING IS USED TO HELP THE TRAINEE
EVALUATE HIS OWN ACTIONS AND REACTIONS IN CONFLICT SITUATIONS AND TO TEACH
HIM HOW TO RESPOND MORE EFFECTIVELY SUGGESTIONS FOR UTILIZING THE APPROACH
ARE PROVIDED.
LEARNING FROM WORKSITE TRAUMAS. 83-06 PAD83D0028
GARLITZ, G. F
Personnel Administrator, Vol.28, No.4, April 1983, P. 28-34
Personnel management needs to plan for disasters and emergencies that can
happen to a work site. In one example the business building burned down and
the company had to relocate to temporary offices for its three hundred
employees. Personnel managers had to handle the frustrated employees who had
to make do with what they had. In another example three hundred fifty
employees got trapped in their company due to a snow storm. The personnel
21
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managers learned for the future how to handle salary during natural
disasters and also the types of non-perishable supplies that should be
stored.
SIMULATION A KEY TO CRISIS MANAGEMENT TRAINING.
NEWMAN, F H. SINGER, L. W.
82-11 SEM82I0054
Security Management, Vol .26, No.9, Sept. 1982, P 54-58.
Simulation is one way that a crisis team can be trained at the lowest cost.
Realistic simulation can make the team aware of the complexity of these
situations and also test their competence A background kit, background
material, pre-programmed materials and stimulators are types of materials
used in the simulation. Self- evaluation, evaluation by the data bank team
and long-term analysis by the team are three levels of evaluation. The team
is pitted against a set of complex scenarios with the use of a data bank
MANAGING IN TURBULENT TIMES / BY PETER F DRUCKER
DRUCKER, PETER FERDINAND,
1st ed. New York : Harper & Row, {1980} p. cm.
HD31.D7734 Industrial management.
81-12 BK79003389
EUROPE'S SUCCESSFUL CRISIS PLAN FOR STEEL.
ROSS-SKINNER, J.
80-04 DUN80B008S
DUN'S REVIEW, VOL 115, NO.:
FEB. 1980, P 88-90.
ETIENNE DAVIGNON IS THE STEEL INDUSTRY'S INDUSTRY COMMISSIONER FOR THE
EUROPEAN ECONOMIC COMMUNITY HE HAS INSTITUTED AND SUCCESSFULLY ADMINISTERED
A CRISIS PLAN TO HELP THE INDUSTRY SUBSIDIES, LIMITED IMPORTS. AND EMPLOYEE
RE-TRAINING HAVE BEEN PART OF HIS STRATEGY
HOW TO STOP A CRISIS FROM SNOWBALLING.
BENSAHEL, J. G.
81-01 IMG80L0024
INTERNATIONAL MANAGEMENT VOL.35, NO 12, DEC 1980,
24-25
SUGGESTIONS ARE GIVEN FOR MANAGERS TO MAINTAIN CONTROL IN A CRISIS
SITUATION. CONFIDENCE MUST BE REGAINED SEEK COOPERATION FROM OTHERS. THE
TROUBLED AREA MUST BE ISOLATED THE LONG TERM IMPACT OF THE CRISIS SHOULD BE
ASSESSED. OPPORTUNITIES ARISING FROM THE CRISIS MUST BE IDENTIFIED
TYLENOL FIGHTS BACK.
83-06 PRJS3C001C
LEON, M.
Public Relations Journal, Vol.39, No 3. March 1983, P 10-14.
The Johnson and Johnson Company is commended for their prompt attention in
the Ty1enol-related poisonings. The company's quick action in informing the
public and developing a marketing and promotion plan won back the support o*
consumers. Their action has shown true corporate social responsibility
Other businesses should learn from the Johnson and Johnson public relations
people
BE PREPARED 82-11 SEM82I0059
SHEA, J.
Security Management, Vol.26, No.9, Sept.
198:
P 59-61.
It is important to prepare for an emergency before it happens Communicatior
is critical to the successful management of a disaster When the problerr
-------
occurs you should define both immediate and long-term goals. Proper
identification that is regularly updated is very important. Someone who is
familiar with backup emergency power and other support systems should be
avai1able.
CRITICAL INCIDENTS IN MANAGEMENT / JOHN M. CHAMPION, JOHN H. JAMES.
81-12 BK79088784
CHAMPION, JOHN M.
4th ed. Homewood, 111 R. D. Irwin ; Irwin-Dorsey, 1980. xxvi, 325 p. ; 23
cm .
HD31.C455 1980 Georgetown, Ont. : Industrial management Personnel management
PUTTING THE FUTURE INTO INDUSTRIAL RELATIONS. 80-03 EMR7940013
SHIELDS, P
EMPLOYEE RELATIONS, VOL.1, NO . 4, 1979, P 13-16, BIBLIOG. 11
OFTEN INDUSTRIAL RELATIONS WORKS ON A PAST TENSE METHOD WITHOUT FORECASTING
OR ANTICIPATING FUTURE PROBLEMS. THE CRISIS MANAGEMENT USED COMES AFTER THE
CRISIS. NEW SYSTEMS FOR HANDLING GRIEVANCES AND BRINGING MUTUALLY ACCEPTABLE
FUTURES INTO BEING NEED TO BE DEVELOPED BY JOINT LABOR-MANAGEMENT GROUPS.
TIME FOR A TURNAROUND? TAKE COMFORT, TAKE STOCK, TAKE ACTION.
81-01 SAM80R0004
REMICK, C.
SAM ADVANCED MANAGEMENT JOURNAL, VOL.45, NO.4, AUTUMN 1980, P 4-15.
SPECIAL PROBLEMS FACED BY MANAGEMENT FOLLOWING A SETBACK IN PERFORMANCE AND
GUIDELINES FOR TURNAROUND MANAGERS ARE DISCUSSED. IMPROVING EMPLOYEE MORALE
IS STRESSED AS A CENTRAL OBJECTIVE. SUGGESTIONS IN THIS AREA INCLUDE:
INTERVIEWING INDIVIDUAL STAFF MEMBERS TO GET THEIR VIEWS AND TO SELECT KEY
PERSONNEL; KEEPING PEOPLE INFORMED OF THE SITUATION; MAKING SMALL CHANGES
QUICKLY TO CREATE MOMENTUM; AND AVOIDING THE TENDENCY TO PLACE BLAME ON
ANYONE. MANAGEMENT TECHNIQUES WHICH HAVE PROVEN EFFECTIVE IN TURNAROUNDS ARE
ALSO DISCUSSED. MANAGEMENT BY OBJECTIVES IS STRESSED SINCE IT PROVIDES A
LIMITED NUMBER OF CLEAR GOALS FOR PERSONNEL AND RESULTS IN A CONCENTRATION
OF EFFORTS ON THE MOST IMPORTANT OBJECTIVES. A NUMBER OF BRIEF CASE
HISTORIES ARE PRESENTED IN ADDITION TO INFORMATION ON HOW THESE TURNAROUNDS
WERE ACCOMPLISHED.
BECHTEL: FENDING OFF THE RECESSION BY HITTING THE SMALL TIME.
83-05 BWE83C0754
ANON
Business Week, No.2780, March 7, 1983, P 54,58+
Bechtel Group Incorporated is a giant in the construction and engineering
world. The recession has caused the company to begin to run out of the big
projects it is famous for To survive the times, Bechtel is now competing
for smaller contracts. The company has developed teams of experts that can
move into emergency situations and correct them. Chairman Stephen D.
Bechtel, Jr plans to keep the company private and, in a more reduced way,
prof i table.
EMERGENCY PLANNING PAID OFF 82-11 SEM82I0062
ROSS, R. B.
Security Management, Vol.26, No.9, Sept. 1982, P 62-65.
The Hyatt Regency disaster tested the Kansas City emergency plan. City-wide
drills that had been held were a help to responding ambulances. The first
ambulance on the scene becomes the dispatch and control center The NET
23
-------
control system enables hospitals to communicate with the control center and
also with other hospitals when additional physicians are needed. The city
also has an emergency resource catalog that lists police and fire agencies
along with suppliers of services and equipment.
COPING WITH FLOODS: THE LAND USE MANAGEMENT PARADOX.
BURBY, R. J. FRENCH, S. P
JOURNAL OF THE AMERICAN PLANNING ASSOCIATION,
P 289-300, BIBLIOG. 28
81-10 JAMS1G0289
VOL.47, NO.3, JULY 1981
THE NATIONAL FLOOD INSURANCE PROGRAM HAS ENCOURAGED MANY COMMUNITIES TO
ADOPT FLOOD PLAIN LAND USE MANAGEMENT PLANS. THERE ARE FIVE PRINCIPAL
GUIDELINES FOR PLANNING: WHERE FLOODING IS A PRE-EXISTENT PROBLEM,
STRUCTURAL PROTECTION SHOULD BE COMBINED WITH LAND USE CONTROL;EXISTING
DEVELOPMENT MIGHT BE RELOCATED TO FLOOD FREE AREAS; INCREASED USE OF
GOVERNMENT CONTROLLED LAND SHOULD BE CONSIDERED IN CONTROL TERMS; THE
FEDERAL GOVERNMENT SHOULD STRENGTHEN ITS DIRECTIVES AGAINST FLOOD PLAIN
INVASION FOR LOCAL GOVERNMENTS; GOVERNMENT MUST REGULATE FLOOD PLAIN
DEVELOPMENT TO EFFECTIVELY CURTAIL FUTURE ENCROACHMENT, AND INDIVIDUALIZED
PROGRAMS BASED ON THE PARTICULAR DEMANDS OF THE LOCALE MUST BE DEVELOPED. A
CONSIDERABLE PERCENTAGE OF DEVELOPMENT HAS OCCURRED IN FLOOD PLAIN AREAS
WHEN COMPARED TO NON- HAZARDOUS AREAS, AND TWO PRIME OBJECTIVES WERE HELD BY
COMMUNITIES SURVEYED, NAMELY, THE PROTECTION OF THE POPULATION, AND THE
REDUCTION OF PROPERTY LOSS.
MAINTAINING CONFIDENCE DURING PROLONGED CHANGE: THE CASE OF ENERGY
80-03 JBA78RO421
SIMMONDS, W H. C.
JOURNAL OF BUSINESS ADMINISTRATION, VOL.10, N0.1&2, FALL 1978-SPRING 1979,
P 421-435.
EFFECTIVE CRISIS MANAGEMENT THAT MAINTAINS CONFIDENCE IS A CRITICAL AND
BASIC FACTOR IN RESOLVING THE ENERGY CRISIS. MEANS OF MAINTAINING CONFIDENCE
ARE: OPEN DISCUSSION, EDUCATION, INCENTIVES, GUIDE COMPETITION, AND REVIEW
OF RESEARCH ALTERNATIVES. CRISIS MANAGEMENT MUST BE PART OF A FLEXIBLE AND
COST-EFFICIENT BALANCED POLICY
PLANNING FOR MANAGEMENT SO-10 AFC80H0034
FREEMAN, B. J.
ARMED FORCES COMPTROLLER, VOL.25, NO.3, AUG. 1980,
34-35, BIBLIOG. 1
PLANNING IS AN IMPORTANT FUNCTION OF EFFECTIVE MANAGEMENT PLANNING INVOLVES
FUTURE GOALS, SHORT RANGE PLANS AND PROCEDURES FOR IMPLEMENTATION. CRISIS
MANAGEMENT CAN BE AVOIDED WITH GOOD PLANNING.
CRISIS SITUATIONS.
STEPHENSON, D. R.
83-05 VIT83C01U5
Vital Speeches of the Day, Vol 49, No.10, March 1, 1983, P 315-320.
Public relations (PR) is extremely important during a crisis. Dow Chemical
Canada achieved credibility the hard way while they managed a crisis. The
company had a chemical spill involving hazardous materials. Not much
information was given to the public concerning the conditions and any public
dangers. The lessons Dow Chemical learned from this crisis are presented.
Public relations and management need to work closely together in a crisis
situation in order to maintain a company's credibility Ways to promote this
performance are presented.
24
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TORNADO SAFETY CAMPAIGNS CAN MAKE A DIFFERENCE. 82-11 SEM82I0066
ANON
Security Management, Vol.26, No.9, Sept. 1982, P 66-67
Safety pamphlets are often felt by the security manager as not heeded. Ohio
has a cooperative program that has provided literature on tornadoes. The
program's success was seen in Cardington where many lives were saved by the
i nformation.
COMPUTER-ROOM FIRE THE TOPIC NO ONE TALKS ABOUT 81-10 OFF81H0056
TITUS, D. W. JR.
OFFICE, VOL.94, NO.2, AUG. 1981, P 56.
IT IS IMPERATIVE TO HAVE A GOOD, DETAILED PLAN OF ACTION IN THE CASE OF DATA
CENTER FIRE OR DISASTER. EVERYONE INVOLVED SHOULD BE FAMILIARIZED WITH WHAT
TO DO, AND EMERGENCY NUMBERS AND POWER SWITCHES SHOULD BE MADE KNOWN.
ALTERNATE FILES SHOULD BE MAINTAINED OFF-SITE, ARRANGEMENTS TO HAVE
PROCESSING ELSEWHERE SHOULD BE MADE, ARRANGEMENTS WITH VENDORS SHOULD BE
MADE FOR REPLACEMENT OR REPAIR, SYSTEMS LEVELS MUST BE IDENTIFIED, AND
APPLICATION AREAS ASSIGNED SO THAT THEY ARE PROPERLY RECOVERED. IT IS A
POSITIVE APPROACH TO CONTRACT BY SYSTEM AND EQUIPMENT CONFIGURATION.
VULNERABILITY ANALYSIS: A NEW WAY TO ASSESS FUTURE TRENDS. 80-03 PLR79K0031
HURD, D. A. MONFORT, E. R. Ill
PLANNING REVIEW, VOL.7, NO.6, NOV. 1979, P 31-34.
VULNERABILITY ANALYSIS HELPS THE COMPANY EVALUATE POTENTIAL THREATS TO ITS
OPERATING AND PRODUCTIVITY LEVEL. TWELVE UNDERPINNINGS ARE NOTED AS GENERAL
HEADINGS FOR STUDY. THREATS TO THESE UNDERPINNINGS ARE STUDIED AND SOLUTIONS
SUGGESTED. AFTER THE PROCESS IS FINISHED THE DATA IS PRIORITIZED.
MAKING THE MOST OF YOUR IMPULSES. 80-09 IMG80G0034
BENSAHEL, J. G.
INTERNATIONAL MANAGEMENT, VOL.35, NO.7, JULY 1980, P 34-35.
IMPULSIVE IDEAS HAVE BEEN DISCOURAGED IN CORPORATE LIFE. HOWEVER, THESE
IDEAS CAN BE VALID AND SHOULD BE GIVEN A CHANCE AND EVALUATED. SPONTANEITY
CAN ADD INTEREST AND EXCITEMENT TO A WORK SITUATION IF USED IN THE RIGHT
WAYS. IDEAS ARE BORN FROM EXPERIENCE AND, THEREFORE, EVEN INTUITION HAS SOME
BASIS.
HOW TV COVERED AND FAILED TO COVER - THE OIL CRISIS. 83-04 CBR83B0046
HAZLETT, T W.
Across the Board, Feb. 1983, P 46-51.
The television media failed to give good coverage to the oil crisis.
Economic forces at work were ignored. Outside experts help should have been
sought. Events were covered but no story evolved. Prices of oil were
affected. Investors were not well informed. Truth is not considered a good
story to the media.
25
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HOW TO FORMULATE A CONTINGENCY PLAN. 82-08 EXS82B0001
ANON
Executive Skills, Vol.5, No.82-2, Feb. 1982, P 1-11.
Contingency planning includes the theory that external forces may prevent
the company's normal operations (scenarios) There are three basic kinds of
contingencies: physical disasters, economic changes, and human variables.
Contingency planning includes a consideration of equipment, replacement or
obsolescence. Not all contingencies should be projected in negative cases.
Top management must bear the responsibility for instituting and implementing
contingency plans.
HOW SECURE IS YOUR COMPUTER FROM A DISASTER? 81-10 OFF81H0096
SCOMA, L. J.
OFFICE, VOL.94, NO,2, AUG. 1981, P 96,98.
THE DEPENDENCY ON DATA PROCESSING IS GREAT FOR BUSINESSES, AND THEY MUST
CONSIDER THE POSSIBLE EFFECTS OF FRAUD, EMBEZZLEMENT, VENGEANCE AND OTHER
NEGATIVE EXPOSURES IN COMPUTER CENTERS. THE SECURITY OF COMPUTER KNOWLEDGE
IS ALSO AFFECTED BY HUMAN NEGLIGENCE. FOURTH GENERATION HARDWARE IS WIDELY
USED, WHILE PRIMARY PROTECTION PROCEDURES REMAIN IN USE. DATA SECURITY IS A
GROWING CONCERN, PARTICULARLY FOR SHAREHOLDERS OF MAJOR CORPORATIONS WHO ARE
PUSHING FOR MORE AUDITING OF OPERATIONS. RE-RUN, ERROR RECOVERY PROCEDURES
AND AUDIT TRIAL INFORMATION WILL INCREASE SECURITY
REBUILDING THE UTILITY CONSTITUENCY 80-03 PRJ79K0049
DE MICHELE, 0. M.
PUBLIC RELATIONS JOURNAL, VOL 35, NO.11, NOV 1979, P 49-51
THE INVESTOR-OWNED UTILITY IS UNDER ATTACK FROM SPECIAL INTEREST AND
POLITICAL GROUPS. IT HAS NOT SUFFICIENTLY RALLIED ITS EMPLOYEES AND
SHAREHOLDERS, THE BUSINESS AND FINANCIAL COMMUNITY, ORGANIZED LABOR, AND THE
GENERAL PUBLIC TO ITS SUPPORT. THE INVESTOR-OWNED UTILITY CAN BECOME
STRONGER IF IT ACTIVELY EDUCATES AND UNITES THESE GROUPS FOR ITS SUPPORT
CORPORATE PLANNING AS PSYCHO-THERAPY 8O-O9 MPL80G0011
BLASS, W. P
MANAGERIAL PLANNING, VOL.29, NO.1, JULY/AUG. 1980, P 11-15.
PSYCHO-THERAPY MAY BE HELPFUL TO CORPORATE PLANNERS. THE CORPORATE AND
PERSONAL CRISES HAVE MUCH IN COMMON PARALLELS ARE DRAWN FOR SHOCK, RETREAT,
ACKNOWLEDGMENT AND ADAPTATION AND CHANGE.
WHEN CRISIS HITS CLIENT 83-04 MAR82J2847
HELLER. M.
Marketing, Vol 11, No.4, Oct. 28, 1982, P 47-48.
With effective planning, a company should always be prepared for a crisis to
hit. Effective communication networks should be set up in advance to help
prevent rumors. Personnel should be trained to communicate with the media.
Absolute honesty is needed when dealing with a crisis.
26
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MANAGING CONFLICT IN TODAY'S ORGANIZATIONS.
82-08 TDJ82G0066
LIPPITT, G. L.
Training and Development Journal, Vol.36, No.7, July 1982, P 66-72,74,
Bibliog. 8
The American Management Association sponsored a survey of conflict
management in 1976. It found that managers spend twenty-four per cent of
their time on conflict management. Conflict can be creative and positive.
Beneficial conflict resolution depends upon leadership. K. Thomas' diagram
categorizes conflict management styles. Reaching agreement depends upon
communicating honestly. Techniques for managing conflict can be learned.
FLEXIBILITY- THE KEY TO MANAGING IN A CRISIS.
81-08 IMG81D0044
ARBOSE, J. R.
INTERNATIONAL MANAGEMENT, VOL.36, NO . 4, APRIL 1981,
P 44-46.
LLOYD PAXTON, BRITISH AIRWAYS' AIRPORT MANAGER, HAS SERVED IN MANY TROUBLE
SPOTS IN TWENTY-ONE COUNTRIES IN FIFTEEN YEARS. ONE OF THE MOST DIFFICULT
POSTS WAS IN TEHERAN DURING TWENTY-SEVEN MONTHS BEFORE AND AFTER THE
OVERTHROW OF THE SHAH. MANAGERIAL CRISIS SITUATIONS FACED BY PAXTON ARE
DESCRIBED. GUIDELINES FROM HIS YEARS OF EXPERIENCE ARE PRESENTED FOR CRISIS
SITUATIONS. FLEXIBILITY, PREPARATION, AND COMMUNICATION ARE IMPORTANT, ALONG
WITH HIGH PRIORITY TO STAFF'S MORALE AND SAFETY
CREDIBILITY, CONFIDENCE AND THREE MILE ISLAND.
80-03 PRJ79KO05O
NORTHART, L. J.
PUBLIC RELATIONS JOURNAL, VOL.35, NO.11, NOV 1979, P. 50,58.
THE CRISIS AT THREE MILE ISLAND CAUSED A CRISIS IN CREDIBILITY AND
CONFIDENCE. THE POOR SYSTEM OF COMMUNICATION AT THE TIME OF THE ACCIDENT WAS
A MAJOR PROBLEM. PUBLIC POLLS STILL SEE NUCLEAR ENERGY AS A POSITIVE OPTION
TO FIGHT ENERGY PROBLEMS. THE NORTHEAST DISTRICT CONFERENCE OF THE PUBLIC
RELATIONS SOCIETY OF AMERICA HOSTED A PANEL DISCUSSING 'LESSONS OF THREE
MILE ISLAND.'
A MODEL OF CRISIS PERCEPTION: A THEORETICAL AND EMPIRICAL ANALYSIS.
80-08 AS080F03OO
BILLINGS, R. S.
MILBURN, T W.
SCHAALMAN, M. L.
ADMINISTRATIVE SCIENCE QUARTERLY, VOL.25, NO.2, JUNE 1980,
BIBLIOG. 39
P 3OO-316,
A NEW MODEL OF ORGANIZATIONAL CRISIS PERCEPTION IS PRESENTED AND TESTED. THE
DIFFERENT EVENTS THAT MAY TRIGGER A CRISIS SITUATION ARE LISTED AND THEIR
SIGNIFICANCE DISCUSSED. DATA FROM ORGANIZATIONS THAT EXPERIENCED SEVERE
SHORTAGES OF NATURAL GAS GENERALLY CONFIRM THE PREDICTIONS DERIVED FROM THE
NEW MODEL.
EASING THE TENSIONS OF BUSINESS LIFE
HENNESSY, E.
79-06 DIR79B0021
DIRECTOR, VOL.31, NO.8, FEB. 1979, P 21-22.
ALTHOUGH STILL SOMEWHAT MISUNDERSTOOD IN BRITAIN, THE COUNSELLING PROFESSION
CONTINUES MAKING INROADS IN INDUSTRIAL, MEDICAL, AND EDUCATIONAL FIELDS. THE
CENTER FOR PROFESSIONAL AND EXECUTIVE DEVELOPMENT AND COUNSELLING (CEPEC)
BUILDS ON THE WORK AND PHILOSOPHY OF AUDREY NEWSOME, PROVIDING A VARIETY OF
SERVICES TO ASSIST IN CAREER DEVELOPMENT OR CRISIS.
27
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A CONTEMPORARY ACCOUNT OF THE GREAT WEIMAR INFLATION. 77-00 EUR77G014S
D'ABERNON, V
EUROMONEY, JULY 1977. P 146-147,149-150.
A REVIEW OF THE ECONOMIC AND POLITICAL CONDITIONS THAT EXISTED IN GERMANY IN
THE EARLY 1920'S SHOWS HOW THE MARK TOTALLY COLLAPSED. THE CAUSES WERE
PRINCIPALLY ROOTED IN INADEQUATE APPRECIATION AND DEMANDS FOR REPARATIONS.
81-08 MES81F0873
WHAT WE HAVE TO DO TO HELP SOLVE THE NURSING CRISIS.
ALPER, P R.
MEDICAL ECONOMICS, JUNE 8, 1981, P 73-79.
THE SHORTAGE OF NURSES IS BECOMING CRITICAL. RECRUITMENT AND RETENTION OF
NURSES MUST BECOME ONE OF A PHYSICIAN'S MAJOR CONCERNS. A DOCTOR SUGGESTS
SOME WAYS IN WHICH HIS COLLEAGUES CAN HELP THE SITUATION.
CRISIS PLANNING AND THE PEARL HARBOR SYNDROME. 80-03 PRJ79L0026
DETWILER, R. M.
PUBLIC RELATIONS JOURNAL, VOL.35, NO.12, DEC. 1979, P 26-31
BE ON THE ALERT FOR EARLY WARNINGS OF IMPENDING CRISES. BE PREPARED FOR THE
UNEXPECTED. HOW TO PREPARE FOR AND HANDLE A MEDIA CRISIS IS DISCUSSED.
SHOWDOWN IN THE PERSIAN GULF
GELLNER, J.
80-08 EXE80F0053
EXECUTIVE, VOL.22, NO.6, JUNE 1980, P 53-55.
FOR THE INDUSTRIALIZED NATIONS OF WESTERN EUROPE, NORTH AMERICA AND JAPAN,
THE PERSIAN GULF IS THE MOST IMPORTANT PLACE IN THE WORLD NINETY PER CENT
OF THE REGION'S OIL PRODUCTION IS EXPORTED TO THOSE COUNTRIES, YET EXCEPT
FOR THE UNITED STATES. THE REST HAVE DONE LITTLE TO PROTECT THEIR VITAL
INTERESTS. THE AREA IS VULNERABLE TO BOTH INTERNAL ATTACKS CAUSED BY
FUNDAMENTALIST MOSLEM EXTREMIST GROUPS. SOCIAL TURMOIL AND THE PRESENCE OF
MANY PALESTINIAN WORKERS LIVING IN THE AREA, AND EXTERNAL ATTACKS FROM THE
SOVIET UNION. THE AREA OFFERS NEW BASES FOR THE UNITED STATES, THE SOLE
DEFENDER, TO UTILIZE. SHORTSIGHTEDNESS, GREED AND LACK OF COURAGE AMONG THE
WEST AND JAPAN HAVE LEFT THE AREA RIPE FOR A CONFRONTATION.
STANDARDS BY WHICH OTHERS MAY BE MEASURED. 79-06 PEJ79D0258
TOEDTMAN, J. C.
PERSONNEL JOURNAL, VOL.5, NO 4, APRIL 1979, P 258-259
PERSONNEL HAS AN IMPORTANT ROLE IN CRISIS MANAGEMENT. THE EXAMPLE OF FEDERAL
GLASS IS USED TO SHOW HOW DEVASTATING A CRISIS MAY BE.
CRISIS FORECASTING. 77-00 FIN77E0017
HOADLEY, W. E.
FINANCE, VOL.95, NO.3, MAY 1977, P 17-20.
TOUGH DECISIONS ARE INVARIABLY DELAYED UNTIL PROBLEMS REACH A CRISIS LEVEL.
BY DISCOVERING PROBLEMS BEFORE THEY REACH THE CRISIS STAGE, TOUGH ISSUES CAN
BE HANDLED MORE SATISFACTORILY
28
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THE MANAGEMENT OF ORGANIZATIONAL CRISES.
FORD, J. D.
81-06 BH081E0010
BUSINESS HORIZONS, VOL.24, NO.3, MAY/JUNE 1981,
10-16, BIBLIOG. 3
CRISES OFTEN OCCUR IN BUSINESS. THESE CAN BE BETTER DEALT WITH IF THEY ARE
ANTICIPATED. SIGNIFICANT LOSSES MAY ARISE FROM A MISHANDLED CRISIS. TRAINING
AND EDUCATION OF MANAGERS ARE ESSENTIAL IN CRISIS MANAGEMENT ORGANIZATIONS
SEEM TO FOSTER THEIR OWN CRISES, AND THESE CAN BE AVOIDED. A DIAGRAM IS
INCLUDED.
FITTING THE CORPORATION TO THE FUTURE.
BDE, A. R.
80-03 PUQ79M0004
PUBLIC RELATIONS QUARTERLY, VOL.24, NO.4, WINTER 1979, P 4-5.
BUSINESS WILL PLAY A CRUCIAL ROLE IN THE IMMINENT TECHNOLOGICAL CRISIS.
PRE-CRISIS MANAGEMENT, OR ISSUES MANAGEMENT, IS THE KEY TO EFFECTIVE
CORPORATE ACTION IN PUBLIC POLICY. BUSINESS ORGANIZATIONS CAN NOT AVOID
PARTICIPATION IN DETERMINING THE DIRECTION OF THE FUTURE AND MUST ACCEPT THE
SOCIAL RESPONSIBILITY. THE ALLSTATE INSURANCE GROUP USES A MATRIX FORM OF
ORGANIZATION WITH INTERLOCKING MEMBERSHIP FOR BOTH ITS STRATEGIC PLANNING
COMMITTEE AND ISSUES MANAGEMENT COMMITTEE.
THE TROUBLESHOOTER WHO IS QUICK ON THE DRAW.
80-08 IMG80F0051
DUCKWORTH, D.
BLACKSHAW, I
INTERNATIONAL MANAGEMENT, VOL.35, NO.6, JUNE 1980,
51-52+
EVERY COMPANY AT SOME POINT IN TIME RUNS INTO A CRISIS WHICH REQUIRES A
TROUBLESHOOTER TO RESOLVE THE PROBLEM. SOME ESSENTIAL CHARACTERISTICS OF A
GOOD TROUBLESHOOTER INCLUDE: SINCERITY, RESPECT FOR CULTURAL DIFFERENCES,
DIPLOMACY, HUMOR, HUMILITY, TOUGHNESS, STAMINA, SELF-DISCIPLINE,
OPEN-MINDEDNESS, CLARITY OF EXPRESSION, ABILITY TO LISTEN, RESOURCEFULNESS,
TIMING AND GOOD JUDGEMENT THE TRDUBLESHOOTER MUST REPORT BACK TO HIS OFFICE
AS TO HIS PROGRESS AND HE MUST BE GIVEN A CLEAR MANDATE FROM THE COMPANY AS
TO WHAT HE CAN NEGOTIATE.
MARKETING AND DISTRIBUTION PLANNING FOR NO-GROWTH. 79-04 MAN79A0018
GUIDO, S. COOPER, D.
MANAGEMENT FOCUS, VOL.26, NO. 1, JAN./FEB. 1979, P 18-23.
NO GROWTH PERIODS RESULTING FROM ECONOMIC RECESSION REQUIRE PLANNING AS FOR
GROWTH PERIODS. GOALS MUST BE SET, PERFORMANCE MEASURED, MARKET TRENDS
MONITORED, SALES PROJECTED, AND FLEXIBILITY BUILT INTO SYSTEMS FOR
BUDGETING, PRODUCTION, AND SERVICE.
HOW LOCKHEED GOT BACK ITS WINGS.
KRAAR, C.
77-00 FOR77J0199
FORTUNE, VOL.96, NO.4, OCT 1977, P 199-210.
LOCKHEED HAS RECOVERED FROM NEAR BANKRUPTCY TO A PROFIT GENERATING COMPANY
ONCE AGAIN. THE MAIN FACTOR IN DOING SO WAS PUTTING IN A NEW MANAGEMENT
WHICH DELEGATED AUTHORITY AND WHICH FOUGHT TO GET NEW DEFENSE CONTRACTS TO
GIVE LOCKHEED A GOOD NAME AGAIN.
29
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PLANNING FOR THE UNEXPECTED. 81-05 AIE80NPG23
PARSONS, R. C.
AIIE (AMERICAN INSTITUTE OF INDUSTRIAL ENGINEERS, INC.) PROCEEDINGS,
SPRING ANNUAL CONFERENCE, SPRING 1980, P 623-630.
CRISIS ORIENTED MANAGEMENT IS COSTLY EFFECTIVE MANAGEMENT SHOULD INCLUDE
PREPARATIONS FOR THE UNEXPECTED IN THEIR OPERATIONAL PLANNING. A THOROUGH
KNOWLEDGE OF THE OPERATIONS IS A NECESSARY BASE FOR GOOD PLANNING.
CATASTROPHIC EVENTS MAY BE PLANNED FOR AND PLANS PUT IN ABEYANCE UNTIL
NEEDED. COST SAVINGS MAY BE ACCOMPLISHED BY PREPARATION.
A REALISTIC LOOK AT DECISION MAKING. 80-03 SPM8OA0002
HUGHES, R. Y
SUPERVISORY MANAGEMENT, VOL.25, NO 1, JAN. 1980, P 2-8
THE MANAGER SHOULD CONSIDER OBJECTIVES, GOALS, RESOURCES AND ALTERNATIVES IN
THE DECISION MAKING PROCESS. SOME DECISIONS ARE BETTER MADE AND IMPLEMENTED
AT LOWER LEVELS OF MANAGEMENT HUNCHES SHOULD NOT BE IGNORED BY THE
EXPERIENCED EXECUTIVE.
A CASE STUDY ON THE DEVELOPMENT OF THE HOME DEFENSE TRAINING GAME HOT SEAT
8O-08 OOT79J0861
HARTLEY, D. A. JOHNSON, P V FITZSIMONS, A. LOVELL, J. CHIPPENDALE,
B
JOURNAL OF THE OPERATIONAL RESEARCH SOCIETY, VOL.30, NO 10, OCT 197S,
P 861-87 1 , BIBLIOG. 3
IN CASE OF A NUCLEAR WAR, LOCAL OFFICIALS HAVE TO ASSUME MOST OF THE
RESPONSIBILITY IN CARRYING OUT SURVIVAL AND RECOVERY PLANS. SENIOR LOCAL
OFFICIALS WITH DESIGNATED ROLES IN THE EVENTUALITY OF A NUCLEAR WAR GO
THROUGH TRAINING AT THE HOME DEFENSE COLLEGE. A CRISIS MANAGEMENT GAME,
CALLED HOT SEAT, THAT IS UTILIZED IN THE TRAINING PROGRAM IS DESCRIBED.
THE HAPPY DIVORCE THAT SAVED HART SKI 79-02 FOR78L1886
GRIFFIN, D
FORTUNE, VOL.98, NO 12, DEC.18, 1978, P 86-90
WHEN A LARGER COMPANY BOUGHT HART SKI, THE ONCE ENTREPRENEURIAL SMALL
BUSINESS BECAME AN UNSUCCESSFUL BRANCH OF THE LARGE CORPORATION NOW, BACK
ON ITS OWN, HART IS ONCE MORE MAKING A PROFIT
IN SEARCH OF TOMORROW'S CRISES. 77-00 FUT77J0269
SCHWARTZ, P TEIGE, P J. HARMAN, W. W.
FUTURIST, VOL.11, NO.5, OCT 1977, P 269-278.
SOCIAL RESEARCHERS TRY TO IDENTIFY THE PROBLEMS THAT MAY BECOME CRITICAL IN
THE YEARS AHEAD. A LIST OF 41 CRISES OF TOMORROW ARE INCLUDED
BURR HAMILTON ASSESSES COUNTRY RISK. 81-05 BZE81A0053
GRAY, A.
BANKERS MAGAZINE, VOL.164, NO.1, JAN./FEB. 1981, P 53-54
BURR HAMILTON IS EQUIPPED WITH A CRISIS ROOM OCCUPIED TWENTY-FOUR HOURS A
DAY WITH SENIOR OFFICERS OF THE BANK. THEY ARE INFORMED THE MINUTE A CRISIS
HAPPENS AROUND THE WORLD. ACTION CAN BE TAKEN TO STOP INVESTMENTS AND MONEY
TRANSFERS IF POLITICAL CONDITIONS COLLAPSE IN ANY UNSTABLE AREA OF THE
30
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WORLD.
THE MAN WHO WATCHES NEW YORK CITY'S BOTTOM LINE.
ANON
80-O1 MAA79J0013
MANAGEMENT ACCOUNTING, VOL.61, NO.4, OCT 1979, P 13-18.
IN AN INTERVIEW WITH COMER S. COPPIE, FORMER BUDGET DIRECTOR OF WASHINGTON,
D.C., AND CURRENTLY EXECUTIVE DIRECTOR OF THE NEW YORK STATE FINANCIAL
CONTROL BOARD, THE RESPONSIBILITIES OF THE BOARD TO MONITOR THE FINANCES OF
NEW YORK CITY ARE DISCUSSED. THE OBJECTIVE OF THE BOARD, WHICH WAS
ESTABLISHED IN THE AFTERMATH OF THE CITY'S 1975 FINANCIAL CRISIS, IS TO
BALANCE THE CITY BUDGET BY 1982 IN ACCORDANCE WITH GENERALLY ACCEPTED
ACCOUNTING PRINCIPLES AS WELL AS IN ACCORDANCE WITH STATE LAW. COPPIE FAVORS
THE APPLICATION OF GENERALLY ACCEPTED ACCOUNTING PRINCIPLES TO ALL PUBLIC
BUDGETING AND THE EXTENSION OF PROPOSITION 13-TYPE TAX REFORM IN OTHER
STATES.
THE OLYMPICS
A MANAGEMENT NIGHTMARE.
80-07 DAB80CO013
LANGAN, P A.
D&B REPORTS, VOL.28, NO.2, MARCH/APRIL 1980, P 13-19.
THE ORGANIZATION BEHIND THE UNITED STATES OLYMPIC COMMITTEE IS MANAGED
ACTIVELY BY F. DON MILLER AND ROBERT J. KANE. THE OTHER PEOPLE INVOLVED HAVE
OTHER RESPONSIBILITIES AND MAINLY VOTE WHEN NECESSARY. THE ORGANIZATION AND
FUND RAISING IS GROWING AND A REORGANIZATION WILL BE NEEDED TO CHANGE FROM
THE METHOD OF CRISIS MANAGEMENT NOW USED.
LIMITATIONS OF COGNITIVE ABILITIES IN THE FACE OF CRISIS.
HOLSTI, 0. R.
79-02 JBA78N0039
JOURNAL OF BUSINESS ADMINISTRATION, VOL.9, NO.2, SPRING 1978, P 39-50,
BIBLIOG. 88
PSYCHOLOGICAL RESEARCH INDICATES THAT INTENSE OR LENGTHY CRISIS SITUATIONS
CAUSE IMPAIRMENT OF COGNITIVE FUNCTIONING. THE BEST WAY TO COPE WITH THIS
PHENOMENON IS TO DETECT POTENTIAL CRISES AND DEAL WITH THEM BEFORE THEY
REACH A CRITICAL STAGE.
'BAD DAY AT BUNKER POINT' 77-00 HBR77A0010
MARCUS, E. HEATON, R. L.
HARVARD BUSINESS REVIEW, VOL.55, NO.1, JAN-FEB 1977, P 10-12+
GULF OIL CORP HAS CREATED A SEMINAR ON CRISIS MANAGEMENT TO EXPOSE LINE
MANAGERS TO ALL ASPECTS OF DEALING WITH THE COMMUNITY, THEIR EMPLOYEES, AND
THE PRESS IN A CRISIS. GULF SIMULATED ON OIL SPILL SITUATION FOR THE
TRAINING.
PROBLEMS YES, CRISIS NO.
SCHULTZE, C. L.
81-05 CHA81C0021
CHALLENGE, VOL.24, NO.1, MARCH/APRIL 1981, P 21-23.
NO NECESSITY IS SEEN FOR CONGRESS TO INITIATE EMERGENCY POWERS TO HANDLE AN
ECONOMIC EMERGENCY. PROBLEMS OF UNEMPLOYMENT AND INFLATION EXIST, BUT CAN BE
HANDLED. A MORE THOROUGH UNDERSTANDING OF INTEREST RATES WILL BE NEEDED FOR
SUCCESSFUL FINANCIAL DEVELOPMENT IN THE FUTURE
31
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SHOULD TRAINING DIRECTORS INSTRUCT? SOMETIMES. 79-12 TRA79I0016
SMITH, J.
TRAINING, VOL.16, NO.9, SEPT 1979, P 16.
THE DECISION TO INSTRUCT AND MANAGE WITHIN A TRAINING DIRECTOR'S ROLE
DEPENDS UPON THE ORGANIZATIONAL ENVIRONMENT, THE INDIVIDUAL'S EXPERTISE AND
CORPORATE POLITICS. IDEALLY, IT IS WELL WITHIN THE TRAINING DIRECTOR'S SCOPE
OF DUTIES TO INSTRUCT AND TO CREATE AN INSTRUCTIVE ENVIRONMENT AS WELL AS TO
MANAGE AND CONSULT AT THE CORPORATE LEVEL.
THE SUPERIOR COMMANDER: A METHODOLOGY FOR THE CONTROL OF CRISIS GAMES.
80-07 OOT79F0529
COOPER, D F
JOURNAL OF THE OPERATIONAL RESEARCH SOCIETY, VOL.30, NO . 6, JUNE 1979, P
529-537, BIBLIOG. 10
EXPERIMENTAL GAMES ARE FREQUENTLY USED BY GOVERNMENT AND INDUSTRY TO STUDY
THE PROCESS OF DECISION MAKING UNDER STRESS. A NEW METHODOLOGY FOR DESIGNING
SUCH GAMES, CALLED THE SUPERIOR COMMANDER, IS PRESENTED IT COMPLIES WITH
THE THREE IMPORTANT REQUIREMENTS OF EXPERIMENTAL GAMING: 1) REALISM. 2)
REPLICABILTY , AND 3) THE PLAYER BELIEVES HE IS AN ACTIVE DECISION MAKER. THE
PRINCIPLES OF THE METHODOLOGY ARE ILLUSTRATED THROUGH AN IMPLEMENTATION OF
IT IN A HIERARCHICAL ORGANIZATIONAL SYSTEM.
DIAGNOSING CORPORATE EFFECTIVENESS AND SUSCEPTIBILITY TO CRISES.
79-02 JBA78N0057
SMART, C. F THOMPSON, W. A. VERTINSKY, I
JOURNAL OF BUSINESS ADMINISTRATION, VOL.9, NO.2, SPRING 1978, P 57-96,
BIBLIOG. 52
A COMPUTER SIMULATION WAS DEVELOPED TO EXPLORE CRISIS SCENARIOS IN
CORPORATIONS FACING DISCONTINUOUS. CYCLICAL, EXPANDING, DECLINING AND STABLE
MARKETS. IT IS MEANT AS A STRATEGIC PLANNING TOOL TO BE APPLIED TO SPECIFIC
CORPORATIONS TO TEST THEIR ABILITY TO ANALYSE, REASON, AND TEST ALTERNATIVE
PLANS OF ACTION.
PLANNING FOR THE UNUSUAL. 77-00 IMG77E0019
TAVERNIER, G.
INTERNATIONAL MANAGEMENT, VOL.32, NO.5, MAY 1977, P 19-23.
THE ROYAL PACKAGING INDUSTRIES, VAN LEER BV, IN THE NETHERLANDS HAS
IMPLEMENTED CONTINGENCY PLANNING TO PREPARE FOR PEAK PERIODS AND RECESSIONS
WITH THE LEAST DISRUPTION AND COST. THEIR CONTINGENCY PLANS INVOLVE
BUDGETING, OVERSTAFFING, AND INFORMATION ACCESS.
COPING WITH STRESS AND ADDICTIVE WORK BEHAVIOR. 81-04 ATR81A0007
SUOJANEN, W. W. HUDSON, D. R.
BUSINESS, VOL.31, NO.1, JAN.-FEB. 1981, P 7-14, BIBLIOG. 16
SOME RESEARCH SUGGESTS THAT MANY ASPECTS OF MANAGER BEHAVIOR ARE ANALOGOUS
TO DRUG ADDICTION. CHEMICALS PRODUCED BY THE BODY UNDER PHYSICAL AND
PSYCHOLOGICAL STRESS ARE SIMILAR TO AMPHETAMINES. BEHAVIOR PRODUCED BY THE
WORK ETHIC IS REVIEWED. WORKAHOLIC BEHAVIOR IS DYSFUNCTIONAL IN THE
ORGANIZATION. SUGGESTIONS ARE LISTED FOR REENGINEERING SUCH BEHAVIOR. THE
RELAXATION RESPONSE (RER) IS DISCUSSED. STEPS FOR ACHIEVING THIS ARE GIVEN.
32
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TURNING PROBLEMS INTO PROFITS. 79-12 TW079J15C4
ANON
FINANCIAL WORLD, VOL.148, NO.20, OCT 15, 1979, P 134-135.
PENTAIR INCORPORATED HAS SUCCESSFULLY ACQUIRED FAILING PAPER COMPANIES AND
REVIVED THEM. MURRAY J. HARPOLE IS THE CHAIRMAN AND CHIEF EXECUTIVE OFFICER.
USING PROPER MANAGEMENT TOOLS AND STRATEGIES HAS HELPED REVIVE COMPANIES.
PENTAIR IS A PROFITABLE COMPANY WITH GOOD PROSPECTS.
SMALL BUSINESS GROWTH: MAKING A CONSCIOUS DECISION. 80-07 SAM80N0045
MCKENNA, J. F ORITT, P L.
SAM ADVANCED MANAGEMENT JOURNAL, VOL.45, NO.2, SPRING 1980, P 45-53.
THE OWNERS OF SMALL BUSINESSES FACE DECISIONS EVERY DAY SOMETIMES RESULTING
IN A CRISIS MANAGEMENT SITUATION. THE OWNER HAS TO HAVE A CONTROLLED GROWTH
PLAN SO THAT THE BUSINESS IS IN CONTROL. FREQUENTLY A NO-GROWTH APPROACH MAY
BE APPROPRIATE, DEPENDING ON THE ECONOMY CAREFUL PLANNING RESULTS IN MORE
EFFECTIVE MANAGEMENT
MYTHS OF ECOLOGICAL STABILITY- RESILIENCE AND THE PROBLEM OF FAILURE.
79-02 JBA78N0097
HOLLING, C. S.
JOURNAL OF BUSINESS ADMINISTRATION, VOL.9, NO.2, SPRING 1978, P 97-109,
BIBLIOG. 16
OF THE VARIOUS THEORIES PUT FORTH CONCERNING THE NATURE OF THE WORLD, THE
MOST COMMON EXPLANATION APPEARS TO COME FROM THE MULTI EQUILIBRIA CONCEPT OF
NATURE AS PERVERSE, YET TOLERANT HIERARCHICAL SYSTEMS, SUCH AS
CORPORATIONS, EVEN THOUGH LARGE, CAN ABSORB CRISES, BECAUSE THEY ARE
FLEXIBLE AND RESILIENT
WHAT GOES ON WHEN THE POWER GOES OFF 77-00 INM77I0024
SNOBEL, A.
INDUSTRIAL MANAGEMENT, SEPT 1977, P 24-25.
THE DECISION TO PURCHASE A STANDBY GENERATOR IS AN INSURANCE TYPE
CALCULATION WHICH INVOLVES MANY FACTORS. DIFFERENT KINDS OF SYSTEMS ARE
DISCUSSED IN TERMS OF THEIR RELATIVE ADVANTAGES.
ARE YOU READY TO COPE WITH THOSE MINOR CRISES? 81-O4 IMG81B0024
BENSAHEL, J. G.
INTERNATIONAL MANAGEMENT, VOL.36, NO.2, FEB. 1981, P 24-25.
MINOR CRISES SHOULD BE ANTICIPATED BY MANAGERS TO MINIMIZE IMPACT. ONE MUST
CONSIDER WHAT NEEDS WOULD DISRUPT WORK IF THOSE NEEDS WERE NOT MET. ONE MUST
THEN STUDY ROUTINES AND RESOURCES WHICH MEET THOSE NEEDS. EMERGENCY
INFORMATION SHOULD BE WIDELY AVAILABLE.
GETTING THE BEST FROM YOUR MANAGERS' BRAINS. 79-11 DIR79G0046
DE BONO, E.
DIRECTOR, VOL.32, NO.1, JULY 1979, P. 46-47,50.
DR. EDWARD DE BONO SUGGESTS THAT THE SPIRIT OF THE ENTREPRENEUR MUST BE
FOSTERED IN TODAY'S CORPORATIONS. HE STRESSES POSITIVE THINKING, OPPORTUNITY
DESIGN AND A HIGH DEGREE OF OPERACY AS GOOD MANAGERIAL SKILLS TO BE
DEVELOPED. THE PROBLEM WITH MANAGEMENT, HE BELIEVES, IS A CRISIS ORIENTATION
33
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AND AN ATMOSPHERE OF NEGATIVE, DEFENSIVE ACTION.
ARE YOU A ROADRUNNER? 80-07 SPM80E0026
MORANO, R. A.
SUPERVISORY MANAGEMENT, VOL.25, NO.5, MAY 1980, P 26-29.
A SUPERVISOR WHO PLANS HIS OR HER TIME CAREFULLY WILL SAVE ENERGY AND
ACCOMPLISH MORE IMPORTANT TASKS DURING A DAY PRIORITY ITEMS SHOULD TAKE
PRECEDENCE OVER UNIMPORTANT TASKS. IT IS IMPORTANT FOR A MANAGER TO LEARN TO
DELEGATE TASKS.
RESPONDING TO.CRISES THEORY AND THE EXPERIENCE OF EUROPEAN BUSINESS.
79-02 JBA78N0111
STARBUCK, W H. GREVE, A. HEDBERG, B. L T
JOURNAL OF BUSINESS ADMINISTRATION, VOL.9, NO.2, SPRING 1978, P 111-137,
BIBLIOG. 24
THIS ARTICLE TAKES ACTUAL CASES OF ORGANIZATIONS DEALING WITH CRISES AND
USES THEM AS A BASIS TO DESCRIBE WHY SOME ORGANIZATIONS SEEM MORE PRONE TO
ENCOUNTER CRISES. ORGANIZATIONAL REACTIONS TO CRISES AND PRESCRIPTIONS FOR
COPING ARE INCLUDED
DIRTY HANDS AND THE IVORY TOWER. 77-00 INT77H0031
DAVIDSON, D.
INTERFACES, VOL.7, NO.4, AUG 1977. P 31-33.
THE HANDLING OF THE OPERATIONS DURING THE ROTATIONAL STRIKES OF AIR CANADA
UNION PERSONNEL IS DESCRIBED.
MANAGING INTERPERSONAL CONFLICT IN PROJECT TEAMS. 77-00 SMR77M0045
HILL, R . E.
SLOAN MANAGEMENT REVIEW, VOL.18. NO.2, WINTER 1977, P 45-61. BIBLIOG. 22
AN ACTUAL CASE IS USED TO EXAMINE MEANS TO COPE WITH PERSONAL CONFLICT, THE
MOST DISRUPTIVE ELEMENT IN PROJECT TEAMS
COMMUNITIES ON THE PENTAGON'S HIT LIST 79-11 NAB79IO071
ANON
NATION'S BUSINESS, VOL.67. NO.9, SEPT 1979. P 71-72+
HOPE IS GIVEN, AND PROVEN JUSTIFIABLE, WHEN EXAMPLES OF FORCED MILITARY BASE
CLOSINGS END UP BENEFITING THE CITIES AND TOWNS AFFECTED. NUMEROUS EXAMPLES
OF CITIES RECOVERING FROM A SEEMINGLY DEVASTATING CLOSURE OF A BASE AND
REDUCTION OF JOBS, AS WELL AS THOSE GOING BEYOND THE FINANCIAL SUCCESS THE
MILITARY BASE PROVIDED, DECREASES THE FEAR AND PANIC OF BEING PUT ON THE
PENTAGON'S HIT LIST
THE UNITED NATIONS ON TRIAL. 80-06 VIT80D0361
HOFFMAN, W. F
VITAL SPEECHES, VOL.46, NO.12, APRIL 1, 1980, P 361-364.
THE IRANIAN CRISIS AND THE CRISIS CAUSED BY THE SOVIET INVASION OF
AFGHANISTAN HAVE CAUSED A SHARP FOCUS ON UNITED NATIONS' WEAKNESSES. AND
HAVE PUT THE UNITED NATIONS ON TRIAL IN THE COURT OF AMERICAN PUBLIC
OPINION. THE RESOLUTIONS OF THE UNITED NATIONS AND THE ORDERS OF THE
INTERNATIONAL COURT OF JUSTICE APPEAR TO BE UNENFORCEABLE, SUCH AS THE
SECURITY COUNCIL'S RESOLUTION REQUESTING THE RELEASE OF THE HOSTAGES IN
34
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IRAN, AND THE GENERAL ASSEMBLY'S REQUEST FOR WITHDRAWAL OF SOVIET FORCES
FROM AFGHANISTAN. STILL, THE UNITED NATIONS IS THE ONLY WORLDWIDE GOVERNMENT
ORGANIZATION, AND IF IT IS WEAK, THE ANSWER IS TO REFORM, RESTRUCTURE, AND
STRENGTHEN THE UNITED NATIONS SYSTEM.
CRISIS DEVELOPMENT AND STRATEGIC RESPONSE IN EUROPEAN CORPORATIONS.
79-02 JBA78N0139
DUNBAR, R. L. M. GOLDBERG, W. H.
JOURNAL OF BUSINESS ADMINISTRATION, VOL.9, NO . 2, SPRING 1978, P 139-149,
BIBLIOG. 10
ENVIRONMENTAL FACTORS OFTEN CONTRIBUTE TO THE DEVELOPMENT OF A CRISIS
SITUATION IN CORPORATIONS. CASE STUDIES OF ACTUAL BUSINESS CRISES SHOW THAT
STRATEGIC PLANNING MUST INVOLVE THE IDENTIFICATION OF MARKET NEEDS AND THE
INTEGRATION OF THESE NEEDS INTO THE DEVELOPMENT OF SOLUTIONS.
FRUSTRATION IN DECISION PROCESSES: A TENTATIVE FRAME OF REFERENCE.
77-00 ISM77RO006
JONSSON, S. A. LUNDIN, R. A.
INTERNATIONAL STUDIES OF MANAGEMENT & ORGANIZATION, VOL.7, NO.3-4,
FALL/WINTER 1977, P 6+
CRISIS SITUATIONS ARE CONSIDERED AS INITIATORS OF INDIVIDUAL AND
ORGANIZATIONAL DECISIONS. VARIOUS IMPLICATIONS OF THIS HYPOTHESIS ARE
DISCUSSED.
ARE YOU RUNNING A FIRE DEPARTMENT 77-00 SPM77F0002
ALBRECHT, K.
SUPERVISORY MANAGEMENT, VOL.22, NO.6, JUNE 1977, P 2-8.
EXAMINES TWO MANAGEMENT STYLES: CRISIS MANAGEMENT AND THE PERFORMANCE MODE.
DISCUSSES SOME KEY STEPS IN MOVING TOWARD THE PERFORMANCE MODE: TAKING
CONTROL OF YOUR TIME; SETTING REAL OBJECTIVES; AND MAKING PLANNING A WAY OF
LIFE .
EIGHTEEN IDEAS TO HELP YOU BREAK THE PROCRASTINATION HABIT
79-09 PR079G0017
ANON
PROFESSIONAL REPORT, VOL.9, NO.7, JULY 1979, P 17-19.
EIGHTEEN WAYS IN WHICH TO COMBAT PROCRASTINATION DURING A WORKING DAY ARE
LISTED. SETTING PRIORITIES, PLANNING WISELY AND SETTING GOALS ARE MAJOR
STEPS TO TAKE IN ACHIEVING WHAT MUST BE DONE IN A TIGHT SCHEDULE.
DOING MORE WITH LESS--CAN COMPTROLLERSHIP MEET THE CHALLENGE?
80-05 AFC80B0028
SMITHFIELD, D. C.
ARMED FORCES COMPTROLLER, VOL.25, NO.1, FEB. 1980, P 28-30, BIBLIOG. 7
THE AIR FORCE MUST MEET THE CHALLENGE OF INCREASING REQUIREMENTS USING LESS
RESOURCES AVAILABLE. THE IMPROVEMENT OF EXISTING SYSTEMS IS NECESSARY
THROUGH EFFICIENT FINANCIAL MANAGEMENT. THE COMPTROLLER OFFICES SHOULD BE
MANAGED USING KEY PERSONNEL AT ALL LEVELS MANAGEMENT BY OBJECTIVE AND
IMPROVEMENT GOALS AS OPPOSED TO CRISIS MANAGEMENT SHOULD BE EMPHASIZED.
35
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CRISIS RESPONSES OF COMPETING VERSUS NONCOMPETING ORGANIZATIONS.
79-02 JBA78N0151
KHANDWALLA, P N.
JOURNAL OF BUSINESS ADMINISTRATION, VOL.9, NO.2, SPRING 1978, P 151-178,
BIBLIOG. 51
ORGANIZATIONAL RESPONSES TO CRISIS ARE EXAMINED UNDER CONDITIONS OF EXTREME
VERSUS LIGHT COMPETITION. HYPOTHESES ARE DEVELOPED AND TESTED BASED ON
EXISTING DATA FROM ACTUAL FIRMS IN NORTH AMERICA.
THE MILITARY PSYCHOLOGIST DURING WARTIME: A MODEL BASED ON ACTION RESEARCH AND
CRISIS INTERVENTION. 77-00 JAB77AOOO7
GREENBAUM, C. W. ROGOVSKY, I SHALIT, B.
JOURNAL OF APPLIED BEHAVIORAL SCIENCE, VOL.13, NO.1, JAN-FEB-MARCH 1977, P
7-22. BIBLIOG. 12
A MODEL THAT CAN BE USED BY MILITARY PSYCHOLOGY UNITS IS DEVELOPED. THE
MODEL IS DERIVED FROM EXPERIENCES IN THE ISRAELI ARMY BEFORE AND AFTER THE
YOM KIPPUR WAR.
THE ORGANIZATIONAL AND INTERORGANIZATIONAL DEVELOPMENT OF DISASTERS
76-00 AS076I0378
TURNER, B. A.
ADMINISTRATIVE SCIENCE QUARTERLY, VOL.21, NO . 3, SEPT 1976, P 378-397
BIBLIOG. 38
UNCERTAINTY CREATES PROBLEMS FOR ACTION. THE SEQUENCE OF EVENTS ASSOCIATED
WITH A FAILURE OF FORESIGHT IS EXAMINED. AN ANALYSIS OF THE FEATURES OF THE
ORGANIZATIONAL AND ADMINISTRATIVE ARRANGEMENTS ASSOCIATED WITH DIFFERENT
DISASTERS CAN SERVE TO DEFINE THE PROCESSES BY WHICH ORGANIZATIONAL FAILURES
DEVELOP
MANAGING THE CRISES IN DATA PROCESSING. 79-08 HBR79C0115
NOLAN, R. L.
HARVARD BUSINESS REVIEW, VOL.57, NO.2, MARCH/APRIL 1979, P 115-126.
THE EDP FUNCTION HAS UNDERGONE EXPLOSIVE GROWTH IN COST, USAGE, AND
SOPHISTICATED TECHNOLOGY. SUCH GROWTH REQUIRES CONTROL AND PLANNING, AND
CRISIS ORIENTED MANAGEMENT
WHEN BLINKERS ARE BENEFICIAL. 75-00 IMG75E0051
BENSAHEL, J. G.
INTERNATIONAL MANAGEMENT, VOL.30, NO.5, MAY 1975, P 51-52.
THERE ARE TIMES WHEN AN EXECUTIVE MUST ISOLATE HIMSELF FROM OTHER PEOPLE AND
PROBLEMS, AND, IN A SENSE, DEVELOP "BLINKERS" TO BE ABLE TO CONCENTRATE ON A
SINGLE TASK. IT WILL REDUCE DISTRACTION AND AVOID MANAGEMENT BY CRISIS
SITUATIONS.
36
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THE POLITICS OF CRISIS MANAGEMENT IN GOVERNMENT' DOES PLANNING MAKE ANY
DIFFERENCE? 79-02 JBA78N0179
KIRBY, M. J. L. KROEKER, H. V.
JOURNAL OF BUSINESS ADMINISTRATION, VOL.9, NO.2, SPRING 1978, P. 179-195,
BIBLIOG. 9
FOR TWO DECADES AFTER WORLD WAR II, CRISES WERE HANDLED BY A PERSONAL
APPROACH TO GOVERNMENT ADMINISTRATION IN CANADA. CURRENTLY WITH ISSUES
BECOMING MORE COMPLEX, AN ATTEMPT TO DEAL WITH CRISES THROUGH SYSTEMS AND
PLANNING HAS NOT BEEN ENTIRELY SUCCESSFUL.
WHO ARE THE REAL PRISONERS-A CASE OF WIN-LOSE CONFLICT IN A STATE CORRECTIONAL
INSTITUTION. 77-00 JAB77A0023
SEBRING, R. H. DUFFEE, D.
JOURNAL OF APPLIED BEHVAIORAL SCIENCE, VOL.11, NO . 1 , JAN-FEB-MARCH 1977. P
23-40. BIBLIOG. 19
A CASE STUDY OF A CONFLICT BETWEEN A PRISON STAFF AND THE FUNDING
ORGANIZATION OF THE VOCATIONAL EDUCATION PROGRAM IS PRESENTED. VARIOUS
CONSULTING APPROACHES AND THE IMPLICATIONS OF THE CONFLICT ARE DISCUSSED.
SURVIVAL TACTICS FOR THE SMALL BUSINESS. 76-00 BH076B0013
CARRINGTON, J. H AURELIO, J. M.
BUSINESS HORIZONS, VOL.19, NO.1, FEE 1976, P 13-24.
CAREFUL PLANNING AND ESTABLISHMENT OF OPEN RELATIONSHIP WITH THOSE WITH A
STAKE IN FIRM'S SURVIVAL IS IMPORTANT WHEN SURVIVAL CRISIS OCCURS.
PRESENTATION OF A RESEARCH STUDY AND A CASE STUDY OF SURVIVAL.
CRISIS MANAGEMENT- GETTING OUT OF A TIGHT CORNER.
BHATTACHARYA, KERON
0342567 ACC 86-02
Accountancy Vol.96, No.1107. Nov. 1985, P. 96-97 2 Pages. JOUR. CODE-
ACC CODEN- ACTYAD COUNTRY- England LANGUAGE- ENGLISH ISSN- 0001-4664
DOC. TYPE- JOURNAL ILLUSTR- Chart, Photographs ARTICLE TYPE- Current
Issues, How-To
Anticipating, identifying, evaluating and resolving are the key steps in the
process of crisis management. Whether these procedures are set up on a
formal basis, or fall in the range of a small to an urgent issue, the
process should be in place before the event occurs. As the results of a
business executives' survey demonstrate, the remainder of this decade will
contain many unplanned and unpredictable events.
WHEN THE MAGIC GOES.
COLL, S.
0312226 INC84J0082 12-84
Inc. Vol.6, No.10, Oct. 1984, P. 82-84,88+. 7 Pages.
COUNTRY- U.S.A. LANGUAGE- ENGLISH ISSN- 0162-8968
ARTICLE TYPE- Feature, Biography
JOUR. CODE- INC
DOC. TYPE- JOURNAL
When Nolan Bushnel1 started out there was no stopping him, as the creator of
Atari moved on to other sure fire enterprises, but then, overwhelmed by the
creations, the creator's world collapsed. Bushnel1 started out as an
engineer, but then became sort of a cult figure as he progressed through
developing successful companies, Atari, Pizza Time Theaters and the
Androbot. Although admittedly an electronics genuis, Bushnel1 seems to have
been seduced by his own successes, and this set him up for failure. After
making plans involving the creation of several new companies, ideas, and
products bit by bit the Bushnel1 magic spell began to fall apart. With his
companies losing money, and at odds with his board of directors and top
37
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executives, Bushnel1 sold off what he could, put Pizza Time into Chapter 11,
and is recouping from all the problems by planning his next spectacular
market debuts.
THE CITY' MANAGEMENT BY CRISIS OR CRISIS MANAGEMENT 79-02 MAA78K0013
COPPIE, C. S.
MANAGEMENT ACCOUNTING, VOL.60, NO.5, NOV 1978, P 13-21
THE ARTICLE DISCUSSES THE RELATIONSHIP BETWEEN THE URBAN FISCAL CRISIS AND
SEVERAL MANAGEMENT 'TOOLS' FOR URBAN FINANCIAL SURVIVAL. A PRESENTATION OF
FIVE MANAGEMENT TECHNIQUES USED TO GET THE MOST OUT OF A GIVEN FINANCIAL
BASE FOLLOWS, WITH TECHNIQUE APPLICATIONS.
APPLICATION OF SOCIAL JUDGMENT THEORY IN POLICY FORMULATION: AN EXAMPLE.
77-00 JAB77AOOG9
STEINMANN, D. 00. SMITH, T H. JURDEM, J. G. HAMMOND, K. R.
UOURNAL OF APPLIED BEHAVIORAL SCIENCE, VOL.13, NO.1, JAN-FEB-MARCH 1977, P
69-88, BIBLIOG. 12
SOCIAL JUDGMENT THEORY AND INTERACTIVE COMPUTER GRAPHICS ARE USED TO
MINIMIZE CONFLICT IN PUBLIC POLICY GROUPS. A CASE APPLICATION IS PRESENTED
AND THE METHOD IS EVALUATED
HOW TO WEATHER A CRISIS. 76-00 IMG76E0027
BENSAHEL, J. G.
INTERNATIONAL MANAGEMENT, VOL.31, NO.5, MAY 1976, P 27-28.
A CHECKLIST OF PERTINENT QUESTIONS A MANAGER OR CONSULTANT SHOULD ASK TO
ASSESS CAUSES AND REMEDIES FOR CORPORATE CRISES IS PRESENTED.
LDC DEBTS: EUROPEAN BANKS VERSUS U.S. BANKS. 0323361 IIN84I0182 85-05
DELAMAIDE, D
Institutional Investor Sept. 1984, P 182-183,186+. 4 Pages. JOUR. CODE-
UN CODEN- ITIVAK COUNTRY- U.S.A LANGUAGE- ENGLISH ISSN- 0002-3580
DOC. TYPE- JOURNAL ILLUSTR- Photographs ARTICLE TYPE- Current Issues
Two ways to handle the international debt crisis are either to add the
interest a company cannot pay to its principal, or loan fresh money which
then allows for repayment of interest through a new debt European banks
oppose the idea of fresh money. The United States money center banks
consider it as a way for debtors to buy adjustment time. Wilfried Guth
(pictured) of the DeutscheBank addressed the International Monetary
Conference in May 1984 He pointed out that if countries go bankrupt, the
creditor will have to pay the price. Walter Wriston (pictured) of Citicorp
stated that financial responsibility belongs to the debtor countries. In
1982, the International Monetary Fund (IMF) forced commercial lenders that
did not want to supply fresh money into 'involuntary lending' European
banks are dissatisfied with the motives of American banks more than with
debtor countries. American banks are interested in earnings where as
European banks are interested in the balance. Many U.S. banks have agreed to
rescheduling to later maturity dates.
38
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HOW TO DEVELOP A CRISIS COMMUNICATIONS PLAN.
ANON
0339633 ADM84K0055 86-O1
Office Administration and Automation Vol 45, No. 1 1 , Nov. 1984, P. 55-57
JOUR. CODE- ADM CODEN- ADMAAF COUNTRY- U.S.A. LANGUAGE- ENGLISH
ISSN- 0745-4325 DOC. TYPE- JOURNAL ILLUSTR- Graphs, Tables ARTICLE
TYPE- Industry News
A crisis communication plan can play an essential role in the outcome of a
crisis. A crisis communication plan can alert or limit the duration of the
crisis. Western Union Corporation conducted a survey of 1,500 companies to
find how and who is responsible in getting messages to employees. The survey
indicated forty-five percent of the corporations had no plan. A plan should
include the following: crisis evaluation, corporate response, how to tell
employees and when to tell them. An illustration of a mailigram is included.
A table showing future uses of a crisis plan is included. A" graph
illustrates communication vehicles used in crisis plans.
THE MIDCAREER CONUNDRUM.
79-02 ORD78R0045
KETS DE VRIES, M. F R.
ORGANIZATIONAL DYNAMICS, VOL.7, NO . 2, AUTUMN 1978, P 45-62, BIBLIOG. 7
THE INDIVIDUAL FACING A MID-LIFE CAREER CRISIS CAN BE AIDED IN THIS BY
ORGANIZATIONAL INTERVENTION, IN THE FORM OF SUCH POSSIBLE REACTIONS AS THE
CONSTRUCTIVE, THE UNDERACHIEVEMENT, THE DEFENSIVE, AND THE DEPRESSED.
CONSTRUCTIVE MEASURES INVOLVE COUNSELING TO MODIFY ESTABLISHED BEHAVIOR AND
REEDUCATION TO BE ABLE TO ASSUME JOBS MORE IN LINE WITH CHANGING CONDITIONS.
HELPING PEOPLE TO DEAL WITH THEIR DIFFERENCES-AN OD DIRECTION: AN INTERVIEW
WITH STUART ATKINS. 77-00 JAB77A0110
CAHN, M. M.
JOURNAL OF APPLIED BEHAVIORAL SCIENCE, VOL.13, NO.1, JAN-FEB-MARCH 1977, P
110-116.
SIMILARITIES AND DIFFERENCES IN BEHAVIORAL STYLES ARE SUGGESTED AS A BASIS
FOR THE DEVELOPMENT OF A MODEL TO SOLVE ORGANIZATIONAL CONFLICT SITUATIONS.
DISASTER PLANNING FOR C.P.A.'S. 76-00 JAC76F0054
MOSEMAN, V. R.
JOURNAL OF ACCOUNTANCY, VOL.141, NO.6, JUNE 1976, P 54-56.
PRESENTS STEPS TO TAKE TO MINIMIZE THE LOSS SHOULD A DISASTER HIT THE
C.P.A.'S OFFICE. EMPHASIS IS PLACED ON THE SAFE STORAGE OF RECORDS AS THESE
ARE INVALUABLE TO A C.P.A.
FIGHTING FIRE FROM 441 MILES UP
SCHULMAN, R.
0335904 BWE85E06AO-8 85-11
Business Week No.2893, May 6, 1985, P. 110J. JOUR CODE- BWE CODEN-
BUWEA3 COUNTRY- U.S.A. LANGUAGE- ENGLISH ISSN- 0007-7135 DOC. TYPE-
JOURNAL ARTICLE TYPE- Technology
A fire on the Galapagos Islands was put out with the aid of some unusual
equipment. Satellites 441 miles up in the sKy, which normally perform other
functions, were used to see through the smoKe and help identify hot spots
which were hidden. Using this information, the fire was put out with little
damage to wildlife. Better understanding of the satellite, plus improved
software, enabled the satellite to be utilized in ways that quickly provided
much more information than had been previously available. Scientists now
feel that the satellite can be used on other cases of disaster, such as
floods and earthquakes. The American government is even considering the sale
39
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of the satellite system to private companies.
THE NUCLEAR SAFETY ISSUE THAT WON'T DIE.
0335905 BWE85E06AO-7 85-11
TASINI, J.
Business Week
CODEN- BUWEA3
TYPE- JOURNAL
GLASGALL, W.
No.2893, May 6, 1985, P. 110F.110G. JOUR. CODE- BWE
COUNTRY- U.S.A. LANGUAGE- ENGLISH ISSN- 0007-7135
ILLUSTR- Photographs ARTICLE TYPE- Current Issues
DOC .
The accidents at the Three Mile Island nuclear power plant in the late 1970s
has spawned many questions which have still not been answered
satisfactorily. One which is still being debated by the Nuclear Regulatory
Commission (NRC) and may even determine the financial survival of one
utility concerns something called source term. Source term refers to the
theoretical amount of radioactive compounds which would be put into the
atmosphere in the event of a nuclear accident. This issue is being debated
by numerous professional organizations, and its outcome will affect the
emergency evacuation plans for which utilities must draft plans. The debate
encompasses so many options because it is all based on computer models and
predictions, since there are very few actual accidents from which to gather
information. It will be at least several years before any definite
conclusions are reached. In the meantime New York's Long Island Lighting Co.
cannot open its $4.2 billion nuclear power plant because the state will not
agree to the utility's evacuation plan. A photograph of NRC official, James
Asseltine, is included.
79-02 SPM78L0003
GROUPS CAN MAKE THE BEST DECISIONS, IF YOU LEAD THE WAY
GLENN, E. C. POOD, E.
SUPERVISORY MANAGEMENT, VOL.23, NO.12, DEC. 1978, P 3-6.
GROUPS CAN BE USEFUL IN THE DECISION MAKING PROCESS, IF CONFLICT MANAGEMENT
IS PROPERLY EMPLOYED. IT IS THE MANAGER'S RESPONSIBILITY TO IMPLEMENT AND
MAINTAIN SUCH A SYSTEM, FOR THE BENEFIT OF THE COMPANY AND THE EMPLOYEES.
A THIRD-PARTY CONSULTATION MODEL FOR RESOLVING RECURRING CONFLICTS
COLLABORATIVELY 77-00 JAB77G0303
EISEMAN, J. W.
JOURNAL OF APPLIED BEHAVIORAL SCIENCE, VOL.13, NO.3, JULY- AUG-SEPT 1977,
P 303-314, BIBLIOG. 11
THE NEED FOR RESOLVING RECURRENT CONFLICTS COLLABORATIVELY IS DISCUSSED IN
VIEW OF VARIOUS CONFLICT TYPES AND RESOLUTION METHODS CALLED FOR.
THE EFFECT OF CRISES ON ORGANIZATIONAL PLANNING.
GILMOURE, C. SHEEHAN, G.
76-00 JGM76M0050
JOURNAL OF GENERAL MANAGEMENT, VOL.4, NO.2, WINTER 1976/77, P 50-58.
BIBLIOG. 4
EACH FIRM GOES THROUGH FOUR STAGES OF GROWTH FROM ENTREPRENEURIAL TO FULL
GROWTH. EACH STAGE HAS PLANNING AND MANAGEMENT STYLES COMMON TO THAT STAGE
ALTHOUGH PLANNING CRISES FORCE FIRMS TO LEAP FROM ONE STAGE TO THE NEXT
WILL JUSTICE BE SERVED?
0335530 FEE84G1913-2 85-11
HAOOANI, H.
RAM, M.
Far Eastern Economic Review Vol 125, No.29, July 19, 1984, P 13-14.
JOUR. CODE- FEE COUNTRY- Hong Kong LANGUAGE- ENGLISH ISSN- 0014-7591
DOC. TYPE- JOURNAL ARTICLE TYPE- Current Issues
Both India and Pakistan were relieved that the Sikh hijacking of Indian
Airlines Airbus A300 ended with no serious casualties. The hijackers
surrendered to Pakistan officials. Pakistan had hestitated to even let the
40
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plane land on its territory, fearing a new confrontation with India if the
hijackers refused to surrender peaceably Indian and Pakistani officials are
conferring on the fate of the hijackers. Pakistan has said it will try them,
but India is worried that, as in an earlier skyjacking to Pakistan, no trial
will take place. Previous similiar incidents are analyzed.
REPAYMENTS BOOST FOREIGN CONFIDENCE.
ASH, N.
0344599 EUR84I0022-S 86-03
Euromoney Sept. 1984, Supplement, P 022-24. 3 Pages. JOUR. CODE- EUR
COUNTRY- England LANGUAGE- ENGLISH ISSN- 0014-2433 DOC. TYPE- JOURNAL
ILLUSTR- Graphs. Photographs, Tables ARTICLE TYPE- Feature
Turkey's economic position, according to Yavuz Canevi, central bank
governor, changed from one with no particular problems in the 1960s to being
untenable in 1976, when Turkey could not service its debts. The Organization
of Petroleum Exporting Countries' price increases and extension of credit by
foreign banks are blamed for the virtual foreign exchange depletion, which
caused Turkish foreign debt to reach over $14 billion. By 1979, the
government managed to reschedule half of this debt. While the 1984 debt is
about $19 billion, the World Bank's James Chaffey feels the debt is
manageable if Turkey maintains its export push and receives continued
commercial support from foreign sources.
THE "WHAT-IF" DIRECTOR, CRISIS AVERSION AND CRISIS MANAGEMENT
78-12 DB078P0020
LOSCOCCO, S. J.
DIRECTORS & BOARDS, VOL,3, NO.2, SUMMER 1978, P 20-26.
DISASTER PLANNING SHOULD BE CARRIED OUT WITH THOUGHT AS TO CRISIS DECISION
MAKING, ROLE OF INDEPENDENT DIRECTOR, AND WARNING SIGNALS. FINANCIAL
OFFICERS MUST BE ABREAST OF ALL INFORMATION AND READY TO PROVIDE ANALYSES.
DISASTER PREPAREDNESS.
RITCHIE, G. N.
77-00 JA077D0076
JOURNAL OF ADMINISTRATION OVERSEAS, VOL.16, NO.2, APRIL 1977, P 76-87
MANY DEVELOPING COUNTRIES LIE IN AREAS WHICH ARE PRONE TO DISASTER, AND AS A
RESULT SHOULD DEVELOP DISASTER PREPAREDNESS PLANS WHICH INCLUDE AN ANALYSIS
OF THEIR VULNERABILITIES, AN APPORTIONING OF TASKS BETWEEN VARIOUS
ORGANIZATIONS, THE DELEGATION OF AUTHORITY TO CARRY OUT THOSE TASKS, AND
EDUCATION PROGRAMS WHICH DEAL WITH THE PROBLEM OF DISASTER RELIEF
SYSTEMS SURVIVORSHIP IN TIME OF CRISIS. 76-00 JSM76F0024
PATHE, A. P
JOURNAL OF SYSTEMS MANAGEMENT, VOL.27, NO . 6 , JUNE 1976, P 24-25.
IMPLEMENTATION OF PROCEDURAL AND SYSTEMS CHANGES BECOMES MORE DIFFICULT IN A
CORPORATE CRISIS. A SYSTEM FOR POLICY ENACTMENT IS PRESENTED.
ORDEAL IN THE AIR.
RAM, M.
0335532 FEE84G1913-1 85-11
Far Eastern Economic Review Vol.125, No.29, July 19, 1984, P. 13. JOUR.
CODE- FEE COUNTRY- Hong Kong LANGUAGE- ENGLISH ISSN- 0014-7591 DOC.
TYPE- JOURNAL
Hijackers seized an Indian Airlines airbus with 264 passengers and crew on a
flight from Srinagar to New Delhi and forced it to land in Lahore, Pakistan.
Mohan Ram, a passenger on the hijacked plane, describes the shooting of the
flight engineer, and being forced to chant Sikh slogans, along with the
other passengers. The ordeal lasted twenty hours, during which time almost
41
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no food or water was available The hijackers threatened to blow up the
plane unless the Indian Army left the Punjab. Finally, the hijackers told
the passengers to say their last prayers. Moments later, they suddenly told
the passengers they were free to leave the plane, and the episode was over
CHEMICAL LEAK AT CARBIDE'S INSTITUTE PLANT RAISES NEW QUESTIONS ABOUT INDUSTRY
SAFETY 0339370 CHM85H1903-1 86-01
ANON
Chemical Marketing Reporter Vol.228, No.8, Aug. 19, 1985, P 3,19. JOUR.
CODE- CHM COUNTRY- U.S.A. LANGUAGE- ENGLISH ISSN- 0090-0907 CO.
NO.S- 00-128-9O08 DOC. TYPE- TABLOID ILLUSTR- Photographs ARTICLE
TYPE- Current Issues, Industry News TICKER- UK
Senator Frank Lautenberg of New Jersey predicts much tougher government
regulations covering toxic emissions from chemical plants as a result of the
accidental release of a solution of aldicarb oxime and dichloromethane°from
Union Carbide Corporation's plant at Institute, West Virginia, injuring 135
persons and raising renewed concerns over the safety of the chemical
industry The chemical company suspects the leak to have been caused by a
pressure buildup in the solution's reactor vessel due to unintentional
introduction of steam into the jacket of the vessel Questions about the
accident have been raised over Carbide's computerized noxious gas tracking
system at the plant, the timing of the leak, the adequacy of emergency
response procedures, and the company's delay in notifying Kanawha County,
West Virginia officials. Although Carbide does not plan to monitor exposure
victims for long term health effects because of low health hazard
considerations, West Virginia health officials plan to monitor the
hospitalized patients over an extended period. The Institute plant is a
sister facility of the Bhopal, India plant, according to Danbury,
Connecticut based Carbide. A photograph shows paramedics transporting leak
victims in Institute from an emergency medical center
THE CREDIT ROUNDTABLE: SALVAGING ACCOUNTS. 78-00 DAB78A0027
DONZE, E. A. LAPIN, R. KUJAWA, J. R. MORSE, B. H.
DUN & BRADSTREET REPORTS, VOL.26, NO . 1 , JAN.-FEB. 1978, P 27-31.
SEVERAL INSTANCES WHERE CREDIT EXECUTIVES SAVED GOOD ACCOUNTS WHICH HAD
TURNED BAD ARE RELATED. TECHNIQUES INCLUDED FINDING A "HIDDEN ASSET" AND
LIQUIDATION OF STORES IN A CHAIN.
KIDNAP/EXTORTION: A BANK THREAT
ANDERSON, R. E.
THE MAGAZINE OF BANK ADMINISTRATION
77-OO MAB77FO018
VOL 53, NO.6, JUNE 1977, P 18-21
ALL BANKS SHOULD DEVELOP AWARENESS PROGRAMS FOR THEIR EMPLOYEES, REASONABLE
ACTION PLANS, AND SOPHISTICATED PROTECTION FOR POTENTIAL KIDNAP/EXTORTION
TARGETS. FEW BANKS HAVE ADEQUATE PROTECTION BUT WITH MORE PLANNING WOULD
LESS LIKELY JEOPARDIZE HOSTAGES.
CORPORATE PLANNING IN THE NETHERLANDS.
76-00 LRP76J0030
EPPINK, D. J. KEUNING, D. DE JONG, K.
LONG RANGE PLANNING, VOL.9, NO.S, OCT 1976, P 30-41. BIBLIOG. 20
SURVEY OF 20 MAJOR DUTCH COMPANIES INDICATES THAT FOR A MAJORITY OF THE
FIRMS COMPREHENSIVE AND SYSTEMATIC LONG RANGE PLANNING IS STILL IN AN
EVOLUTIONARY PHASE. THE VARIOUS PROBLEMS CONFRONTED BY CORPORATE PLANNERS
ARE EXAMINED. CORPORATE PLANNERS ASSIGN DIFFERENT WEIGHTS TO STIMULATING,
MOTIVATING, CO-ORDINATING, INITIATING, AND EVALUATING FUNCTIONS.
42
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WHERE DROUGHT GRIPS THE EAST 0335260 USN85E1309-2 85-11
ANON
U.S. News & World Report Vol.98, No. 18, May 13, 1985, P. 9. JOUR. CODE-
USN COUNTRY- U.S.A. LANGUAGE- ENGLISH DOC. TYPE- JOURNAL ILLUSTR-
Maps ARTICLE TYPE- Current Issues
The East Coast is suffering from the driest spring recorded since 1941.
Limits already are put on car washing and lawn watering, and campers are not
being allowed in dry forest areas. The East Coast needs three times its
normal rain fall this time of year to lessen the critical situation. A map
is used to illustrate the soil conditions in the U.S.
THE OPERATING PERFORMANCE OF RETAIL ORGANIZATIONS DURING DOWNTURN ECONOMIC
PERIODS. 77-00 AMA7710390
BATES, A. D. PATTON, W. E. III.
AMERICAN MARKETING ASSOCIATION PROCEEDINGS, NO.41 , 1977, P 39O-394.
BIBLIOG. 12
AN ANALYSIS OF MAJOR RETAILERS' PERFORMANCE DURING THE 1974 RECESSION SHOWS
THAT THEY DID NOT EMPLOY ANY OF THE TYPICAL COUNTERMEASURES TO RECESSION.
HOWEVER, THEY DID REDUCE CAPITAL EXPENDITURES DURING THE RECOVERY OF 1975.
OPTIMAL STRATEGY FOR THE ONE-AGAINST-MANY BATTLE. 77-00 OPR77I0884
FRIEDMAN, Y
OPERATIONS RESEARCH, VOL.25, NO.5, SEPT -OCT 1977, P 884- 888, BIBLIOG. 1
THE ORDER OF ATTACKING A MULTITUDE OF HOSTILE UNITS IS DETERMINED WHEN UNIT
KILL TIMES ARE EXPONENTIALLY DISTRIBUTED. THE RELATIVE DANGER OF EACH
HOSTILE UNIT, AND THE RELATIVE EFFECTIVENESS AGAINST EACH UNIT ARE
CONSIDERED.
MANAGEMENT IN CRISES. 76-00 MRE76HO029
GOLDRESS, J. E. CHRISTIAN, R. W.
MANAGEMENT REVIEW, VOL.65, NO.8, AUG 1976, P 29-37
STEPS IN CRISIS MANAGEMENT- ANALYZING THE PROBLEM AREAS, LOOKING BEHIND THE
BALANCE SHEET, STRUCTURING THE TURNAROUND AND PLANNING CASH FLOW.
COLD, "FLOOD", FIRE, POWER OUTRAGE FAIL TO HALT THIS BANK'S DATA PROCESSING
77-00 BAK77C0016
ANON
BANKING, VOL.69, NO.3, MARCH 1977, P 16,114.
WINTERS NATIONAL BANK AND TRUST CO. OF DAYTON, OHIO, MANAGED TO CONTINUE
VIRTUALLY UNINTERRUPTED OPERATIONS IN ITS LARGE DATA PROCESSING DEPARTMENT
IN THE FACE OF A POWER FAILURE.
TOWARD AN INDIVIDUAL STRATEGY FOR COPING WITH CHANGE. 77-00 PAD77I0045
BRISCOE, D. K.
THE PERSONNEL ADMINISTRATOR, VOL.22, NO.7, SEPT 1977. P 45-48.
BECAUSE THE ORGANIZATIONAL ENVIRONMENT IS IN A STATE OF FLUX, TO BE
EFFECTIVE A MANAGER MUST DEVELOP SKILLS IN DEALING WITH CHANGES AND
PROBLEMS.
43
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THE CONTINGENCY MANAGER; DOING WHAT COMES NATURALLY 76-00 MRE76K0020
MICHAEL, S. R.
MANAGEMENT REVIEW, VOL.65, NO.11, NOV 1976, P 20-31.
DESCRIBES THE CONTINGENCY APPROACH TO MANAGEMENT: MATCHING APPROPRIATE
SOLUTIONS TO THE PROBLEMS WITH THE CURRENT SITUATION IN MIND.
THE CONSULTANT AS LONE RANGER. 77-00 CBM77I0037
ROSS, V
CANADIAN BUSINESS MAGAZINE, VOL.50, NO.9, SEPT 1977, P 37 +
THE MANAGEMENT CONSULTANT IS USUALLY A COVERT FIGURE WHEN HE COMES TO ADD
HIS EXPERTISE TO A COMPANY SINCE MANY PERCEIVE HIS PRESENCE TO INDICATE
TROUBLE. THE KEY TO HIS SUCCESS IS TO SORT OUT THE USELESS COMPANY POLICIES
THAT GOT IN THE WAY OF OBJECTIVES.
WATER MANAGEMENT IN CRISIS. 77-00 PAR77I0472
BERRY, M. P.
PUBLIC ADMINISTRATION REVIEW, VOL.37. NO.5, SEPT./OCT 1977, P 472-477.
BIBLIOG. 19
CHANGES IN WATER RESOURCE MANAGEMENT WILL OCCUR AS WATER SHORTAGES INCREASE
PLANNING IS ESSENTIAL TO AVOID CRISIS DECISION MAKING IN ALLOCATING WATER
RESOURCES.
WHEN IS AN ORGANIZATION EFFECTIVE. A PROCESS APPROACH TO UNDERSTANDING
EFFECTIVENESS. 76-OO ORD76R0050
STEERS, R. M.
ORGANIZATIONAL DYNAMICS, VOL.5, NO.2, AUTUMN 1976, P 5O-63. BIBLIOG. 10
DESCRIBES A PROCESS MODEL FOR ANALYZING EFFECTIVENESS AND EXAMINES THE
VARIOUS CRITERIA USED FOR EVALUATING ORGANIZATIONAL EFFECTIVENESS.
ORGANIZATIONAL CHARACTERISTICS, ENVIRONMENTAL CHARACTERISTICS, EMPLOYEE
CHARACTERISTICS AND MANAGERIAL POLICIES AND PRACTICES HAVE MAJOR INFLUENCE
ON EFFECTIVENESS.
LESSONS FROM A MUNICIPAL FISCAL CRISIS. 77-00 CPA77K0025
GORDON, A. N.
CPA JOURNAL, VOL.47, NO.11, NOV 1977, P 25-28.
THE FINANCIAL CRISIS WHICH HIT NEW YORK CITY HAS TAUGHT AUDITORS AND
FINANCIAL MANAGERS MANY LESSONS. THE BIGGEST PROBLEM WHICH HIT NEW YORK WAS
NOT BEING ABLE TO PAY THEIR DEBT REQUIREMENTS. ORGANIZATIONS MUST SCHEDULE
THEIR DEBT SO IT CAN BE SAFELY PAID OFF
THE SOURCES AND RESOLUTION OF CONFLICT IN MANAGEMENT 77-00 PEJ77E0225
SMYTH, R.
PERSONNEL JOURNAL, VOL.56, NO.5, MAY 1977, P 225-226+
A HEALTHY ORGANIZATION WILL HAVE CONFLICT BETWEEN ITS EMPLOYEES AND RATHER
THAN SUPPRESSING THAT CONFLICT, MANAGEMENT SHOULD WORK FOR THE OPTIMUM
SOLUTION INCLUDING THE GREATEST GOOD FOR THE GREATEST NUMBER.
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CONFLICT- A MORE PROFESSIONAL APPROACH. 76-00 PAD76G0028
AUSTIN, D. L.
THE PERSONNEL ADMINISTRATOR, VOL.21, NO.5, JULY 1976, P 28-32.
AN APPROACH TO HELP IMPROVE UNDERSTANDING OF CONFLICT. A CASE STUDY ON A
CONFLICT SITUATION IN SUPERVISION AND PERFORMANCE REVIEW IS PRESENTED.
MANAGEMENT BY CRISIS. 77-00 PPM77E0194
SUMMERS, J.
PUBLIC PERSONNEL MANAGEMENT, VOL.6, NO.3, MAY-JUNE 1977, P 194-20O.
MANAGEMENT BY CRISIS RELIES ON DAY TO DAY PROBLEMS THAT ARISE WITH LITTLE OR
NO EMPHASIS ON THE LONG TERM. THESE SMALL PROBLEMS BEGIN TO MOUNT AS THE
COMPANY HAS NO DIRECTION AND NO CLEAR CUT PROGRAM FOR SUCH ISSUES AS
EXPANSION AND EMPLOYEE MANAGEMENT
RUMORS-ENEMY OF COMPANY MORALE & COMMUNITY RELATIONS. 76-00 PEJ76I0435
MCSWEENEY, J. P
PERSONNEL JOURNAL, VOL.55, NO.9, SEPT 1976, P 435-436.
IT IS ESSENTIAL THAT EACH COMPANY HAVE A WELL THOUGHT OUT DISASTER PLAN TO
DEAL WITH EMERGENCIES. THE NEED FOR AN EFFICIENT COMMUNICATION SYSTEM IS
HIGHLIGHTED TO BOOST MORALE AND IMPROVE COMMUNITY RELATIONS AND TO REMOVE
THE POTENTIAL DESTRUCTIVENESS OF RUMORS.
A DECISION MODEL FOR ADJUSTING TO NATURAL HAZARD EVENTS WITH APPLICATION TO
URBAN SNOW STORMS. 76-00 RES76B0050
HOWE, C. W. COCHRANE, H. C.
THE REVIEW OF ECONOMICS AND STATISTICS, VOL.58, NO.1, FEE 1976, P 5O-58.
BIBLIOG. 8
IN RECURRENT, NON-CATASTROPHIC NATURAL EVENTS, AND IN PARTICULAR IN THE CASE
OF URBAN SNOWFALL, THE COSTS OF CONTENDING WITH THE EFFECTS OF EACH INCIDENT
WILL OF COURSE VARY INVERSELY WITH THE AMOUNT SPENT ON LONG-TERM
PREPARATION, AND THE OBJECTIVE HERE IS TO MINIMIZE THE SUM FLEXIBILITY IN
CHOOSING A SOLUTION. BUT TOTAL COST CAN BE SIGNIFICANTLY REDUCED BY
IMPROVING THE FORECAST ACCURACY
COMING THROUGH THE CRISIS: ENGINEER RETENTION PROGRAMS AND THEIR IMPACT ON
ORGANIZATIONAL DYNAMICS. 76-00 SMR76R0047
HEARD, M. L. JACKSON, R. J. SMITH, C. D.
SLOAN MANAGEMENT REVIEW, VOL.18, NO. 1 , FALL 1976, P 47-58.
EXAMINES THE IMPACT OF A PARTICULAR RETENTION SYSTEM ON PRODUCTIVITY, MORALE
AND DECISIONS TO RESIGN. THE IMPACT OF REDUCTION IN FORCE ON THE AEROSPACE
INDUSTRY, THE COMMUNICATION INDUSTRY AND ON A GOVERNMENT AGENCY IS
DISCUSSED.
CONFLICT: A NEGLECTED RESOURCE: FROM CONFRONTATION TO COLLABORATION.
75-00 CBR75C0039
DERR, C. B.
CONFERENCE BOARD RECORD, VOL.12, NO.3, MARCH 1975, P. 39-42.
CONFLICTS ARE A NORMAL AND NATURAL CONSEQUENCE OF HUMAN INTERACTION.
THEREFORE, PRINCIPLES OF CONFLICT MANAGEMENT MUST TAKE COGNIZANCE OF THE
FULL RANGE OF MAN'S INTERACTION WITH MAN IN ANY ORGANIZATIONAL SETTING.
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GOOD MANAGEMENT AND THE GOLDEN MEAN. 75-00 CBR75C0048
KRAMER, H.
CONFERENCE BOARD RECORD, VOL 12, NO.3, MARCH 1975, P 48-51 BIBLIOG. 5
MANAGEMENT MUST RECOGNIZE THAT LIFE IS BASED ON CONFLICT AND THAT ITS TASK
IN THE LONG-RUN SHOULD BE DIRECTED TOWARD HARMONIZING CONFLICTS RATHER THAN
AGGRAVATING THEM.
CRISIS MANAGEMENT 75-QO EUB75NOO16
ANON
EUROPEAN BUSINESS, NO.44, SPRING 1975, P 16,17
EFFECTIVE SYSTEMS AND MANAGEMENT TECHNIQUES THAT CAN AVOID OR LESSEN THE
EFFECTS OF A CRISIS ARE DESCRIBED.
75-00 EUR75I0041
THE SDR AND THE NEED FOR MONETARY REFORM.
BARBER, L.
EUROMONEY, SEPT 1975, P 41-44
THE SDR WAS DESIGNED TO BRING ABOUT A MORE EFFICIENT AND EQUITABLE MONETARY
SYSTEM. MULTIPLE CRISES IN RECENT YEARS HAVE HOWEVER PREVENTED THE
IMPLEMENTATION OF MANY PLANNED AND NEEDED REFORMS TO SUPPLEMENT THE USE OF
THIS UNIT OF ACCOUNT
PLANNING FOR THE UNTHINKABLE. 75-OO HBR75G0020
HERSHEY, R.
HARVARD BUSINESS REVIEW, VOL.53, NO.4, JULY-AUG 1975, P 20-24.
THE IMPORTANCE OF PLANNING AGAINST CATASTROPHE IN ALL AREAS.
CONTINGENCY PLANNING TO HANDLE OFFICE DISASTER.
CHASEN, I.J.
0330256 OFF84J0125 85-09
Office Vol 100, No.4, Oct. 1984, P 125. CORP. SOURCE- ALEXANDER GRANT &
CO. PHILADELPHIA, PA JOUR. CODE- OFF CODEN- OFISAD COUNTRY- U.S.A.
LANGUAGE- ENGLISH ISSN- O03O-0128 DOC. TYPE- JOURNAL
Office disasters, such as flood or fire, which produce long term outages
must be planned for with a, carefully produced contingency plan. It must
address these issues: restoration of all critical applications in a definite
time frame, and eventual restoration of noncritical applications and damaged
facilities. Key components of the plan are: requirements for restoring each
application in the needed time frame, critical resources for each
application, critical resource planning, written procedures for the plan,
and monitoring and periodic testing of the plan. Plan teams must develop the
procedures to restore the plant and all necessary functions.
PESTICIDE RULES MAY BE REVISED TO BALANCE RISKS.
0332086 CHM85D0807-1 85-09
ANON
Chemical Marketing Reporter Vol.227, No.14, April 8, 1985, P. 7,19.
JOUR CODE- CHM COUNTRY- U.S.A. LANGUAGE- ENGLISH ISSN- 0090-0907
DOC. TYPE- TABLOID ARTICLE TYPE- Current Issues
The Environmental Protection Agency (EPA) plans to revise its regulations
concerning pesticide usage by federal and state agencies during emergency
conditions which are normally not covered by the provisions of each
46
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pesticide registration. Jack Moore, EPA assistant administrator for
pesticides and toxic substances, says that the agency's proposal effectively
balances the need to protect public health and the need to act with
pesticides during pest control emergencies. The EPA proposal would also
require federal and state agencies to notify them within twenty-four to
thirty-six hours of issuing an emergency exemption, a rule not provided by
clauses of the Federal Insecticide, Fungicide and Rodenticide Act.
Additional limitations to crisis-exemption guidelines would also be included
by the EPA's proposal, which is prompted by a review of the increasing
number of emergency exemption cases since 1973.
CARBIDE DEALS WITH DISASTER.
JERVEY, G.
0328735 AVA84L1O01-3 85-08
Advertising Age Vol.55, No.84, Dec. 10, 1984, P. 1,83. JOUR. CODE- AVA
COUNTRY- U.S.A. LANGUAGE- ENGLISH ISSN- 0001-8899 CO. NO.S-
00-128-9008 DOC. TYPE- TABLOID ARTICLE TYPE- Current Issues TICKER- UK
The Burson Marsteller, crisis communications unit of Marsteller Inc., is
handling public relations for Union Carbide Corp. Union Carbide's plant in
Bhopal, India, leaked poison gas killing almost 2,OOO and injuring thousands
more. The industrial accident and the problems precipitated by it are being
studied by the crisis unit. Advertising is being considered as a medium to
communicate the firm's sorrow about the incident. A major responsibility of
Union Carbide is to express the impact of the disaster on the international
chemical industry
ANOTHER GOVERNMENT SECURITIES AGENT BITES THE DUST
0329274 BWE85C1836 85-08
SCREDON, S.
Business Week
CODEN- BUWEA3
TYPE- JOURNAL
LADERMAN, J.
No.2884, March 18, 1985, P 36,38.
COUNTRY- U.S.A. LANGUAGE- ENGLISH
ILLUSTR- Photographs
JOUR. CODE- BWE
ISSN- 0007-7135
DOC.
ESM Group Inc. is the fourth government securities dealer in four years to
shut down. The Securities and Exchange Commission (SEC), which does not
regulate government securities dealers, is investigating ESM for fraudulent
practices. The firm dealt with many city governments and savings and loans.
Cities such as Beaumont, Texas, and Hayward, California may be among the
many who get burned by ESM's failure. The biggest losers will be those who
engaged in repurchase agreements (called repos) with ESM; the collateral and
government securities they traded with ESM may be gone. Just weeks prior to
the ESM failure, the Federal Reserve Bank of New York had proposed
guidelines to establish capital adequacy rules for government securities
dealers. If a firm is willing to misrepresent its financial situation, then
all the guidelines in the world will not make a difference. A photograph of
financier Marvin Warner is included.
CONTROLLING THE RM/MEDIA RELATIONSHIP
ANON
0326248 RKM84FOO42 85-07
Risk Management Vol.31, No.6, June 1984, P. 42. JOUR. CODE- RKM
COUNTRY- U.S.A. LANGUAGE- ENGLISH ISSN- 0035-5593 DOC. TYPE- JOURNAL
ILLUSTR- Photographs ARTICLE TYPE- Feature
The twenty-second annual meeting of the Risk and Insurance Management
Society (RIMS) included a mini seminar 'What Do You Tell the Media And
When?' Richard C. Heydinger, risk manager of Hallmark Cards, was the
moderator Heydinger was involved in one of the largest media disaster
coverages, the Hyatt Skywalk disaster. Several suggestions were made to
companies that handle crisis management. The media should be kept informed
with accuarte information. Several sources are always available if the
crisis management team is unwilling to cooperate. Risk managers should be
familiar to local media and should develop good relationships. A photograph
of panelist, Kathryn J. Mclntire is included.
47
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STRATEGY AND THE ENVIRONMENT: A STUDY OF CORPORATE RESPONSES TO CRISES.
0326518 SMJ84G0199 85-07
SMART, C. VERTINSKY, I
Strategic Management Journal Vol.5, No.3, July-Sept. 1984, P. 199-213. 15
Pages. CORP. SOURCE- SIMON FRASER UNIVERSITY BURNABY, BRITISH COLUMBIA
JOUR. CODE- SMJ CODEN- SMAJDB COUNTRY- England LANGUAGE- ENGLISH
ISSN- 0143-2095 SPECIAL FEATURE- Bibliography (34 REFS.) DOC. TYPE-
JOURNAL ILLUSTR- Diagrams, Tables ARTICLE TYPE- Research Findings
How corporations respond to crises, external events that are both unexpected
and of critical importance, is a major determinant of long-term
effectiveness. A study based on information provided by senior executives of
ninety-four of the largest firms in U.S. and Canada offers some insight. The
results provide support for the study'=; initial premise that relationships
exist between a firm's environment and certain attributes of crisis
management strategies. Environments that are highly complex and perceived to
be uncertain encourage retrenchment and adaptive responses to crises In
contrast, si mple environments tend to foster a strong be lief in the ability
to control events and promote an active, entrepreneurial response. Other
conclusions are that organizations evolving in stable environments may lag
in response to major environmental changes, and complex organizations may
tend to underuse organizational reform as a crisis coping device Tables
presenting research data, a diagram showing a geometrical representation of
the results, and a bibliography are included.
HYPERTURBULENCE AND THE EMERGENCE OF TYPE 5 ENVIRONMENTS.
0327317 AMR84G0460 85-07
MCCANN, J.E. SELSKY, J.
Academy of Management Review Vol.9, No.3, July 1984, P. 460-470. 10 Pages.
CORP. SOURCE- FLORIDA, UNIV. OF JOUR. CODE- AMR COUNTRY- U.S.A.
LANGUAGE- ENGLISH ISSN- 0363-7425 SPECIAL FEATURE- Bibliography (64
REFS.) DOC. TYPE- JOURNAL ARTICLE TYPE- Theory
Previous studies suggest that adaptation of members to environmental
turbulence can be placed on an evolutionary dimension with four successive
transformations of structure within an environment resulting as a
consequence of ever-escalating complexity and change. Discussed here is the
type of environment emerging after the type four turbulent field, but before
the hyperturbu1ence becomes endemic and an environment totally unmanageable.
This type five environment generates a specific adaptive response by members
called partitioning, a process by which individuals attempt to allocate and
protect limited adaptive ability This response gives rise to two very
different types of coexisting domains within an environment: social enclaves
which are groups protecting their adaptive capacity and social vortices
which are those members having very low adaptive capacity More theory
building and empirical research is indicated, with suggestions provided on
possible directions for such studies.
VIEWS THE ROLE OF STRATEGIC PLANNING. 0322504 NUH84G1411-2 85-05
HAMPTON, C.C.
National Underwriter Life & Health Insurance Vol.88, No.28, July 14,
1984, P. 11,16. CORP SOURCE- UNION MUTUAL LIFE INSURANCE JOUR. CODE-
NUH COUNTRY- U.S.A. LANGUAGE- ENGLISH ISSN- 0028-033X DOC. TYPE-
TABLOID
Strategic planning is an ongoing process with widespread implications and
can result in significant changes. The most difficult part of the strategic
planning process is implementation of decisions made. Strategic planning is
the key to success. It eliminates the need for crisis management Every
person in an organization should be involved in strategic planning and
thereby dedicated to its results. At Union Mutual Life Insurance, the
foundation for strategic planning is the corporate model, which consists of
the business mission, corporate financial objectives and specific strategies
in support of the mission and financial objectives. In evaluating this
model, a triangle is used as a tool One side of the triangle is competitive
48
-------
strengths, the second side is market opportunities and the third side the
values of organization.
-------
SUBJECT TERM INDEX
ACCIDENTAL
42 0339370 CHM85H
ACCOUNTING AUDIT
44 77-00 CPA77KOO
ACCOUNTING STANDARDS
31 80-01 MAA79JOO
ACCURATELY
3 0303320 PRJ84F
ACQUISITION
16 84-02 PGM83IOO
33 79-12 TW079J15
ADAPTATION
48 0327317 AMR84G
ADDITIONAL
46 0332086 CHM85D
ADJUSTMENT
38 0323361 IIN84I
ADJUSTMENTS
6 0344157 HRM84N
ADMINISTRATION
4 0344382 PU085P
ADMINISTRATOR
46 0332086 CHM85D
ADMITTEDLY
37 0312226 INC84J
ADVERTISING CAMPAIGNS
16 83-01 FOR82K29
AEROSPACE INDUSTRY
45 76-00 SMR76ROO
AFGHANISTAN
34 80-O6 VIT80DO3
AGREEMENTS
47 0329274 BWE85C
AGRICULTURE
6 84-06 BWE84C26
8 84-03 FID83IOO
AIR FORCE
35 80-05 AFC8OBOO
AIR TRANSPORTATION
40 0335530 FEE84G
41 0335532 FEE84G
AIRCRAFT INDUSTRY
29 77-00 FOR77J01
AIRLINE INDUSTRY
27 81-08 IMG81DOO
AIRLINE INDUSTRY
41 0335532 FEE84G
ALLOCATIONS
4 0310905 AEI84X
ALTERNATIVE
2 0341431 PGD85A
10 84-07 JAM84MOO
ALTERNATIVES
39 0335904 BWE85E
ANNOUNCEMENTS
4 0344382 PU085P
ANNUAL MEETINGS
47 0326248 RKM84F
ANTICIPATION
6 0344157 HRM84N
ANTITRUST LAWS
28 79-06 PEJ79D02
APPLICATION
19 82-01 OME81605
38 77-00 JAB77AOO
45 76-00 RES76BOO
46 0330256 OFF84J
APPLICATIONS
46 0330256 OFF84J
APPROACHES
3 84-04 JM083K03
4 0310905 AEI84X
APPROPRIATE
2 0341431 PGD85A
ASSESSMENT CENTER
44 76-00 ORD76ROO
ASSIGNMENT
4 0344382 PU085P
ASSOCIATIONS
9 84-05 ASM83COO
10 84-O5 ASM83COO
ATMOSPHERE
40 0335905 BWE85E
ATTITUDE CHANGE
7 84-06 III84B01
ATTRIBUTES
48 0326518 SMJ84G
AUTHENTICITY
2 0341431 PGD85A
AUTHORITATIVE
3 0303320 PRJ84F
S-1
-------
BANK SERVICES
30 81-05 BZE81AOO
BANKRUPTCY
6 84-04 MEE83IOO
19 82-11 BWE82I20
28 77-00 EUR77G01
37 76-00 BH076BOO
BEHAVIORAL
8 0297999 BH084E
21 81-02 GOS80L04
BEHAVIORAL SCIENCE
2 0341431 PGD85A
8 84-07 HBR84EOO
12 84-07 ORD84NOO
32 80-07 OQT79F05
34 77-00 SMR77MOO
35 77-00 ISM77ROO
45 75-00 CBR75COO
45 76-00 PAD76GOO
48 0327317 AMR84G
BOARD OF DIRECTORS
41 78-12 DB078POO
BOSTON RED SOX
8 83-12 NEW83I19
BRITISH AIRWAYS
27 81-08 IMG81DOO
BUDGETARY CONTROL
31 8O-01 MAA79JOO
BUREAUCRACY
6 84-06 BWE84C26
37 77-00 JAB77AOO
45 77-00 PPM77E01
BURR HAMILTON
30 81-05 BZE81AOO
BUSINESS CYCLE
43 77-00 AMA77103
BUSINESS ETHICS
29 80-03 PUQ79MOO
BUSINESS OPPORTUNITY
34 79-11 NAB79IOO
BUSINESSES
3 0308297 IMR84I
CALIFORNIA
10 83-12 WBK83HOO
18 82-02 PAR81K06
47 0329274 BWE85C
CAPABILITIES
3 0303320 PRJ84F
CAPITAL CONTROLS
29 77-00 FOR77J01
CAPITAL EXPENDITURE
43 77-00 AMA77103
CAPITAL MANAGEMENT
29 77-00 FOR77J01
CAPITAL MARKETS
20 80-05 BKR80A01
CAREER DEVELOPMENT
27 79-06 DIR79BOO
39 79-02 ORD78ROO
CAREER PATH
39 79-02 ORD78ROO
CASE STUDY
9 84-07 JAM84MOO
10 84-07 JAM84MOO
13 83-02 JAM82R04
30 80-08 OOT79J08
34 79-02 JBA78N01
35 79-02 JBA78N01
CASH FLOW
43 76-00 MRE76HOO
CASH MANAGEMENT
37 76-00 BH076BOO
CASH SQUEEZE
37 76-00 BH07SBOO
CASUALTIES
40 0335530 FEE84G
CATASTROPHIC
5 0311501 CBM84H
CENTRAL BANK
7 84-06 III84B01
CENTRALIZATION
35 79-02 JBA78NO1
CHARACTERISTICS
8 0297999 BH084E
CHEMICAL INDUSTRY
42 0339370 CHM85H
47 0328735 AVA84L
CHIEF EXECUTIVE OFFICER
16 84-05 LRP84BOO
CIRCUMSTANCES
1 0307594 PUA84P
COLLATERAL
47 0329274 BWE85C
COLLEGES & UNIVERSITIES
2 0341431 PGD85A
COLLEGES AND UNIVERSITIES
2 0341431 PGD85A
COMMERCIAL
38 0323361 IIN84I
41 0344599 EUR84I
COMMISSION
40 0335905 BWE85E
47 0329274 BWE85C
COMMITTEES
1 0307594 PUA84P
S-2
-------
COMMON MARKET
22 8O-04 DUN80BOO
COMMUNICATE
47 0328735 AVA84L
COMMUNICATION
1 0341426 PGD85A
2 84-04 DEC83R05
10 84-05 ASM83COO
15 84-05 IMR84COO
17 82-04 BMR82BOO
18 84-05 PRJ84AOO
26 83-04 MAR82J28
36 77-00 JAB77AOO
39 0339633 ADM84K
39 77-00 JAB77A01
40 79-02 SPM78LOO
43 77-00 PAD77IOO
45 76-OO SMR76ROO
COMMUNICATION BEHAVIOR
1 0341426 PGD85A
COMMUNICATION INDUSTRY
27 80-03 PRU79KOO
45 76-00 SMR7SROO
COMMUNICATION SYSTEMS
11 84-05 CCJ83KOO
COMMUNICATIONS
15 84-05 IMR84COO
39 0339633 ADM84K
47 0328735 AVA84L
COMMUNICATIONS SATELLITE
39 0335904 BWE85E
COMMUNICATIONS SYSTEMS
47 0326248 RKM84F
COMMUNITY DEVELOPMENT
34 79-11 NAB79IOO
COMMUNITY RELATIONS
45 76-00 PEJ76IO4
COMPANY PROFILE
1 0302464 HBR84G
COMPANY-PRODUCT
4 0310905 AEI84X
COMPARATIVE
1 0302464 HBR84G
COMPARATIVE ANALYSIS
1 0302464 HBR84G
COMPARISON
2 84-04 DEC83R05
10 84-07 JAM84MOO
COMPETITION
36 79-02 JBA78N01
44 77-OO PEJ77E02
COMPETITIVE
48 0322504 NUH84G
COMPLEXITY
48 0327317 AMR84G
COMPLICATIONS
1 0302464 HBR84G
COMPONENTS
46 0330256 OFF84J
COMPUTER INDUSTRY
25 81-10 OFF81HOO
COMPUTER MODEL
32 79-02 UBA78NOO
COMPUTER SERVICES
36 79-O8 HBR79C01
CONCENTRATE
4 0344382 PU085P
CONCEPTUAL FRAMEWORK
12 84-05 HUR83L11
CONCLUSIONS
40 0335905 BWE85E
48 0326518 SMJ84G
CONDITIONS
43 0335260 USN85E
46 0332086 CHM85D
CONFERENCE
38 0323361 IIN84I
CONFRONTATION
3 84-04 UM083K03
40 0335530 FEE84G
45 75-00 CBR75COO
CONSEQUENCE
48 O327317 AMR84G
CONSTRAINT
6 0304631 JSM84E
CONSTRUCTION INDUSTRY
23 83-O5 BWE83C07
CONSULTANT
37 77-00 JAB77AOO
38 76-00 IMG76EOO
39 77-00 JAB77A01
44 77-00 CBM77IOO
CONTINENTAL
6 0344157 HRM84N
CONTINGENCY THEORY
26 82-08 EXS82BOO
CONTROL TECHNIQUES
21 80-05 OME78504
CORPORATE BEHAVIOR
26 80-09 MPL80GOO
29 77-00 FOR77J01
29 80-03 PUQ79MOO
34 79-02 JBA78N01
41 78-12 DB078POO
S-3
-------
CORPORATE BUREAUCRACY
8 84-07 HBR84EOO
CORPORATE IMAGE
16 84-05 LRP84BOO
17 83-08 MFP83EOO
29 80-03 PUQ79MOO
CORPORATE MANAGEMENT
1 0302464 HBR84G
CORPORATE RESPONSIBILITY
8 83-12 NEW83I19
29 80-03 PUQ79MOO
CORPORATION
3 0308297 IMR84I
6 0344157 HRM84N
29 80-03 PUQ79MOO
39 0339633 ADM84K
CORPORATION'S
42 0339370 CHM85H
CORPORATIONS
1 0302464 HBR84G
16 84-05 LRP84BOO
17 83-08 MFP83EOO
23 83-05 BWE83C07
35 79-02 JBA78N01
39 0339633 ADM84K
42 0339370 CHM85H
42 76-00 LRP76JOO
48 0326518 SMJ84G
CORRUPTION
26 81-10 OFF81HOO
COST BENEFIT ANALYSIS
33 77-00 INM77IOO
45 76-00 RES76BOO
COUNSELORS
1 0341426 PGD85A
COUNTERACT
6 0344157 HRM84N
CREDIBILITY
24 83-05 VIT83C01
26 80-03 PRJ79KOO
27 80-03 PRJ79KOO
CREDIT AGENCIES
47 0329274 BWE85C
CRISIS INTERVENTION
2 0341431 PGD85A
5 84-07 FUT84DOO
7 84-07 FUT84DOO
48 0326518 SMJ84G
CRISIS MANAGEMENT
1 0302464 HBR84G
1 0307594 PUA84P
1 0341426 PGD85A
2 0341431 PGD85A
2 84-04 DEC83R05
2 84-07 PUG84COO
3 0303320 PRJ84F
CRISIS MANAGEMENT
3 03O8297 IMR84I
3 84-04 JM083K03
3 84-07 PUG84COO
4 0310905 AEI84X
4 84-07 ABB84COO
4 84-07 OME84201
5 0304036 GA084N
5 0311501 CBM84H
5 84-04 MAR83L01
5 84-07 FUT84DOO
6 0304631 JSM84E
6 0344157 HRM84N
6 84-04 MEE83IOO
6 84-06 BWE84C26
7 0307024 NAB84H
7 84-04 NAF84MOO
7 84-06 III84B01
7 84-07 FUT84DOO
8 0297999 BH084E
8 83-12 NEW83I19
8 84-03 FID83IOO
8 84-05 AMJ84C01
8 84-07 HBR84EOO
9 83-04 RKM83AOO
9 84-03 MT082KOO
9 84-05 ASM83COO
9 84-07 JAM84MOO
10 83-02 AS082L05
10 83-12 WBK83HOO
10 84-05 ASM83COO
10 84-07 JAM84MOO
1 1 83-02 AS082L05
11 83-11 DBM83HOO
1 1 84-03 PGD83K01
1 1 84-O5 CCJ83KOO
11 84-07 JMD83400
12 83-O2 INC81IOO
12 83-11 FPL83HOO
12 84-03 PRR83ROO
12 84-05 HUR83L11
12 84-07 ORD84NOO
13 83-02 JAM82R04
13 84-03 JWT83G03
13 84-07 PUG84COO
14 83-02 VIT82KOO
14 83-11 BMR83HOO
14 84-02 NAF83ROO
14 84-05 HUR83L11
14 84-07 PUG84COO
15 83-01 ECN82I04
15 83-08 BMR83EOO
15 84-02 NAF83ROO
15 84-05 IMR84COO
16 82-07 JMS82AOO
16 83-01 FOR82K29
16 83-08 OOC83200
16 84-02 PGM83IOO
16 84-05 LRP84BOO
17 82-04 BMR82BOO
17 82-11 BWE82H30
17 83-08 MFP83EOO
17 84-01 III83I02
17 84-05 MRE83KOO
18 82-02 PAR81K06
18 83-08 VIT83EO4
18 83-12 IPR82DOO
18 84-05 PRJ84AOO
19 81-04 SPM81BOO
19 82-01 OME81605
S-4
-------
CRISIS MANAGEMENT
19 82-11 BWE82I20
19 83-07 JMS83AOO
19 84-O5 TMA83L01
20 80-05 BKR8OA01
20 81-O4 VIT81B02
20 82-01 SPM81KOO
20 82-11 EBP82IOO
20 83-06 MSC83AOO
21 80-05 OME78504
21 81-02 GOS80L04
21 81-12 BK720861
21 82-11 MRE82HOO
21 83-06 PAD83DOO
22 80-04 DUN80BOO
22 81-01 IMG8OLOO
22 81-12 BK790033
22 82-11 SEM82IOO
22 82- 1 1 SEM82IOO
22 83-06 PRJ83COO
23 8O-03 EMR79400
23 81-01 SAM80ROO
23 81-12 BK79O887
23 82-11 SEM82IOO
23 83-05 BWE83C07
24 80-03 JBA78R04
24 80-10 AFC80HOO
24 81-10 JAM81G02
24 83-O5 VIT83C01
25 80-O3 PLR79KOO
25 80-O9 IMG80GOO
25 81-10 OFF81HOO
25 82-11 SEM82IOO
25 83-O4 CBR83BOO
26 80-03 PRJ79KOO
26 80-09 MPL80GOO
26 81-10 OFF81HOO
26 82-08 EXS82BOO
26 83-04 MAR82J28
27 79-O6 DIR79BOO
27 80-03 PRJ79KOO
27 8O-O8 AS080F03
27 81-O8 IMG81DOO
27 82-O8 TDJ82GOO
28 77-00 EUR77G01
28 77-OO FIN77EOO
28 79-O6 PEJ79D02
28 80-03 PRJ79LOO
28 80-O8 EXE80FOO
28 81-OS MES81F08
29 77-00 FOR77J01
29 79-04 MAN79AOO
29 80-O3 PUQ79MOO
29 80-08 IMG80FOO
29 81-06 BH081EOO
30 77-OO FUT77J02
30 79-02 FOR78L18
30 80-O3 SPM80AOO
30 80-08 OQT79J08
30 81-05 AIE8ONP6
30 81-O5 BZE81AOO
31 77-00 HBR77AOO
31 79-02 JBA78NOO
31 8O-01 MAA79JOO
31 80-07 DAB80COO
31 81-O5 CHA81COO
32 77-OO IMG77EOO
32 79-02 JBA78NOO
32 79-12 TRA79IOO
32 80-O7 OOT79F05
CRISIS MANAGEMENT
32 81-04 ATR81AOO
33 77-00 INM77IOO
33 79-02 JBA78NOO
33 79-11 DIR79GOO
33 79-12 TW079J15
33 80-07 SAM80NOO
33 81-04 IMG81BOO
34 77-00 INT77HOO
34 77-OO SMR77MOO
34 79-02 JBA78N01
34 79-11 NAB79IOO
34 80-06 VIT80D03
34 80-07 SPM80EOO
35 77-00 ISM77ROO
35 77-OO SPM77FOO
35 79-02 JBA78N01
35 79-09 PR079GOO
35 80-05 AFC80BOO
36 75-00 IMG75EOO
36 76-00 AS076I03
36 77-00 JAB77AOO
36 79-02 JBA78N01
36 79-08 HBR79C01
37 0312226 INC84J
37 76-00 BH076BOO
37 77-OO JAB77AOO
37 79-02 JBA78N01
38 0323361 IIN84I
38 76-00 IMG76EOO
38 77-00 JAB77AOO
38 79-02 MAA78KOO
39 03359O4 BWE85E
39 0339633 ADM84K
39 76-OO JAC76FOO
39 77-00 JAB77A01
39 79-02 ORD78ROO
40 0335530 FEE84G
40 0335905 BWE85E
40 76-00 JGM76MOO
40 77-00 JAB77G03
40 79-02 SPM78LOO
41 0335532 FEE84G
41 0344599 EUR84I
41 76-00 JSM76FOO
41 77-00 JA077DOO
41 78-12 DB078POO
42 0339370 CHM85H
42 76-00 LRP76JOO
42 77-00 MAB77FOO
42 78-00 DAB78AOO
43 0335260 USN85E
43 76-00 MRE76HOO
43 77-OO AMA77103
43 77-00 BAK77COO
43 77-00 OPR77I08
43 77-00 PAD77IOO
44 76-00 MRE76KOO
44 76-00 ORD76ROO
44 77-00 CBM77IOO
44 77-00 CPA77KOO
44 77-00 PAR77I04
44 77-00 PEJ77E02
45 75-00 CBR75COO
45 76-00 PAD76GOO
45 76-00 PEJ76IO4
45 76-00 RES76BOO
45 76-00 SMR76ROO
45 77-00 PPM77E01
46 0330256 OFF84J
S-5
-------
CRISIS MANAGEMENT
46 0332086 CHM85D
46 75-00 CBR75COO
46 75-00 EUB75NOO
46 75-00 EUR75IOO
46 75-00 HBR75600
47 0326248 RKM84F
47 0328735 AVA84L
47 0329274 BWES5C
48 0322504 NUH84G
48 0326518 SMJ84G
48 0327317 AMR84G
CRISIS MANAGEMENT TEAM
13 83-11 MAG83200
CRISIS MANAGEMENT*ANALYSIS
4 0344382 PUQ85P
CRISIS MANAGEMENT*TECHNIOUE
37 0342567 ACC 86
CRISIS-EXEMPTION
46 0332086 CHM85D
DATA MANAGEMENT
46 0330256 OFF84J
DATA STORAGE
39 76-00 JAC76FOO
DEBT SERVICE
20 80-05 BKR80A01
41 0344599 EUR84I
DECENTRALIZATION
29 77-00 FOR77J01
DECISION MODELS
45 76-00 RES76BOO
DECISION THEORY
25 80-09 IMG80GOO
30 80-03 SPM80AOO
DEFENSE INTELLIGENCE AGENCY
16 84-02 PGM83IOO
DELEGATION OF AUTHORITY
29 77-00 FOR77J01
34 80-07 SPM80EOO
DEMOGRAPHICS
29 79-04 MAN79AOO
DEMONSTRATE
3 0303320 PRJ84F
37 0342567 ACC 86
DETERMINANT
48 0326518 SMJ84G
DEUTSCHEBANK
38 0323361 IINS4I
DEVALUATION
9 83-04 RKM83AOO
DEVELOPING COUNTRIES
8 84-03 FID83IOO
DEVELOPING COUNTRIES
19 82-11 BWE82I20
20 80-05 BKR80A01
41 77-OO JA077DOO
DEVELOPMENT
8 0297999 BH084E
30 80-08 OQT79J08
35 79-02 JBA78N01
36 76-00 ASQ76I03
DEVELOPMENTAL
6 0304631 JSM84E
DIAGRAMMATIC MODELS
8 84-07 HBR84EOO
DICHLOROMETHANE
42 0339370 CHM85H
DIFFERENCE
25 82-11 SEM82IOO
47 0329274 BWE85C
DIFFICULTIES
1 0302464 HBR84G
6 0304631 JSM84E
DIRECT COST
4 0310905 AEI84X
DIRECTIONS
48 0327317 AMR84G
DIRECTNESS
2 0341431 PGD85A
DISASTER MANAGEMENT
39 0335904 BWE85E
46 0330256 OFF84J
47 0326248 RKM84F
DISCRIMINATION
4 84-07 ABB84COO
DISCUSSION
1 0341426 PGD85A
DISINTEGRATION
8 0297999 BH084E
DOME PETROLEUM LTD
1 0302464 HBR84G
DOW CHEMICAL CANADA
24 83-05 VIT83C01
EARNINGS PER SHARE
33 79-12 TW079J15
EARTHQUAKES
39 0335904 BWE85E
ECONOMIC CONDITIONS
6 84-06 BWE84C26
26 82-08 EXS82BOO
41 0344599 EUR84I
ECONOMIC DEVELOPMENT
31 81-05 CHA81COO
S-6
-------
ECONOMIC EVALUATION
41 0344599 EUR84I
ECONOMIC HISTORY
28 77-00 EUR77G01
37 79-02 JBA78N01
ECONOMIC IMPLICATION
9 83-04 RKM83AOO
ECONOMIC POLICY
6 84-06 BWE84C26
14 83-02 VIT82KOO
19 81-04 SPM81BOO
ECONOMIC RECOVERY
31 80-01 MAA79JOO
43 77-00 AMA77103
ECONOMIC REFORM
6 84-06 BWE84C26
ECONOMIC SURVEY
17 84-01 III83I02
ECONOMIC TRENDS
30 77-00 FUT77J02
43 77-00 AMA77103
EFFECTIVELY
4 0344382 PU085P
46 O332O86 CHM85D
EFFECTIVENESS
32 79-02 JBA78NOO
44 76-00 DRD76ROO
48 O326518 SMJ84G
EFFICIENCY
33 79-11 DIR79GOO
44 76-00 ORD76ROO
ELECTRICITY
33 77-00 INM77IOO
ELECTRONICS
37 0312226 INC84J
ELIMINATES
48 03225O4 NUH84G
EMERGENCIES
46 0332086 CHM85D
EMERGENCY SERVICE
9 84-03 MT082KOO
9 84-07 JAM84MOO
10 84-07 JAM84MOO
23 83-05 BWE83C07
39 0339633 ADM84K
EMPLOYEE BEHAVIOR
6 0344157 HRM84N
48 0327317 AMR84G
EMPLOYEE BENEFITS
46 75-00 HBR75GOO
EMPLOYEE RELATIONS
4 84-07 ABB84COO
EMPLOYEE RELATIONS
8 83-12 NEW83I19
45 77-00 PPM77E01
46 75-00 HBR75GOO
EMPLOYEE SERVICES
39 0339633 ADM84K
EMPLOYMENT
18 84-05 PRJ84AOO
34 79-11 NAB79IOO
EMPLOYMENT POLICY
23 80-03 EMR79400
46 75-00 HBR75GOO
ENCOMPASSES
40 0335905 BWE85E
ENCOUNTERS
1 0341426 PGD85A
ENTERPRISES
37 0312226 INC84J
ENTREPRENEUR
37 0312226 INC84J
ENTREPRENEURIAL
48 0326518 SMJ84G
ENTREPRENEURSHIP
33 79-11 DIR79GOO
37 76-00 BH076BOO
39 76-00 JAC76FOO
ENVIRONMENT
6 0304631 JSM84E
48 0326518 SMJ84G
48 0327317 AMR84G
ENVIRONMENTAL
10 83-02 ASQ82L05
46 0332086 CHM85D
48 0326518 SMJ84G
48 0327317 AMR84G
ENVIRONMENTAL CONSTRAINTS
16 84-02 PGM83IOO
ENVIRONMENTS
1 1 83-02 AS082L05
19 83-07 JMS83AOO
48 0326518 SMJ84G
48 0327317 AMR84G
EQUILIBRIUM
2 0341431 PGD85A
ESM GROUP
47 0329274 BWE85C
EVACUATION
40 0335905 BWE85E
EVALUATION
1 0302464 HBR84G
23 81-01 SAM80ROC
25 80-03 PLR79KOC
39 0339633 ADM84K
S-7
-------
EVALUATION
44 76-00 ORD76ROO
EVOLUTIONARY
48 0327317 AMR84G
EXAMINATION
1 0302464 HBR84G
EXCHANGE RATE
46 75-00 EUR75IOO
EXECUTIVES
37 0312226 .INC84J
37 0342567 ACC 86
48 0326518 SMJ84G
EXPERIENCE
1 0341426 PGD85A
5 0311501 CBM84H
34 79-02 JBA78N01
EXTERNAL ENVIRONMENT
44 76-00 ORD76ROO
48 0326518 SMJ84G
48 0327317 AMR84G
FACILITATE
1 0341426 PGD85A
FACILITIES
46 0330256 OFF84J
FACILITY LOCATION
27 8O-03 PRJ79KOO
FAILURE ANALYSIS
37 0312226 INC84J
FEDERAL GOVERNMENT
5 0304036 GA084N
11 84-05 CCJ83KOO
42 0339370 CHM85H
FINANCIAL ANALYSIS
1 0302464 HBR84G
44 77-OO CBM77IOO
FINANCIAL DATA
1 0302464 HBR84G
FINANCIAL MANAGEMENT
13 84-03 JWT83G03
31 80-01 MAA79JOO
35 80-05 AFC80BOO
41 78-12 DB078POO
44 77-00 CBM77IOO
FINANCIAL MARKETS
6 84-04 MEE83IOO
FINANCIAL SERVICE INDUSTRY
47 0329274 BWE85C
FINANCIAL SERVICES
47 0329274 BWE85C
FISCAL POLICY
4 0310905 AEI84X
FLOOD INSURANCE
10 84-07 JAM84MOO
FLOW CHART
2 84-04 DEC83R05
FLUCTUATIONS
4 0310905 AEI84X
FOREIGN AID
20 80-05 BKR80A01
FOREIGN EXCHANGE
20 80-05 BKR80A01
46 75-00 EUR75IOO
FORT LAUDERDALE
47 0329274 BWE85C
FORTY-FIVE
39 0339633 ADM84K
FORTY-SEVEN
3 0308297 IMR84I
FOUNDATION
48 0322504 NUH84G
FRAUDULENT
47 0329274 BWE85C
FREQUENTLY
3 0303320 PRJ84F
FUNCTIONAL ORGANIZATION
9 84-07 JAM84MOO
GAME THEORY
3 84-04 JM083K03
21 80-05 OME78504
30 80-08 OQT79JO8
32 80-07 OOT79F05
GOALS AND OBJECTIVES
23
36
42
44
45
GOVERNMENT
4
5
39
40
4 1
41
42
47
81-01 SAM80ROO
76-00 ASQ76I03
76-OO LRP76JOO
76-OO DRD7GROO
77-OO PPM77E01
0310905 AEI84X
03O4036 GA084N
0335904 BWE85E
0335530 FEE84G
0335532 FEE84G
0344599 EUR84I
0339370 CHM85H
0329274 BWE85C
GOVERNMENT AGENCY
1 0307594 PUA84P
20 81-04 VIT81B02
37 77-00 JAB77AOO
45 76-00 SMR76ROO
GOVERNMENT AID
2 84-07 PUG84COO
24 81-10 JAM81G02
GOVERNMENT BUREAUCRACY
37 77-00 JAB77AOO
GOVERNMENT CONTRACTS
29 77-00 FOR77J01
S-8
-------
GOVERNMENT INTERVENTION
2 84-07 PUG84COO
3 84-07 PUG84COO
6 84-04 MEE83IOO
7 84-06 III84B01
13 84-07 PUG84COO
14 84-07 PUG84COO
34 79-11 NAB79IOO
GOVERNMENT POLICY
4 0310905 AEI84X
37 79-02 JBA78N01
GOVERNMENT PROGRAMS
20 81-04 VIT81B02
30 80-08 OOT79J08
37 77-00 JAB77AOO
41 77-00 JA077DOO
GOVERNMENT REGULATION
4 0310905 AEI84X
6 84-04 MEE83IOO
19 84-05 TMA83L01
24 8O-03 JBA78R04
28 79-06 PEJ79D02
29 79-04 MAN79AOO
34 79-11 NAB79IOO
47 0329274 BWE85C
GOVERNMENT SECURITIES
47 0329274 BWE85C
GOVERNMENTAL CONTROL
7 84-06 III84B01
42 0339370 CHM85H
GOVERNMENTS
47 0329274 BWE85C
GREAT BRITAIN
1 O307594 PUA84P
27 79-06 DIR79BOO
GROUP DYNAMICS
34 77-00 SMR77MOO
36 77-00 JAB77AOO
38 77-00 JAB77AOO
39 77-00 JAB77A01
40
77-00 JAB77G03
GUIDELINES
4 84-07 ABB84COO
4 84-07 OME84201
10 83-12 WBK83HOO
11 84-07 JMD83400
46 0332086 CHM85D
47 0329274 BWE85C
HAZARDOUS MATERIALS
17 84-05 MRE83KOO
19 84-05 TMA83L01
HEALTH CARE
22 83-06 PRU83COO
HEALTH CARE INDUSTRY
28 81-08 MESS 1 FOB
HEALTH HAZARD
42 0339370 CHM85H
HEALTH HAZARD
47 0328735 AVA84L
HIGHLIGHTS
1 0302464 HBR84G
HUMAN BEHAVIOR
1 0341426 PGD85A
2 0341431 PGD85A
6 0344157 HRM84N
14 84-O2 NAF83ROO
25 80-03 PLR79KOO
25 80-09 IMG80GOO
29 80-O8 IMG8OFOO
34 77-00 INT77HOO
35 77-00 ISM77ROO
36 77-00 UAB77AOO
39 77-OO UAB77A01
44 76-00 ORD76ROO
45 75-00 CBR75COO
45 76-OO PAD76GOO
48 0327317 AMR84G
HUMAN RELATIONS
14 84-02 NAF83ROO
25 80-O3 PLR79KOO
29 80-O8 IMG80FOO
44 77-00 PEJ77E02
HUMAN RESOURCE DEVELOPMENT
27 79-06 DIR79BOO
30 80-03 5PM80AOO
31 79-02 UBA78NOO
32 79-12 TRA79IOO
35 77-00 ISM77ROO
36 77-00 UAB77AOO
37 77-00 UAB77AOO
39 77-00 UAB77A01
39 79-02 ORD78ROO
40 77-00 UAB77G03
40 79-02 SPM78LOO
42 77-00 MAB77FOO
44 76-00 ORD76ROO
45 77-00 PPM77E01
46 75-OO CBR75COO
46 75-00 EUB75NOO
HYATT REGENCY
23 82-11 SEM82IOO
ILLUSTRATE
43 0335260 USN85E
ILLUSTRATES
39 0339633 ADM84K
ILLUSTRATION
39 0339633 ADM84K
IMMUNIZATION
5 0304036 GA084N
IMPACT ANALYSIS
4 0310905 AEI84X
IMPERATIVE
6 0344157 HRM84N
IMPLEMENTATION
9 83-04 RKM83AOO
S-9
-------
IMPLEMENTATION
15 84-05 IMR84COO
48 0322504 IMUH84G
IMPLICATIONS
1 0341426 PGD85A
48 0322504 NUH84G
IMPORTANCE
8 0297999 BH084E
48 0326518 SMJ84G
IMPROVEMENTS
39 0335904 BWE85E
INCENTIVES
33 79-12 TW079J15
INDIVIDUALS
48 0327317 AMR84G
INDUSTRIAL
1 0302464 HBR84G
3 0308297 IMR84I
23 80-03 EMR79400
47 0328735 AVA84L
INDUSTRIAL ACCIDENTS
42 0339370 CHM85H
47 O328735 AVA84L
INDUSTRIAL DEMOCRACY
32 79-02 OBA78NOO
40 77-00 JAB77G03
INDUSTRIAL DYNAMICS
40 77-00 JAB77G03
INDUSTRIAL PSYCHOLOGY
36 76-00 ASQ76I03
INDUSTRIAL RELATIONS
6 0344157 HRM84N
23 80-03 EMR79400
34 77-OO INT77HOO
40 77-00 JAB77G03
45 76-OO PAD76GOO
45 76-00 PEJ76I04
45 76-00 SMR76ROO
46 75-00 CBR75COO
INDUSTRIAL SAFETY
40 0335905 BWE85E
42 0339370 CHM85H
INDUSTRIES
1 0302464 HBR84G
5 0311501 CBM84H
INDUSTRY ANALYSIS
42 76-00 LRP76JOO
INEFFECTIVE
4 0310905 AEI84X
INFECTIOUS DISEASE
5 0304036 GA084N
INFORMAL ORGANIZATION
4 84-07 ABB84COO
INFORMATION
2 0341431 PGD85A
2 84-04 DEC83R05
3 0303320 PRJ84F
4 0310905 AEI84X
4 0344382 PUQ85P
39 0335904 BWE85E
39 0339633 ADM84K
40 0335905 BWE85E
47 0326248 RKM84F
48 0326518 SMJ84G
INFORMATION FEEDBACK
17 82-11 BWE82H30
INFORMATION MANAGEMENT
2 84-04 DEC83R05
INFORMATION NETWORKS
2 84-04 DEC83R05
INFORMATION SYSTEMS
23 80-03 EMR79400
36 76-00 ASQ76I03
41 78-12 DB078POO
INFORMATION THEORY
45 76-00 PEJ76I04
INNOVATIVE
6 0304631 JSM84E
INSECTICIDE
46 0332086 CHM85D
INSTITUTES
5 0304036 GA084N
INSUFFICIENT
5 03O4036 GA084N
INSURANCE INDUSTRY
29 80-03 PU079MOO
47 0326248 RKM84F
INTERNAL ORGANIZATION
48 0327317 AMR84G
INTERNATIONAL
1 0302464 HBR84G
13 83-11 MAG832OO
18 83-12 IPR82DOO
24 80-03 JBA78R04
30 81-05 BZE81AOO
34 79-11 NAB79IOO
36 77-00 JAB77AOO
38 0323361 IIN84I
41 77-00 JA077DOO
46 75-00 CBR75COO
46 75-00 EUR75IOO
47 0328735 AVA84L
INTERNATIONAL CORPORATION
13 83-11 MAG83200
INTERNATIONAL DEBT
14 83-02 VIT82KOO
38 0323361 IIN84I
INTERNATIONAL FINANCE
38 0323361 IIN84I
S-10
-------
INTERNATIONAL FINANCE
"1 034459S EJRS4I
INTERNATIONAL HARVESTER CO
1 0302464 HBR84G
INTERNATIONAL LAW
40 0335530 FEES4G
INTERNATIONAL MONETARY FUND
19 82- 1 1 BWE82I20
INTERNATIONAL MONETARY REFORM
46 75-00 EUR75IOO
INTERNATIONAL RELATIONS
40 033553C FEES4G
INTERPERSONAL COMMUNICATION
1 0341426 PGD85A
8 84-05 AMJ84C01
44 77-OO PEJ77E02
INTERVENTION
2 0341431 PGD85A
36 77-OO UAB77AOO
INTRODUCTION
42 0339370 CHM85H
INTRODUCTIONS
1 0341426 PGD85A
INVESTIGATION
47 0329274 BWE85C
INVESTMENT
12 83-11 FPL83HOO
21 81-12 BK720861
INVESTOR BEHAVIOR
26 80-03 PRJ79KOO
INVOLUNTARY
38 0323361 IIN84I
INVOLVEMENT
4 84-07 OME84201
5 0304036 GAOS4N
JOB ENRICHMENT
35 79-09 PR079GOC
44 76-OO MRE76KOO
JOB SATISFACTION
35 79-OS PR079GOO
JOB SECURITY
39 79-02 ORD78ROC
JOHNSON & JOHNSON
16 83-01 FOR82K29
JOHNSON AND JOHNSON
22 83-06 PRJ83COO
LABOR MANAGEMENT
45
KANSAS CITY
LABOR NEGOTIATIONS
45 75-00 CBR75COC
LABOR RELATIONS
23 80-03 EMR794OC
45
46
75-00 CBR75CC
75-00 HBR75GC
LABOR SUPPLY-ANALYSIS
6 0344157 HRM84N
LAND USE
24 81-10 JAMS1G02
LAUTENBERG
42 0339370 CHM85H
LEADERSHIP
27 82-08 TDJ82GOO
31 79-02 JBA78NOO
33 79-11 DIR79GOC
34 77-00 SMR7^MOC
43 76-00 MRE76HOO
44 76-00 MRE76KOO
LEARNING THEORY
12 84-07 ORD84NOC
uEGAL ASPECT
14 84-02 NAF83ROC
LEGAL PROCESS
14 84-02 NAF83ROO
LEGISLATION
29 79-04 MAN79AOO
31 61-05 CHAS1COO
LIABILITIES
42 0339370 CHM85H
LIABILITY MANAGEMENT
41 0344599 EUR84I
LIMITATIONS
31 79-02 JBA78NOO
46 033208S CHM85D
LINE AUTHORITY
31 77-00 HBR^7AOO
LOCAL GOVERNMENT
9 84-07 JAM84MOC
18 82-02 PAR81KOE
MACHINERY INDUSTRY
1 0302464 HBR84G
MAINTENANCE
25 8'-10 OFF81HOO
MANAGEABLE
-11 SEMS2 IOC
LABOR FORCE
45 76-00 PEJ76I04
-------
MANAGEMENT
2
3
3
4
4
5
5
7
7
8
8
1 1
1 1
12
13
14
15
16
18
20
21
22
22
23
23
24
24
24
24
25
25
26
27
27
28
29
29
30
30
31
31
32
33
33
34
34
34
35
35
35
36
36
36
37
37
37
37
38
39
39
40
41
42
42
42
43
43
44
44
84-04 DEC83R05
0303320 PRJ84F
0308297 IMR84I
0310905 AEI84X
0344382 PUQ85P
0311501 CBM84H
84-07 FUT84DOO
0307024 NAB84H
84-07 FUT84DOO
0297999 BH084E
84-07 HBR84EOO
83-02 AS082L05
84-05 CCJ83KOO
83-02 INC81IOO
84-03 JWT83G03
83-11 BMR83HOO
84-05 IMR84COO
84-05 LRP84BOO
82-02 PAR81K06
81-04 VIT81B02
81-02 GOS80LO4
81-12 BK790033
83-06 PRJ83COO
81-12 BK790887
83-05 BWE83C07
80-03 JBA78R04
80-10 AFC80HOO
81-10 JAM81G02
83-05 VIT83C01
80-03 PLR79KOO
81-10 OFF81HOO
80-03 PRJ79KOO
79-06 DIR79BOO
80-03 PRJ79KOO
79-06 PEJ79D02
77-00 FOR77J01
81-06 BH081EOO
77-00 FUT77J02
79-02 FOR78L18
77-00 HBR77AOO
80-07 DAB80COO
81-04 ATR81AOO
79-11 DIR79GOO
79-12 TW079J15
77-00 INT77HOO
79-02 JBA78N01
79-11 NAB79IOO
79-02 JBA78N01
79-09 PR079GOO
80-05 AFC80BOO
76-00 ASQ76I03
77-00 JAB77AOO
79-02 JBA78N01
0342567 ACC 86
76-00 BH076BOO
77-00 JAB77AOO
79-02 JBA78N01
77-00 JAB77AOO
77-00 JAB77A01
79-02 ORD78ROO
77-00 JAB77G03
78-12 DB078POO
76-00 LRP76JOO
77-00 MAB77FOO
78-00 DAB78AOO
77-00 OPR77I08
77-00 PAD77IOO
76-00 ORD76ROO
77-00 CBM77IOO
MANAGEMENT
44
44
45
45
46
46
46
48
77-00 PAR77I04
77-00 PEJ77E02
75-00 CBR75COO
76-00 PEJ76I04
75-00 CBR75COO
75-00 EUB75NOO
75-OO HBR75GOO
03225O4 NUH84G
MANAGEMENT BY OBJECTIVES
16 84-05 LRP84BOO
19 81-04 SPM81BOO
23 81-01 SAM8OROO
35 80-05 AFC80BOO
44 76-00 MRE76KOO
46 75-00 CBR75COO
MANAGEMENT CONSULTANT
12 83-02 INC81IOO
42 76-00 LRP76JOO
44 77-00 CBM77IOO
MANAGEMENT CONTROL
6 -0344157 HRM84N
24 BO-10 AFC80HOO
38 76-00 IMG76EOO
44 77-00 CBM77IOO
44 77-00 PEJ77E02
MANAGEMENT DEVELOPMENT
9 83-04 RKM83AOO
MANAGEMENT EDUCATION
29 81-06 BH081EOO
39 79-O2 ORD78ROO
MANAGEMENT FUNCTIONS
12
30
32
41
42
MANAGEMENT
19
24
29
35
43
44
46
84-03 PRR83ROO
80-03 SPM80AOO
79-12 TRA79IOO
78-12 DB078POO
76-00 LRP76JOO
POLICY
81-O4 SPM81BOO
80-10 AFC80HOO
80-03 PUQ79MOO
80-05 AFC80BOO
77-00 AMA77103
76-00 ORD76ROO
75-00 CBR75COO
MANAGEMENT SCIENCE
21 80-05 OME78504
26 82-08 EXS82BOO
39 77-00 JAB77A01
44 76-00 MRE76KOO
MANAGEMENT SKILLS
20 82-01 SPM81KOO
27 82-08 TDJ82GOO
MANAGEMENT STRATEGY
3 0303320 PRJ84F
7 0307024 NAB84H
8 0297999 BH084E
16 84-05 LRP84BOO
25 80-03 PLR79KOO
27 81-08 IMG81DOO
S-12
-------
MANAGEMENT STRATEGY
30 79-02 FOR78L18
30 80-08 OQT79J08
32 77-00 IMG77EOO
34 79-02 JBA78N01
35 80-05 AFC80BOO
37 0312226 INC84J
42 76-00 LRP76dOO
43 77-00 AMA771O3
44 76-00 ORD76ROO
48 0322504 NUH84G
MANAGEMENT STYLE
25 80-09 IMG80GOO
33 79-11 DIR79GOO
33 79-12 TW079J15
34 77-00 "INT77HOO
34 77-00 SMR77MOO
35 77-OO SPM77FOO
35 80-05 AFC80BOO
37 0312226 INC84J
39 77-00 JAB77A01
42 76-00 LRP76JOO
43 77-00 PAD77JOO
44 76-00 ORD76ROO
45 77-00 PPM77E01
46 75-00 CBR75COO
MANAGEMENT TEAM
9 83-04 RKM83AOO
16 84-05 LRP84BOO
MANAGEMENT THEORY
8 84-07 HBR84EOO
1 1 84-07 JMD83400
40 76-00 JGM76MOO
44 77-00 PEJ77EO2
46 75-00 CBR75COO
MANAGEMENT TOOLS
29 80-03 PUQ79MOO
38 79-02 MAA78KOO
46 75-00 EUB75NOO
MARKETING STRATEGY
35 79-02 JBA78N01
MARSTELLER
47 0328735 AVA84L
MASSEY FERGUSON INC
1 0302464 HBR84G
MASSEY-FERGUSON
1 0302464 HBR84G
MENTAL ILLNESS
11 84-03 PGD83K01
METROPOLITAN
2 84-07 PUG84COO
13 84-07 PUG84COO
MIDDLE EAST
28 80-08 EXE30FOO
MISMANAGEMENT
17 84-01 III83I02
35 79-02 JBA78N01
MISREPRESENT
47 0329274 BWE85C
MOBILIZATION
5 0304036 GA084N
MONETARY POLICY
4 0310905 AEI84X
38 0323361 IIN84I
MONETARY SYSTEM
7 84-07 FUT84DOO
MOTIVATION
34 77-00 INT77HOO
44 76-00 MRE76KOO
46 75-OO CBR75COO
MANAGER BEHAVIOR
8 0297999 BH084E
8 84-05 AMJ84C01
1 1 83-02 AS082L05
19 81-04 SPM81BOO
22 81-01 IMG80LOO
25 80-09 IMG80GOO
30 80-03 SPM80AOO
32 81-04 ATR81AOO
33 79-11 DIR79GOO
34 77-00 INT77HOO
34 77-00 SMR77MOO
36 76-00 AS076I03
40 76-00 JGM76MOO
46 75-00 CBR75COO
MANAGER PROFILE
37 0312226 INC84J
MARKET ANALYSIS
32 79-02 JBA78NOO
MARKET SHARE
12 84-03 PRR83ROO
MARKETING STRATEGY
33 79-12 TW079J15
MULTINATIONALS
1 0302464 HBR84G
MUNICIPAL BONDS
31 80-O1 MAA79JOO
MUNICIPAL GOVERNMENT
31 80-O1 MAA79JOO
38 77-OO JAB77AOO
44 77-00 CPA77KOO
NATURAL DISASTERS
39 O335904 BWE85E
NATURAL RESOURCES
15 83-01 ECN82I04
43 0335260 USN85E
44 77-00 PAR77I04
NEGOTIATION
29 80-08 IMG80FOO
NETHERLANDS
32 77-00 IMG77EOO
42 76-00 LRP76JOO
NEW YORK
17 82-04 BMR82BOO
-------
NEW YORK CITY
18 82-02 PAR81K06
NINETY-FOUR
48 0326518 SMJ84G
NONCRITICAL
46 0330256 OFF84U
NORTH AMERICA
28 80-08 EXE80FOO
NUCLEAR ENERGY
3 84-04 JM083K03
7 84-07 FUT84DOO
27 80-03 PRJ79KOO
40 0335905 BWE85E
NUCLEAR INDUSTRY
40 0335905 BWE85E
NUCLEAR POWER PLANTS
40 0335905 BWE85E
NUCLEAR REGULATORY COMMISSION
17 82-11 BWE82H30
OBJECTIVES
48 0322504 NUH84G
OBSOLESCENCE
39 79-02 ORD78ROO
OFFICE AUTOMATION
46 O330256 OFF84J
OIL INDUSTRY
1 O302464 HBR84G
4 0310905 AEI84X
25 83-04 CBR83BOO
OPERATIONS
1 0307594 PUA84P
OPERATIONS MANAGEMENT
8 84-03 FID83IOO
46 0332086 CHM85D
48 0326518 SMJ84G
OPERATIONS RESEARCH
32 8O-07 OQT79F05
34 77-00 INT77HOO
OPINION RESEARCH
12 84-03 PRR83ROO
OPPORTUNITIES
3 0303320 PRJ84F
6 0344157 HRM84N
48 0322504 NUH84G
OPTIMIZATION
43 77-00 OPR77I08
44 76-00 ORD76ROO
ORGANIZATION
6 0344157 HRM84N
8 0297999 BH084E
12 83-02 INC81IOO
12 84-05 HUR83L1 1
ORGANIZATION
14 84-05 HUR83L11
16 83-08 JOC83200
18 82-02 PAR81K06
21 82-11 MRE82HOO
29 81-O6 BH081EOO
31 80-07 DAB80COO
41 0344599 EUR84I
41 77-00 JA077DOO
48 0322504 NUH84G
48 0327317 AMR84G
ORGANIZATION STRUCTURE
1 0307594 PUA84P
9 84-07 JAM84MOO
27 80-08 AS080F03
31 80-07 DAB80COO
32 79-02 JBA78NOO
42 76-00 LRP76JOO
44 76-OO MRE76KOO
44 76-00 ORD76ROO
ORGANIZATION'S
6 0344157 HRM84N
ORGANIZATIONAL
1 0341426 PGD85A
8 0297999 BH084E
12 84-05 HUR83L11
14 84-05 HUR83L11
29 81-06 BH081EOO
36 76-00 AS076I03
40 76-00 JGM76MOO
45 76-OO SMR76ROO
48 0326518 SMJ84G
ORGANIZATIONAL BEHAVIOR
9 84-07 JAM84MOO
10 83-02 AS082L05
11 83-02 AS082L05
20 83-06 MSC83AOO
27 80-08 AS080F03
29 81-O6 BH081EOO
32 80-07 OQT79F05
35 77-OO ISM77ROO
36 76-00 AS076I03
39 77-00 JAB77A01
40 76-00 JGM76MOO
40 77-00 JAB77G03
44 76-00 ORD76ROO
48 0327317 AMR84G
ORGANIZATIONAL COMMUNICATIONS
45 76-OO PEJ76I04
ORGANIZATIONAL DEVELOPMENT
11 84-07 JMD83400
36 77-00 JAB77AOO
39 77-00 JAB77A01
44 76-00 DRD76ROO
ORGANIZATIONAL THEORY
10 83-02 AS082L05
11 83-O2 AS082L05
27 80-08 ASQ80F03
33 79-02 JBA78NOO
34 79-02 JBA78N01
36 79-02 JBA78N01
39 77-00 JAB77A01
40 76-OO JGM76MOO
S-14
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ORGANIZATIONAL THEORY
40 77-00 JAB77G03
44 76-OO ORD76ROO
45 76-00 SMR76ROO
ORGANIZATIONS
19 83-07 JMS83AOO
27 82-O8 TDJ82GOO
36 79-02 JBA78N01
40 0335905 BWE85E
43 77-00 AMA77103
48 0326518 SMJ84G
PALESTINIANS
28 80-O8 EXE80FOO
PAPER INDUSTRY
33 79-12 TW079J15
PARLIAMENT
1 0307594 PUA84P
PARLIAMENTARY
1 0307594 PUA84P
PARTICIPATIVE MANAGEMENT
34 77-00 SMR77MOO
40 77-00 JAB77G03
PLAN IMPLEMENTATION
39 0339633 ADM84K
POLITICAL PROBLEMS
3 84-04 JM083K03
40 0335530 FEE84G
41 0335532 FEE84G
POLITICAL RISK
30 81-05 BZE81AOO
POPULATION
5 0304036 GA084N
PREDICTIONS
40 0335905 BWE85E
PREPARATIONS
4 0344382 PU085P
PREVIOUSLY
39 03359O4 BWE85E
PRICE INCREASES
41 0344599 EUR84I
PROBLEM SOLVING*ANALYSIS
37 0342567 ACC 86
PARTICULAR
41 0344599 EUR84I
PASSENGERS
41 0335532 FEE84G
PERFORMANCE
19 81-04 SPM81BOO
31 79-02 JBA78NOO
35 77-00 SPM77FOO
43 77-00 AMA77103
PERFORMANCE APPRAISAL
29 79-04 MAN79AOO
PERSIAN GULF
28 80-08 EXE80FOO
PERSONALITY
34 77-00 SMR77MOO
45 76-OO PAD76GOO
PERSONNEL MANAGEMENT
21 83-06 PAD83DOO
23 81-12 BK790887
27 82-O8 TDJ82GOO
28 79-O6 PEJ79D02
34 77-OO SMR77MOO
44 76-OO ORD76ROO
45 76-OO SMR76ROO
46 75-00 CBR75COO
PESTICIDES
46 0332O86 CHM85D
PETROLEUM INDUSTRY
31 77-OO HBR77AOO
PHARMACEUTICAL INDUSTRY
5 84-O4 MAR83L01
11 84-05 CCJ83KOO
PROCEDURES
37 0342567 ACC 86
42 0339370 CHM85H
46 0330256 OFF84J
PROCEEDINGS
1 0302464 HBR84G
PRODUCT DEVELOPMENT
12 84-03 PRR83ROO
PRODUCT MIX
33 79-12 TW079J15
PRODUCT PERFORMANCE
39 0335904 BWE85E
PRODUCT RECALL
16 83-01 FOR82K29
22 83-06 PRU83COO
PRODUCT SAFETY
12 84-03 PRR83ROO
PRODUCTION
34 79-11 NAB79IOO
40 77-00 JAB77G03
45 76-00 RES76BOO
PRODUCTIVITY
30 81-05 AIE80NP6
45 76-00 SMR76ROO
PROFESSIONAL
40 0335905 BWE85E
45 76-00 PAD76GOO
PROFESSIONAL RESPONSIBILITY
28 81-08 MES81F08
PROFITABILITY
29 77-00 FOR77J01
S- 1 5
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PROGRAM MANAGEMENT
6 0304631 JSM84E
16 84-02 PGM83IOO
PROGRAMMER
6 0304631 JSM84E
PROJECT MANAGEMENT
6 0304631 JSM84E
29 80-03 PUQ79MOO
34 77-00 SMR77MOO
PROMOTIONAL
4 0344382 PU085P
PROTECTION
9 83-04 RKM83AOO
46 033208G CHM85D
PROVISIONS
46 0332086 CHM85D
PSYCHOLOGICAL
2 0341431 PGD85A
PSYCHOLOGY
1 0341426 PGD85A
2 0341431 PGD85A
22 81-01 IMG8OLOO
26 80-09 MPL80GOO
35 77-00 ISM77ROO
36 75-00 IMG75EOO
36 77-00 JAB77AOO
39 77-00 JAB77A01
39 79-O2 ORD78ROO
41 78-12 DB078POO
PUBLIC ADMINISTRATION
28 79-06 PEJ79D02
31 80-O1 MAA79JOO
34 79-11 NAB79IOO
37 77-00 UAB77AOO
37 79-02 JBA78N01
38 77-00 JAB77AOO
38 79-02 MAA78KOO
41 77-00 UA077DOO
PUBLIC DISCLOSURE
15 84-05 IMR84COO
PUBLIC HEALTH SERVICE
5 0304036 GA084N
PUBLIC POLICY
29 80-03 PUQ79MOO
PUBLIC RELATIONS
5 84-04 MAR83L01
9 84-05 ASM83COO
10 84-05 ASM83COO
11 83-11 DBM83HOO
11 84-05 CCJ83KOO
15 83-08 BMR83EOO
15 84-05 IMR84COO
17 83-08 MFP83EOO
17 84-05 MRE83KOO
18 83-12 IPR82DOO
24 83-05 VIT83C01
26 83-04 MAR82J28
45 76-00 PEJ76I04
PUBLIC RELATIONS
47 0326248 RKM84F
47 0328735 AVA84L
PUBLIC RELATIONS*MANAGEMENT
4 0344382 PUQ85P
PUBLIC SECTOR
9 84-07 JAM84MOO
QUANTITATIVE METHODS
32 79-02 JBA78NOO
34 77-00 INT77HOO
43 77-00 OPR77I08
45 76-00 RES76BOO
QUEUING SYSTEM
43 77-00 OPR77I08
QUEUING THEORY
43 77-00 OPR77I08
RADIOACTIVE
40 0335905 BWE85E
REAL ESTATE
12 83-11 FPL83HOO
RECRUITMENT
28 81-08 MES81F08
REFLECTION
1 0341426 PGD85A
REGISTRATION
46 0332086 CHM85D
REGULATION
16 82-07 JMS82AOO
46 0332O86 CHM85D
REGULATIONS
4 0310905 AEI84X
46 0332086 CHM85D
REGULATORY
40 0335905 BWE85E
REGULATORY AGENCIES
46 0332086 CHM85D
RELATIONSHIPS
47 0326248 RKM84F
48 0326518 SMJ84G
REORGANIZATION
23 81-01 SAM80ROO
31 80-07 DAB80COO
34 80-06 VIT80D03
REPRESENTATION
4 0310905 AEI84X
REPURCHASE
47 0329274 BWE85C
REQUIREMENTS
46 0330256 OFF84U
RESCHEDULE
41 0344599 EUR84I
S-16
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RESOURCE ALLOCATION
17 82-11 BWE82H30
32 79-12 TRA79IOO
36 76-00 ASQ76I03
44 76-00 ORD76ROO
44 77-00 PAR77I04
45 76-00 RES76BOO
RESPONSIBILITIES
1 0302464 HBR84G
RESPONSIBILITY
1 0307594 PUA84P
38 0323361 IIN84I
47 0328735 AVA84L
RESPONSIBLE
39 0339633 ADM84K
RESTORATION
46 0330256 OFF84J
RESTORTION
46 0330256 OFF84J
RETAIL INDUSTRY
43 77-00 AMA77103
RETRENCHMENT
18 82-02 PAR81K06
48 0326518 SMJ84G
RETURN ON INVESTMENT
42 76-00 LRP76JOO
44 76-OO ORD76ROO
RISK ANALYSIS
9 83-04 RKM83AOO
30 81-05 BZE81AOO
41 77-00 JA077DOO
RISK CAPITAL
9 83-04 RKM83AOO
RODENTICIDE
46 0332086 CHM85D
SACRIFICES
1 0302464 HBR84G
SAFETY SYSTEMS
4O 0335905 BWE85E
SALARY ADMINISTRATION
46 75-00 HBR75GOO
SALES MANAGEMENT
29 79-04 MAN79AOO
SATELLITES
39 0335904 BWE85E
SATISFACTORILY
40 0335905 BWE85E
SCIENTIFIC
5 0304036 GA084N
SCIENTISTS
39 0335904 BWE85E
SECURITIES INDUSTRY
47 0329274 BWE85C
SELF REGULATION
16 82-07 JMS82AOO
22 80-04 DUN80BOO
SHAH OF IRAN
27 81-08 IMG81DOO
SIGNIFICANT
48 0322504 NUH84G
SIMULATION
2 84-04 DEC83R05
20 83-06 MSC83AOO
21 80-05 OME78504
22 82-11 SEM82IOO
31 77-OO HBR77AOO
SITUATIONS
1 0307594 PUA84P
4 84-07 OME84201
5 0304036 GA084N
24 83-05 VIT83C01
SMALL BUSINESSES
30 79-02 FOR78L18
33 8O-07 SAM80NOO
37 76-00 BH076BOO
SOCIAL CHANGE
29 79-04 MAN79AOO
30 77-00 FUT77J02
SOCIAL ISSUES
29 80-03 PU079MOO
43 0335260 USN85E
SOFTWARE DESIGN
39 0335904 BWE85E
SOVIET UNION
3 84-04 JM083K03
28 8O-08 EXE80FOO
34 80-O6 VIT80D03
SPOKESPERSON
4 O344382 PU085P
STATE & LOCAL GOVERNMENT
6 84-06 BWE84C26
STATE GOVERNMENT
37 77-00 JAB77AOO
STEEL INDUSTRY
22 80-04 DUN80BOO
STOCHASTIC MODEL
21 81-12 BK720861
43 77-OO OPR77IO8
STOCK EXCHANGES
7 84-06 III84B01
STOCK MARKET
6 84-04 MEE83IOO
STOCKHOLDER
26 80-03 PRJ79KOO
S-17
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STRATEGIES
6 0344157 HRM84N
14 84-05 HUR83L11
48 0322504 NUH84G
48 0326518 SMJ84G
STRESS MANAGEMENT
1 0341426 PGD85A
SUBSTANCES
46 0332086 CHM85D
SUCCESSFUL
1 0341426 PGD85A
22 8O-04 DUN80BOO
37 0312226 INC84J
SUCCESSIVE
48 0327317 AMR84G
SUGGESTIONS
7 0307024 NAB84H
47 0326248 RKM84F
48 0327317 AMR84G
SUPERVISION
16 82-07 JMS82AOO
20 82-01 SPM81KOO
34 80-07 SPM80EOO
SUPPLY AND DEMAND
33 79-12 TW079J15
THIRTY-SIX
46 0332086 CHM85D
TIME MANAGEMENT
32 79-12 TRA79IOO
34 80-07 SPM80EOO
35 79-09 PR079GOO
TRAFFIC CONTROL
19 84-05 TMA83L01
TRAINING AND DEVELOPMENT
21 81-02 GOS8OL04
29 81-06 BH081EOO
30 80-08 OQT79J08
32 79-12 TRA79IOO
TRANSFORMATIONS
48 0327317 AMR84G
TRANSIT SYSTEM
13 83-02 JAM82R04
TRANSPORTABLE
3 0303320 PRJ84F
TRANSPORTATION
13 83-02 JAM82R04
19 84-05 TMA83L01
TREND ANALYSIS
30 77-00 FUT77J02
SWITZERLAND
19 82-11 BWE82I20
SYSTEM DYNAMICS
20 83-06 MSC83AOO
TURKEY*ECONOMIC CONDITIONS
41 0344599 EUR84I
TWENTY-FOUR
46 0332086 CHM85D
TAX REFORM
31 80-01 MAA79JOO
TEAM APPROACH
23 83-05 BWE83C07
34 77-00 SMR77MOO
40 77-00 JAB77G03
TECHNOLOGICAL
1 0307594 PUA84P
TECHNOLOGICAL CHANGE
26 81-10 OFF81HOO
29 79-04 MAN79AOO
TELECOMMUNICATIONS
18 84-05 PRJ84AOO
TELEVISION
4 0344382 PUQ85P
25 83-04 CBR83BOO
TERRORISTS
13 83-11 MAG83200
THEORETICAL
27 80-08 AS080F03
40 0335905 BWE85E
THIRTY-ONE
6 0304631 JSM84E
TWENTY-SECOND
47 0326248 RKM84F
UNCERTAINTY
6 0344157 HRM84N
33 79-02 JBA78NOO
36 76-00 AS076I03
UNEMPLOYMENT
28 77-00 FIN77EOO
34 79-11 NAB79IOO
UNFORESEEN
6 0304631 JSM84E
UNION CARBIDE CORP
47 0328735 AVA84L
UNITED KINGDOM
9 84-03 MT082KOO
26 83-04 MAR82J28
33 81-04 IMG81BOO
UNITED NATIONS
34 80-O6 VIT80D03
UNITED STATES
3 84-04 JM083K03
6 84-06 BWE84C26
7 84-07 FUT84DOO
14 83-02 VIT82KOO
S-18
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UNITED
15
18
19
20
28
31
38
43
STATES
83-01
82-02
82-1 1
81-04
80-08
80-07
ECN82I04
PARS 1K06
BWE82I20
VIT81B02
EXE80FOO
DAB80COO
0323361 IIN84I
0335260 USN85E
UNMANAGEABLE
48 O327317 AMR84G
UNPREDICTABLE
5 0311501 CBM84H
37 0342567 ACC 86
UPPER MANAGEMENT
30 80-03 SPM80AOO
VOLUNTEERS
1 0341426 PGD85A
WATER RESOURCES
43 0335260 USN85E
WATER USE
7 84-07 FUT84DOO
43 0335260 USN85E
WEST GERMANY
22 80-04 DUN80BOO
WESTERN EUROPE
28 80-08 EXE80FOO
WIDESPREAD
48 0322504 NUH84G
WORKING CONDITIONS
36 75-OO IMG75EOO
WORLD BANK
8 84-03 FID83IOO
41 0344599 EUR84I
WORLD TRADE
14 83-02 VIT82KOO
S-19
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