NAME's Appendix - B

THE A-SQUARE
TECHNOLOGY (ANMESCL2 RDWEF)
GROUP & NASCENT ALPHA NUMEROUS

MAXIMUS
EGREGIOUS SUMMA
CUM LAUDE
APPLIED METHODS
AND ENDEAVOR’S
R&D CONTRACT
APPENDIX - B (ANMESCL2 EL NEGRO)
ALPHA NUMEROUS
& PROCESS MAXIMA
EGREGIA SUMMA
CUM LAUDE
STRUCTURE
The Contracting Standards, Products and Specifications of Nascent Applied Methods
& Endeavors, references a California-based company and network providing
Electronic Commerce Applications (ECA), Enterprise Work Architectures (Business
Models), Autonomous Knowledge Worker Systems (KWS) to combat global
terrorism, and Distributed Artificial Life Programming (Avatars) technologies
through a collaborative-networking strategy. NAME intends to capitalize on the (ANMESCL2 QUO VADIS)
opportunities in this area by being the first Company to introduce a collaborative
internet-based operating system using high-concept theories such as genetic
algorithms, biological suffix trees, and a host of other information-retrieval or ALPHA NUMEROUS
monetary strategies in relation to artificial life (avatar) or virtual economic scenario MAXIMUS
programming involving global joint research & development through the use of the EGREGION SUMMA
molecular sciences. CUM LAUDE
BY WILLIAM EARL FIELDS (GCNO)

(ANMESCL2 QUO VADIS)
ALPHA NUMEROUS MAXIMUS

EGREGION SUMMA CUM LAUDE
Appendix - B
Nascent Applied Methods & Endeavors

Detailed Description of Services
I. Procedural Specifications of Software to be Developed.
A. Program(s) Description:
1. Name of Program: (Word Processing)
2. Performance Features (Functional Specifications):
a) Menu Structure.
Create Edit Use-Named Settings
Current Named Tabs Justification Spacing Left Right Blanks CRs Auto-Justify Quit
None Left Even Center 1 2 3 Set Reset Yes No Yes No Yes No
Margins/Tabs Justification Spacing Line-Marker Use-Named Reset Quit
None Left Even Center 1 2 3 Assign Remove
Yes No
2
b) Setting Menu.
Learn Security Global-Protection Auto-Execute Communication Quit
Unlock Lock Yes No Set Cancel Set Cancel
Range Erase Cancel Yes No Quit
Yes No
B. Program(s) Description:
1. Name of Program: (Databases)
a) Menu Structure.
Attach Criteria Initialize Record-Sort Generate Field Settings
Use Unique Insert Basic

Ignore All Delete Form
Edit Move Underscore
Quit Sort-Keys
Report
One-Record
Name
Cancel
Quit
b) Setting Menu.
Basic Form Underscores Sort-Keys Report One-Record Name Cancel Quit
Database Criterion Output Quit Yes No Yes No Basic Form Sort-Keys Report All
Entry Definition Quit 1st-Key 2nd-Key 3rd-Key
Main Above Below Type Quit
Single Multiple
Use Create Delete Previous Next Initial-Settings Reset Quit
3
C. Program(s) Description:
1. Name of Program: (Spread-Sheet)
a) Menu Structure.
Copy Move Erase Insert Delete Width Format Range Graph Query Settings
Columns Columns Set Currency Name Preview Settings Label-Prefix

Rows Rows Restore Punctuated Transpose 1st-Settings Find Recalculation
Global Global Hide Fixed Values 2nd-Settings Extract Titles
Display % Label-Alignment Image-Save Unique Format
General Protect Quit Delete Width
Date Fill Record-Sort Zero
Time Distribution Parse Quit
Scientific What-if Quit
Other
Reset
b) Setting Menu.
Label-Prefix Recalculation Titles Format Width Zero Quit
Left Center Right Yes No
Method Order Iterations Currency Punctuated Fixed % General Date Time Scientific Other
Both Horizontal Vertical Clear
1(DD-MM-YY) 2(DD-MMM) 3(MMM-YY) 4(Full Intn'l) 5(Partial Intn'l)
1(HH:MM:SS AM/PM) 2(HH:MM AM/PM) 3(Full Intn'l) 4(Partial Intn'l)
Natural Column-by-Column Row-by-Row Optimal Bar-Graph Literal Hidden
Automatic Manual
4
D. Program(s) Description:
1. Name of Program: (Graphics)
a) Menu Structure.
Attach 1st-Settings 2nd-Settings Image-Save
Switch Switch
Type Titles
Range Y-Scale
Hue X-Scale
Format Other
Data-Labels Name
Legend Quit
Cancel
Name
Quit
b) Setting Menu.
(see below)
Switch Type Range Hue Format Data-Labels Legends Cancel Name Quit
A B CProcess
D E F Quit
Lines Symbols Both Neither
X A B C
Process
D E F Quit
1 2 3 4 5 6 7 None
Entire-Row Range Format Data-Labels Legend Hue
Line Bar Stacked-Bar XY Pie High-Low-Close-Open Graph X A B C D E F Quit
Use Create Delete Previous Next Initial-Settings Reset Quit
Yes No
5
Switch Titles Y-Scale X-Scale Other Name Quit
First Second X-axis Y-axis Quit (as above)
Width Type Format Exponent Quit Grid Hide Color Skip Origin Aspect
Automatic Manual Yes No Yes No
Horizontal Vertical Both None
Currency Punctuated Fixed % General Date Time Scientific Other
Manual-Linear Automatic-Linear Logarithmic Bar-Graph Literal Hidden
E. Program(s) Description:
1. Name of Program: (Communication)
2. Performance Features (Functional Specifications);
a) Menu Structure.
Phone Login Transmit-Range File-Transfer Break Settings
A-J Send Receive
Call Wait-Mode Answer Hangup Data-Mode Voice-Mode
Yes No Interface Phone Terminal Send Break Handshaking Capture Login Name Quit
Baud Parity Length Stop-Bits Comm-Port Inbound Outbound Save Retrieve Erase Phone-and-Login
1-8 1-3 1 2 1 2 1 2 Yes No Yes No Maximum-Time Repeat-Time A-J New Quit
Type Dial-Time Answer-Time Number Print Range Erase Cancel Count Send Receive Quit Yes No
Pulse Tone Yes No
Screen Echo Linefeed Backspace Wrap Delay Translation End-of-Line Delay Response Format
Yes No Yes No Yes No Default National Custom Generate Quit Yes No
Fulll-Screen Window Backspace Delete A-J Current Retrieve Save
6
b) Setting Menu.
Page Source Destination Init-String Margins Other Name Quit
Printer File Range Erase Cancel Use Create Delete Previous Next Initial-Settings Reset Quit
Range Database Cancel Space-Compression Attributes Format Top-Labels Left-Labels No-Labels
Length Spacing Number Breaks Wait Header Footer Quit Yes No Yes No As-Displayed Cell-Formula
1 2 3 Yes No Left Right Top Bottom Initial-Margins No-Margins Quit
Print-Number Start-Page End-Page Yes No
F. Program(s) Description:
1. Name of Program: (Services)
a) Menu Structure.
Window File Print Configuration Application Settings New Exit
Use Save Go File Attach Learn Yes Yes

Create Retrieve Line-Advance Printer Detach Security No No
Delete Combine Page-Advance Communications Invoke Global-Protection
Layout Xtract Align Document Clear Auto-Execute
Hide Erase Settings Window Quit Communications
Isolate Bytes Quit Help Quit
Expose List Auto
Pane Table Other
Settings Import Update
Quit Directory Quit
7
b) Setting or Configuration Menu.
File Printer Communications Document Window Help Auto Other Update Quit
Set Cancel Type Name Instant Removable (see below)
SHEET DOC GRAPH FORM COMM
Tabs Justification Spacing Left Right Blanks CRs Auto Justify Hard Tabs Quit
None Left Even Center Set Reset Yes No Yes No
1 2 3 Yes No Yes No
Type Auto-LF Wait Margins Page-Length Init-String Name Quit
1 2 3 Yes No 1 2...
Yes No Left Right Top Bottm
File Printer Communications Document Window Help Auto Other Update Quit
Clock File-Translation International Application
Standard International None
Default National Custom Generate Quit Set Cancel Quit
Current Retrieve Save 12345678
A(Spanish) B(British) C(French-Canadian) D(Danish/Norwegian) Yes No

E(Finnish) F(French) G(German) H(Swedish) I(Italian) J(Swiss)
Punctuation Currency Date Time Negative Quit
Prefix Suffix Parentheses Minus
A(HH:MM:SS) B(HH:MM:SS) C(HH:MM:SS) D(HHhMMmSSs)
A(MM/DD/YY) B(DD/MM/YY) C(DD.MM.YY) D(YY-MM-DD)
A(.,.) B(,..) C(.;,) D(,;.) E(.,) F(,.) G(.;) H,;)
8
c) Setting Structure.
Name Type Restrict Borders Auto-Display Quit
Yes No
SHEET DOC GRAPH FORM COMM Standard Line None
Screen Range None
G. Program(s) Description:
1. Name of Program: (Print Graph)
2. Performance Features (Functional Specifications);
a) Menu Structure.
Image-Select Settings Go Align Page Exit
Image Hardware Action Save Reset Quit
Size Font Range-Colors Quit Pause Eject Quit
1 2 X A B C D E F Graphs-Directory Fonts-Directory Interface Printer Size-Paper Quit
Full Half Manual Quit 1 2 3 4 5 6 7 8 Length Width Quit
Top Left Width Height Rotation Quit
H. Program(s) Description:
1. Name of Program: (Special Terms and/or Keys)
a) Window Type and Activities.
DOC Working with documents
FORM Working with forms and databases
SHEET Working with spreadsheets
GRAPH Viewing graphs
9
COMM Communicating with other computers
b) Command Menu.
DOC Copy
Move
Erase
Search
Replace
Justify
Format
Page
Line-Marker
FORM Attach
Criteria
Initialize
Record-Sort
Generate
Field
Settings
SHEET Copy
Move
Erase
Insert
Delete
10
Width
Format
Range
Graph
Query
Settings
GRAPH Attach
lst-Settings
2nd-Settings
Image-Save
COMM Phone
Login
Transmit-Range
File-Transfer
Break
Settings
II. Technical Specifications.
A. Hardware Compatibility Requirements: (Please refer to Appendix(ices) ____ of this

Agreement.)
III. Allocation of Project Accountabilities.
A. Additional System Design Specifications: (Please refer to Article(s) ____, Section(s) ____
of this Agreement.)
B. Site Preparation: (Please refer to Article(s) ____, Section(s) ____ of this Agreement.)
C. Integration/Interfacing with Existing System: (Please refer to Article(s) ____, Section(s) ____
of this Agreement.)
11
D. Development of Additional Acceptance Procedures: (Please refer to Article(s) ____
Section(s) ____ of this Agreement.)
E. Procuring of Permits and Licenses: (Please refer to Article(s) ____, Section(s) ____ of this
Agreement.)
IV. Delivery Schedule and Detailed Program Procedural Description(s).
A. Phase One.
1. Program Detailed Description (P.D.D.):
a. Initial Application Processing. (Please refer to Appendix - A, the Processing

Application.)
b. Personality Profile. (See below)
The Minnesota Multiphasic Personality Inventory

(MMPI 1 or 2) N.C.S. Assessment (Questions 1-700)
The National Computer Systems, Inc.

P.O. Box 1416
Minnesota, Minneapolis 55440
c. Problem Analysis.
i. As a prerequisite, the manager has expectations of what the standards of

performance in area of his or her responsibility should be. He or she observes what
is actually going on, and compares various aspects of the situation against
expectations.
ii. Noticing discrepancies between what "is" and what "should be," the manager
selects one out of several problems to work on. This choice is made according to
priorities of (a) the problem’s urgency, (b) it's seriousness, and (c) it's potential for
growth if left unattended.
iii. The Client specifies "what the problem is" - in terms of it's deviation from a
standard of performance - by describing accurately it's dimensions of "identity,"
"location," "time," and "extent." To draw a boundary around it, he or she may also
specify what in general the problem does not include.
iv. Comparing what has and what has not been affected as deviation from standard,
the manager identifies specific effects of the real cause.
12
v. In each "area of distinction" uncovered in the previous step, the manager looks for
relevant changes that have taken place and which can be logically connected to the
unwanted effect(s).
vi. From the array of relevant changes the manage deduces possible causes of the
deviation. Each such conclusion is put in the form of a testable statement or
hypothetical proposition.
vii. Each "possible cause" is tested against the facts of the problem specification
(established in Step 2). The "most likely" cause of the deviation is described by
that tested hypothesis which exactly explains all the facts of "what the problem is"
(Step 3), not only of what has been affected as deviation from standard, but also
what has not (see Step 4).
Decision making to solve the problem is possible on completion of the steps above,
according to the additional steps enumerated below.
i. Now that the problem's cause has been identified and verified, the manager lists
the objectives to be accomplished by clearing up the problem.
ii. The Client classifies these objectives into (a) "Musts" - requirements that cannot
be compromised, and (b) "Wants" - aspects of the "best possible
appraisals/performance out of the decision," not all of which can be realized in
combination. The latter are ranked and weighed.
iii. A number of alternative ways of attaining the established objectives are devised.
iv. Each procedure/alternative is evaluated against the objectives, assessing it in terms

of how well it satisfies each of the "Musts" and "Wants." Requirements
expectations.
v. A tentative decision is made, by choosing whichever alternative (or combination of

alternatives) appears best able to achieve all the objectives.
vi. The tentative decision is evaluated for any future possible adverse consequences
that might be inherent in it.
vii. The final decision includes (a) specific problem solving actions to be taken, (b)
whatever additional actions are considered necessary for avoiding adverse
consequences that might create new problems, and (c) ways of making sure that
the actions decided on are carried out.
d. Transactional Analysis (Group Meetings or Shops). (Please refer to Appendix - F

of this Agreement.)
13
e. Personal and/or Business Preliminary Surveys or Analysis.
Survey for a Complete Accounting System (Business Development); The basic scheme
here is to start with the broadest possible base, matters of a personal or of company-
wide importance, and work down in progressive degrees to narrower and more detailed
subject. Since this type of system work is generally performed by a public analysis
firm, the time and effort devoted to the gathering of information for the preliminary
survey depends upon whether or not a new client is involved. NAME audit files
already contain some of the information needed, the papers can be quickly and
satisfactorily transferred to the system survey file, thereby accelerating the preliminary
survey. The topics outlined in the following should serve as a check list of the
information needed.
i. History. A complete knowledge of what has gone before serves to orient the
systems man to what the company faces currently. It will shed light on the
company's age, position in the industry, rate of growth, and character of top
management. Historical financial summaries per independent audit reports or
published annual reports are included in this build-up history.
ii. Products. Gathered under products are classifications by product lines, each of
which is broken to specific items and broken down further by sizes, styles, models,
and other features. Complexity of use of any product is noted together with
customary units in which are sold, factory unit cost, sale price, and similar factors.
iii. Chart of Accounts. By securing a copy of the classification of accounts in the

general ledger and in each of the subsidiary ledgers, a handy reference is gained of
the general framework of the accounting or database system.
iv. Policies. A study of company or personal policies will usually reveal considerable
uncertainty as to what the actual policies are. The preliminary survey will point to
the lack of definite policies, if any. After all, a responsibility of any accounting or
database procedure is to provide data by which to evaluate policies. It is hardly
possible to proceed with designing a procedure, therefore, if policies are
nonexistent or uncertain. Top management policies are laid down by the board of
directors, by the chief executive officer (president), and by the head of the large
divisions of company-finance, sales, and production. Department policies are
formulated by the heads of departments, and are subject to approval of higher line
authority.
v. Organization. In studying an organization, the object is first to understand how the

present organization is supposed to function as called for by the official
organization manual and the charts included in it. The second and more difficult
step is to find out how the organization actually functions. To get the facts in the
second step requires a combination of ingenuity, powers of observation, and
mechanical technique.
As to mechanical technique, one effective method is to have each individual in the

organization fill out a report on a certain color paper for himself, setting forth what
he believes are his specific duties. The same individual is then asked (when
14
applicable) to make a report on different color paper for each person responsible to
him, setting forth the duties and responsibilities involved. A simple collating of the
papers will reveal (a) what a man considers to be his duties and responsibilities and
(b) what his superior(s) considers them to be. A marked discrepancy of opinion
usually indicates a weakness in the organizational plan and, hence, the need for
corrective action by the line officials affected.
vi. Plan of Production Processes. To be secured and studied are the charts showing
(a) the general layout and arrangement of the plant and (b) the physical flow of
production. With the aid of these charts, explanations from production executives,
and trips through the plant, the systems man may acquire a satisfactory general
knowledge of the production processes. Of particular interest here are: materials,
warehousing, and shipping. In the physical plant, the systems man will note the
condition and nature of machinery and equipment and their adequacy, adaptability,
flexibility, and efficiency. It is also necessary to observe the extent to which there is
production planning and therefore, control over production.
vii. Existing Accounting or Database and Office Procedures. The study of existing
accounting or database and office procedures represents the "heart" of the
engagement. This step in the survey narrows the inquiry and the accompanying
gathering of facts to the technical procedures that are to be reviewed and improved.
The nature and scope of the survey to be made of any procedure that is the object of
design, redesign, or improvement is fundamentally the same regardless of whether
the occasion calls for work on a particular procedure only or on all procedures
comprising the accounting or database system. The survey for any procedure as
outlined in the next section is thus equally applicable to the present section.
f. Survey for a Particular Procedure.
In gathering the facts for a particular procedure, such as, say, for cash receipts, the
pattern of approach is again from the general to the specific. Study of details will go
forward more smoothly and faster if the systems man first acquires a general
background of information on the procedure as a whole.
i. A complete survey of a given procedure would normally require the gathering of

information in terms of the four topics outlined below. Such a survey would be
aimed at (a) accelerating the "procedure cycle," (b) improving internal and external
control, and (c) reducing costs through better methods. Not all of the topics outlined
are therefore applicable with equal force if an assignment calls for a limited study,
such as of factor (a) only.
ii. Objectives. The analyst must obtain a clear, detailed, and complete statement of the
objectives of a given procedure. Every procedure is conceived and put into
operation to achieve certain definite end results. A systems analyst cannot begin the
study and appraisal of details of a procedure without first being sure of the very
reasons for it's existence.
15
iii. Organization. Helpful to the study of organizations are tables or charts of
functions, with related information on the supervisors in charge and on the working
force. In the absence of readily available charts or tables, the analyst constructs
them himself from the facts gathered in the survey. In the study of organizational
facts, faulty or cumbersome features are bound to come to notice. For example, the
division of functions may be illogical, as in the case in which Supervisor A is held
responsible for activities the authority over which is also in the hands of
Supervisor B. Or, the division of functions may be uncertain, with no one willing,
short of being ordered, to acknowledge formal and open responsibility. If such
defects of the organization exist and are not corrected, they cannot help but increase
costs and reduce efficiency of the procedure(s).
iv. Policies. A procedure is affected by policies in force. In a department store, for

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

organization, and it's policies, the analyst is prepared to study details of procedures.
Interest here is concentrated on as many aspects as possible. These include what
work is performed, it's quantity and quality, the sequence in which it is performed,
the methods used and the people who use them, and cost of work.
(a) Flow of Work. Visual aids of various types are usually constructed in the
study of details. One example is a floor layout chart that shows location of
desks, points of pickup and delivery of papers, location of machines, files, and
so on. A second example is a flow chart. A separate flow chart should be
prepared for each form used in the procedures. This type of chart gives a
graphic account of the origin, movement, and final disposition of the form
under study. It notes the successive steps of the work performed; together with
an idea of the length of time required; and, finally, when the form is made in
multicopy, and the people to whom completed copies are sent. The procedural
model located in Appendix D of this Agreement, gives graphic account of
flowchart construction, and a series of other organizational flow-charts
illustrates such a flow chart for a disbursement voucher. Such a detailed
operational study of forms is very valuable in the subsequent design stage of
the or a project. In that stage, the facts of the survey will suggest whether a
present operational step should be eliminated, merged with another step,
changed as to sequence in the line of performance, or simplified.
In taking up details of a procedure, no form, record, document, or report used

in the procedure should be immune to inquiry. As a corollary to this, no
16
phase of work should be taken for granted simply because someone connected
with it thinks that "it is necessary." The systems man may refer to a manual on
the procedure, if there is one, but in the end the survey is responsible for
gathering facts on the actual, rather than the theoretical, functioning of the
given procedure.
(b) Quantity and Quality of Work. The survey of detailed matters should
include information on both the quantity and quality of the production items
handled. Quantity data are usually expressed in statistical terms. Examples are:
number of invoice line written, material requisitions filled, collection letters
prepared, and lines posted to the ledger. From statistics of this kind, it is
relatively easy to compute the average time of performing a given operation,
such as the average time of writing an invoice line, sorting a batch of papers,
or filling out a particular form. Knowledge of the quality of work done next
may be gained by examining existing statistics on "repeats," disapprovals, and
cancellations. Useful here is also the analyst’s personal inspection of the
papers and records, including those on file, for evidence of their general
condition, legibility, completeness, and any other aspect bearing on the quality
of performances of both people and machines.
(c) Cost of Work. Closely related to matters of quantity and quality of work done
is the question of cost. Over-all cost of a procedure is not difficult to compute
if the procedure is wholly confined to a particular department and if there is a
departmental budget. Interdepartmental procedures present a more formidable
problem in cost allocation, especially of indirect items. Careful estimates only
are possible here.
Cost figures should be broken down and expressed in terms of meaningful

units whenever feasible. A common practice is to express the direct cost, such
as salary or wage, per unit of production. To illustrate, suppose that, in a given
situation, the standard time for sorting 8 1/2 x 11 inch papers into eight
classifications is .00035 manhours per page sorted. A useful expression of unit
cost here would be sorting cost per 1,000 pages. Assuming an hourly pay rate
of $10.25, the standard cost of sorting 1,000 pages would be $30.47 ($10.25 x
.35 manhours).
g. Performance Appraisals.
Performance appraisals are one of the most important human resource functions.
Properly designed, a performance appraisal system integrates all aspects of the
personnel function and affects the organization at the most fundamental level-the
productivity of the enterprise. While the mere existence of a performance appraisal
plan can serve to motivate employees, the design and emphasis of particular plans are
distinguished in their broadest measure by the degree to which they seek either to
motivate or to categorize employees. An organization that chooses employee
motivation as the prime objective of it's appraisal effort will design a system with
features that appeal to employee involvement and "ownership" of their jobs. Employee
participation, communication with the performance appraiser and employee feedback
17
are hallmarks of rating systems that emphasize motivation. Management-by-objectives
(MBO), under which the employee participates in developing the performance
standards against which he is judged, is the most prevalent system designed to achieve
increased motivation.
If an employer wants an appraisal system to serve mainly as a tool for internal

selection and to build a defensible work record to support such decisions, then the
system will stress rating employees relative to each other. Accurate judgments about
past performance should be stressed. Employee ranking, where each worker is
compared to all others in the job on a broad performance measure, is the purest
example of a rating plan that chooses administrative convenience over motivational
objectives. Although, even pure rank ordering can incorporate some appeal to effective
performance improvement, if the ranking process allows consultation with the worker
and discussion of job performance.
observation: In practice, most performance appraisal systems contain elements

designed to both motivate and categorize employees.
Implementing the System
The scheduling of performance reviews depends on a number of variables that must be

weighed with respect to particular jobs and work groups. However, to accomplish the
goals of a performance review system, a formal performance review of each employee
must be held at least once a year. Many employers feel these goals require more
frequent performance reviews, and give employees six month reviews. Other
employers provide six month performance reviews for nonexempt employees and
annual reviews for exempt employees.
Another option is to give new employees, or newly promoted employees, a

performance review after a few months on the job, thereafter putting them on the
"normal" review schedule. Yet another option, is to give employees, particularly non-
exempt employees, a six-month performance review as long as they remain at or below
the mid-point for their salary grade, and an annual review once they rise above the
mid-point
Employers may choose to schedule all reviews during the same time period. For
example, a company might decide to evaluate all employees in December of each year.
Such scheduling has the benefit of helping to ensure employees will be evaluated on an
equal basis. However, in large companies or departments it may place such a burden
on individual supervisors (and personnel employees) that it is not a viable approach.
recommendation: If reviewing all employees at one time is not feasible because of
the administrative burden created, the employer should consider the possibility of
reviewing only particular groups at one time, where evaluation of all members of a
group at the same time seems beneficial. For example, the employer might want to
schedule the performance reviews of a supervisory group at one time where there is a
likelihood that particular management positions will be filled from that group.
18
Employers should reserve the right to conduct unscheduled formal performance
appraisals in the event of drastic changes in performance or other special
circumstances. Exceptional performance, especially where pay is linked directly to
performance, is one occasion for an unscheduled review. Likewise, poor performance
may call for a performance review.
observation: The "unscheduled" formal performance review in an organization using

scheduled reviews is a management tool that is often overlooked. Quite simply, a
supervisor does not have to wait a number of months until an employee's next
scheduled review to deal with an exceptional situation. Thus, the employer can use the
unscheduled review to put an unsatisfactory performer on notice that if his
performance does not reach a satisfactory level by a certain date, he will be terminated.
No matter how frequently formal performance reviews are scheduled, they should not
be the only tool management uses for communicating performance appraise news to
the employee. In fact, in the best performance appraisal systems, the formal
performance review is no more than a summary of performance appraisal information
given to the employee since his last formal performance review. In other words,
performance appraisals should be an on-going part of the work effort.
The major objection from supervisors about on-going review is that it takes too much
time and interfere with production work. Although in some work situations this is a
legitimate objection, or at least an objection that should be considered in determining
the utility of an on-going review system, in many work situations on-going
performance reviews are no more than an extension of existing work practices. For
example, most organizations review in some form the work of employees for quality
control purposes. In these situations, on-going performance appraisals requires only
that the results of the quality control evaluation be communicated to the employee.
Performance Appraisal Techniques
Formal performance appraisal programs are common in today's workplace. The report
of the type of appraisal technique used reflects a trend toward using ratings as a
motivational instrument. The following listings shows the appraisal techniques used as
the "principle thrust of the performance appraisal form" by survey respondents:
Management-by-objectives
Management-by-objectives is a popular performance evaluation approach. In a typical

MBO system, the supervisor and the employee plan performance goals that the worker
is to strive for over a specified period of time. At the end of the period, the worker and
the supervisor assess the performance achieved against the predetermined objectives
and set new goals for the upcoming period. The goal-setting opens a significant
interchange between supervisors and employees. If the goal-setting interview is truly
cooperative, motivation is increased as employees come to invest personal
commitment in meeting goals that they participated in setting.
19
For MBO to work, supervisors must have a firm command of departmental and
company plans, so that highly individualized goals do not conflict with other company
objectives. For example, changes in production capacity or output should jibe with
sales goals. Supervisors also must guard against unrealistic goal-setting; overly
enthusiastic workers may reach too high, while others may not want to test themselves
at all.
The MBO process should contain checks against unforeseen developments. There
should be audits during the performance period to see that goals are still consistent
with wider objectives. The process should not allow workers to pursue goals for
purposes of rating that undermine the efforts of others. Finally, goals and rating
outcomes should be adjusted for the effects of extraneous factors. For example,
production quotas become meaningless if there are shortages of raw materials.
MBO is best suited for sophisticated work, such as managerial or supervisory tasks.
The system has the virtue of objectivity in defining what is expected at the outset.
Also, subjective measures of rating are reduced if not eliminated. The system is most
effective in raising employee productivity and morale. The improved communication
between employee and supervisor that results from the goal-setting establishes a
stronger working relationship with the emphasis on cooperation rather than adversarial
judgments. The process is forward-looking, or prospective, rather than retrospective,
or focused purely on judging past performances.
MBO is weak from an administrative point of view. It is time consuming. It demands a

high degree of sophistication of supervisors, both in organizational planning and
interpersonal communication with workers. Also, such a highly individualized method
of assessing employees does not lend itself to ranking employees relative to each
other. MBO is not the best tool to use to justify internal selection among employees.
Employers should consider combining MBO with some other system that facilitates
meaningful comparison of workers to better justify pay, layoff, training, promotion, or
other selection decisions.
Graphic rating scale
Rating scales are probably the easiest performance evaluation technique to administer.
On rating scales performance characteristics, traits, or criteria are listed and the
worker's performance in each category is judged on a scale. The scale may contain any
number of points, ranging from four to as many as 12 or l5. The performance criteria
can range from the very objective, such as meeting quotas, to the highly subjective,
like "problem-solving."
A list of some common performance characteristics includes: quantity of work, quality

of work, job knowledge, dependability, attendance, initiative, safety, planning and
organizing, accepting responsibility, adaptability, problem-solving, and the ability to
get along with co-workers. Employees are then ranked on the degree to which their
performance measures up on the scale. The scale may be either numerical or verbal,
but in either case there should be verbal anchors that define gradations on the scale.
The relative importance of the specific criteria in a job performance can be
20
distinguished by weighting the result. Also, performance can be scored and ranking is
achieved by a total score or by an average score.
Rating scales have a number of advantages. They usually have wide applicability to a
number of jobs, and are relatively easy and inexpensive to construct. Rating scales are
easy to understand, and can be used by supervisors without requiring sophisticated
language or interpersonal skill. However, the virtues of rating scales lead to significant
drawbacks. While general trait scales can apply to a number of jobs, it is hard to
demonstrate any relationship between broad traits and job performance. As a partial
remedy, performance traits should be defined in objective terms that relate as closely
to the job as possible. For instance, "leadership" should be elaborated on, such as
"leadership-the ability to gain the cooperation of others and inspire initiative in
subordinates and associates." Also, the rating instrument should encourage comment
on specific examples of work performance supporting rating choices.
Rating scales are susceptible to the most common forms of rater error. Raters who are
unfamiliar with a subject's work or who are reluctant to make difficult choices have a
tendency to rate in the middle. Raters might stress most recent behavior, put improper
emphasis on good or bad traits (halos or horns), or score long-term employees higher
than newer worker just because of the length of service.
observation: If care is taken to construct a rating scale that is job-related, the

technique can be used to establish some quantitative comparison of employees for
selection purposes. Still, such a rating does little to identify particular performance
problems or encourage workers with specific recommendations. Ideally, rating scales
should be combined with MBO or essay techniques to produce a rating instrument that
seeks both to rate employees and to encourage specific performance improvement.
Behaviorally anchored rating scale
The BARS technique is a sophisticated measure of job performance that has a high
degree of validity for any job. However, this technique is expensive and requires
considerable expertise to administer. A BARS method utilizes a painstaking job
analysis of work content and behavior for each job to be rated.
The BARS system relies for it's validity on identification of critical performance
dimensions covering the major aspects of the job that determine successful
performance. Employees are rated on these critical performance dimensions according
to a scale comprised of various descriptions of behavior ranging from negative to
positive performance of the particular job. Often, statements of behavior are given
numerical value to facilitate comparisons among workers. For instance, if one critical
performance dimension of supervisory position were identified as "safety training,"
further described as "implementing effective training of subordinates," a BARS
method would offer a series of sentences describing behavior along a numerical scale
ranging from the least desirable behavior to the most effective. A BARS rating
instrument would describe the low point as "ignores safety training program," and
would continue in equal intervals through as many significant behaviors as were
21
identified in the job analysis, to the high point, which would be described as "teaches
others effective use of safety training programs.''
observation: The great appeal of a BARS method is that it produces a highly

objective, job-related, quantitative ranking that can be used in making and defending
selection decisions. Employees are rated according to specific descriptions of actual
job behavior. Also, because it is behavior-specific, the form itself acts as a guide to
performance improvement. It's drawback is that it requires an exhaustive job analysis
for each job, exceeding the human resources administration capacity of all but the
largest employers.
Essay rating
Essay evaluation is the least structured of rating techniques. Appraisers are asked to
comment on the subject's strengths, weaknesses, training needs, and other aspects of
the performance during the rating period. The main problem with the essay technique
is that it allows appraisers an uncontrolled license to comment, which can be
dangerous. Appraisers should instructed to comment on job-related performance
factors only, and to avoid general comments on personal traits. This narrative method
is a good tool for enhancing communication with workers regarding their individual
strengths and weaknesses. However, the high degree of subjectivity makes the method
vulnerable to bias charges. Also, there is no quantitative element in essay ratings that
would serve to support comparisons among workers. Another considerable drawback
is that the effectiveness of essay ratings depends on the verbal skills of the appraisers.
Often, supervisors have neither the time nor the ability i produce a meaningful essay
statement.
recommendation: If essay rating is used, it should be combined with more objective

measures. Essays are frequently called for as additional comments in a rating scale.
Also, a rating instrument could combine employee ranking with essay explanations.
Critical incident rating
This narrative technique is based on an appraiser’s written observations of critical

performance incidents throughout the rating period. The supervisor is called on to
record employee performances during work incidents that are deemed critical, in the
sense that they serve as diagnostic tools to generalize about performance overall. At
the end of the rating period, the supervisor reviews his log and assesses performance.
The critical incident technique is similar to essay rating, because both methods rely on
the verbal skills of the appraiser. However, the critical incident method focuses on job-
related rating, rather than permitting appraisers the opportunity to wander off into
general traits and personal impressions. Of course, the very process of selecting
incidents to record is vulnerable to challenge as permitting subjectivity and bias. If the
log is maintained evenly throughout the rating period, the system ensures that most
22
recent performance does not receive undue emphasis. The main problem with such
constant monitoring is the effect it might have on the workplace atmosphere.
recommendation: Supervisors should use some sort of diary or systematic note-

taking to inform appraisals of all workers, as a way of ensuring that appraisal are
balanced and give proper weight to work performed early in the rating period.
However, the recording process should not become the final rating instrument. Rather,
notes should inform judgments made on any rating instrument whether it be a rating
scale, essay, or ranking.
Weighted checklist
With the weighted checklist, the appraiser checks off statements that best describe the
employee's traits or job performance. Each statement is assigned a numerical value
that reflects it's importance in overall job performance. A quantitative measure of
performance derived from the appraiser's responses. The checklist method does not
demand too much of the appraiser's time, and it doesn't require extensive verbal skills.
The quantitative rating serves administrative purposes well, by allowing comparisons
among workers. However, a mere checkmark does little to inform workers of
deficiencies or spur them to increase performance.
This system is different from a BARS method because it is not job specific. However,
it can be nearly as time consuming and expensive to develop. Managers and line
supervisors must identify significant performance criteria and then agree on pertinent
checklist statements and their relative weight.
Forced choice checklist
With a forced choice checklist, appraisers are presented with a set of statements about
performance criteria from which they must choose the most or least applicable to the
subject being rated. There can be as many sets of choices as are necessary to cover
significant traits and aspects of performance, and there may be as many statements to
choose from in each set as are necessary to cover the range of performance--usually
two to five statements.
Each statement can be assigned a relative value. Usually, the appraiser is unaware of
the value of each choice, and the computation of rating values is completed in the
personnel office. In this way, the rater does not know which choices are heavily
weighted and so the possibility of appraiser bias is controlled. Also, the choices are
job-related, and provide a quantitative outcome for administrative purposes. However,
the system is complex and expensive to develop and operate. Also, appraisers may be
reluctant participants because of the complexity of the system. Supervisors may also
resent not knowing the ultimate result of their evaluations. By controlling against bias
in concealing weights from appraisers, the method may become a sort of distasteful
test for appraisers rather than an instrument of evaluation.
Paired comparison ranking
23
In paired comparison ranking, each employee in a job is compared to all others in the
group. Usually, the comparison is on a global measure, which is a general trait, such as
"overall effectiveness." For example, in a paired comparison ranking on output of five
workers, Havlicek would be compared to Bird, Sanders, Ramsey, and Nelson,
individually, and so on, in one-on-one match-ups, until each worker had been
compared to all others. The most effective of the two in each comparison would earn a
checkmark. At the end, the worker with the most checkmarks would be top rated. The
process can be duplicated by three or more appraisers and the results averaged. Also,
comparisons can be made on more than one measure. If there are multiple measures,
there should be separate rankings for each.
Comparison ranking provides a quantitative basis of selection for administrative

purposes. The process is simple, yet very time consuming if the job group is large. The
problem with this method is that the differences between workers are not apparent.
The worker rated first may be much better than the second or last worker, or only
slightly better. In addition, the relative ranking does not characterize performance in
ultimate terms. It could be that even the best of the group is just barely acceptable; or,
every worker in a group may be a high achiever. Also, such ranking does little to
motivate employees. A rating subject learns nothing specific about employer
expectations or performance improvement strategy from a mere worker standing list.
Alternation ranking
In alternation ranking, appraisers evaluate all workers in a job or appropriate job group
against a global measure. For example, a single appraiser, or more if an average rank is
sought, picks one employee as "most effective," and then selects another as "least
effective." Selection then continues to alternate between progressive ranks of
effectiveness and ineffectiveness until the group is divided. Employees can be ranked
on any number of traits, but a separate ranking is done for each.
Larger groups are easier to rank in alternation ranking than they are under a paired
comparison system. Administrative utility is high; employers will have a record of
who is best, worst, and in between for purposes of selections. However, the degree and
nature of the differences separating workers is not recorded. To it's credit, the system
does not permit a cluster of ranking in the middle, but, like the paired comparisons, the
ranking does not measure the overall effectiveness of the workforce, and workers
know only where they stand relative to each other, not their ranking relative to
objective or ultimate standards.
Forced distribution ranking
Under forced distribution ranking, appraisers are required to rank employees on a

global measure according to a fixed proportion of the entire group. For example, an
appraiser will be required to rate 10% of the workers in the highest category, 20% next
highest, 40% in the middle, the next 20% as next lowest, and the last 10% as lowest.
Again, there can be separate rankings for any number of job related traits.
24
The system is simple and easy to administer, and is a more convenient ranking system
for large groups than either paired comparisons or alternation rankings. Administrative
convenience is the main virtue of forcing a predetermined distribution on any job
group. However, not all groups will, in fact, fit the mold. Some groups may have a
majority of workers who are above average, while others may be filled with poor
performers. The system facilitates comparisons, but it does nothing to shed light on
differences in performance or to spell out strategies for improvement. It does however
eliminate the common error of tending to rate in the middle.
observation: A pure ranking system must be combined with some other rating
technique if the employer is to motivate workers and serve the administrative needs of
the company. At a minimum, appraisers should substantiate rankings with examples of
job behavior. Employee comments should be allowed. As with all ranking or rating
techniques, results should be checked periodically to ensure that women or minorities
are not getting low scores in disproportion to their representation in the groups.
Field review
Under the field review method, supervisors are not the appraisers. Instead,
representatives from the personnel department interview supervisors about each
employee’s performance. The interview data is then used by the personnel officials to
compose an appraisal on a global scale, such as overall performance. The supervisor is
asked to sign the appraisal, which should contain appropriate performance improvement
directions. Given proper interviewing techniques, personnel officials should detect
supervisor bias in relating employee performance in the interview.
This method relieves the supervisor of most of the paperwork burden of merit rating,
but line management still has the responsibility for tracking and relating performance.
The system is expensive to administer, as it involves substantial time and effort by
both the supervisor and the personnel staff member, and requires a substantially larger
personnel force than with other systems.
Peer review
Peer review is designed for use where rating professional employees requires highly
specialized judgment(s) and demands the flexibility and consensus of group decision
making. Typical examples are evaluations of doctors in treating patients and
professors in educational institutions. In the usual peer review process, a panel of
colleagues rates the subject's work in confidential deliberations. The result of such
deliberations may be a characterization of performance that permits comparison with
other workers, but the main benefit of the process is designed to have a credible rating
of equals of highly sophisticated work. Confidentiality is essential to encourage
candor in the deliberations.
caution: If the result of such a process is challenged under federal or state job
discrimination statutes, the remarks made during the deliberations may not remain
25
confidential. The social policies underlying the antidiscrimination statutes may
override the benefits derived from confidential deliberations.
Group reviews
The group review appraisal method stresses collective judgment, and focuses on
performance improvement rather than categorizing past performances. Typically, a
group of supervisors, including the rating subject's immediate supervisor, rates
individual performance with which the supervisors are familiar against the job
description and predetermined standards. The group writes a critique of performances
that discusses strengths and weaknesses and stresses strategies for improvement.
The process permits only a very general comparison employees. It's virtue is confined
to it's motivational effect and communication with the worker. The chance of personal
animosity or unlawful bias affecting such a rating is diminished by the group
participation, but the organization will have gone to a great deal of expense by
investing so much supervisory time and effort in merit rating by group deliberations.
Assessment centers
Assessment centers are another form of group performance appraisal. Typically, rating
subjects performs a series of identical individual and group exercises on which they
are observed and evaluated by a group of specially trained judges. These exercises
mirror job tasks, and usually include work samples, in-basket interviews, group
discussions and meetings, written assignments, and other tests. The process usually
lasts several days. Because the process is highly sophisticated and expensive, it
usually is used in only large organizations as a way of identifying potential promotion
candidates, rather than as a routine performance rating instrument.
Assessment centers can help rescue high potential candidates who are hidden in
obscure positions, and also can uncover other potential high-achievers who may be
suffering from underexposure because of supervisor biases.
observation: While simplicity and practicality are the overriding concerns in

designing a rating method, employers do not have to stick to just one of the various
methods. Prominent features from each can be combined without impairing a practical
approach.
h. Job Analysis or Human Resource Planning.
Job evaluation
Job evaluation is the process by which the company determines the relative worth of
all it's jobs after each has been accurately described. The job evaluation effort should
26
reflect concern for internal equity and external competitiveness. That is, the job worth
hierarchy and the salaries assigned to each job should be perceived by employees as an
equitable distribution of pay within the firm, as well as fair compensation for the work
compared with pay in competing organizations.
In order to address the major concerns of internal and external equity, two main job
evaluation methods have emerged. The first is the market comparison method, which
uses market pay rates as the primary factor for establishing the relative worth of jobs.
Job content evaluation is the other principal method for ordering company jobs in a
hierarchy. This method focuses on job duties as the primary factors in establishing job
worth.
The market rate comparison method for job evaluation considers relative rates of pay in
the market to be of primary importance in establishing a company's pay structure. The
first step in the market rate method requires collecting competitive pay data for a
number of benchmark jobs in the company. Benchmark jobs are those that have
characteristics that are found in many organizations, and are sufficiently important in
the company to serve as prominent points for organizing all jobs in the company in a
hierarchy.
The surveyed jobs are then assigned pay rates, and arranged in a hierarchy. The next
step is to place the non-benchmark jobs on appropriate levels of the hierarchy, based
on the evaluator's ranking of relative worth. Up-to-date market rate pay data for the
benchmark jobs is essential. It is also important to have enough benchmark jobs to
construct an accurate scale.
The market rate approach is beneficial for organizations that face a highly competitive
market in which to recruit or hire, and retain employees. Also, the market rate
approach is easy for the company to explain to employees.
However, the drawbacks of the market rate approach are considerable. In the first
place, the market rate comparisons for benchmark jobs do not provide a mechanism
for making certain decisions on the relative worth of non-benchmark jobs. Also, if
there is a lack of adequate survey data on pay for benchmark jobs, then the entire pay
system is vulnerable to this uncertainty. However, the most significant drawback is the
potential challenge to the market rate system as perpetuating inherent sex-bias in pay
for jobs that are traditionally held by men or women.
caution: The comparable worth threat to market rate pay systems is a point of
vulnerability of potentially devastating disruption and expense. Facing this potential
challenge, cautious employers might consider instituting an internal mechanism for
measuring the relative worth of jobs.
observation: To minimize comparable worth vulnerability, some commentators have

suggested that employers limit job analyses and evaluation efforts to smaller job
families, rather than applying them throughout the organization. While the efficacy of
this advice will depend on judicial development of the comparable worth theory,
certainly employers must correct any pay inequities based on sex that are turned up in
any analysis or suffer potential liability for intentional pay discrimination. It remains
27
an open question whether employers have an affirmative obligation to conduct
analyses to look for sex-based pay inequities.
Job content method
Job content evaluation is a process by which jobs are arranged in a hierarchy of value
based pay rates on an analysis of the duties performed. In either quantitative or
nonquantitative job content evaluation methods, the employer defines compensable
factors, job elements related to skill, effort, responsibility, or working conditions for
which the employer is willing to pay. The employer then determines the extent to
which each factor exists in each job. The job hierarchy is established according to the
number and weight of compensable factors involved in each job. The following are
common quantitative and nonquantitative job content methods:
* Ranking. Under a ranking approach, the job evaluator compares each job in the
organization against all others using a global scale, such as "difficulty." The evaluator
compares each job against all others on this scale, a paired comparison approach, and
ranks the jobs in a hierarchy from most to least difficult. Ranking is an effective
system for companies that have relatively few jobs, but it is ineffective where there are
great number of jobs or where the jobs are sufficiently similar to prevent easy
comparisons. Ranking is simple, quick, and inexpensive to administer. However, it is
an inadequate tool for making fine distinctions between similar jobs.
* Job Classification. The classification method orders jobs according to a

predetermined series of grades or classifications, which are arranged in order of
importance to the organization. There is a description for each classification or grade
that indicates the kind of duties, responsibilities, and skill levels for the jobs in each
grade. These grade descriptions are then compared with individual job descriptions to
place each job in the right class or grade. This classification method is appropriate for
large organizations that have a limited number of job categories. It is also appropriate
for organizations that have jobs with clearly defined differences in duties or in
required qualifications. The number of grades or classes must be set out before
developing the grade descriptions for classification purposes. Actual dollar values are
assigned to classification levels after market comparisons are made. The virtue of the
classification system is that a relatively large number of employees can be
accommodated by a single, simple structure. However, because of the danger of
overboard or narrow definitions, grade descriptions are extremely difficult to make.
Also, the number of grades themselves is totally arbitrary. As the number and
complexity of jobs increase, it becomes more difficult to classify jobs with accuracy.
* Point factor evaluation plans. Point factor evaluation plans are among the most
common formal job evaluation procedures in American industry. Using this method,
the company begins by selecting the compensable factors governing work in the
organization. These factors are further clarified by a scale of definitions, to which
point values are assigned. Each factor is weighted, to indicate it's relative importance
to the company. For instance, "job knowledge" might be given twice the weight of
another compensable factor, such as "responsibility for subordinate staff." Each job is
28
then compared to the compensable factor descriptions, and a total point score is
derived for each job. The job are arranged according to score, and further broken
down into logical groups. Benchmark jobs are chosen, and market pay rate data is
collected to allow the assignment of actual pay rates to the benchmark job. The point
factor evaluation system is precise, and can have a high degree of validity. The
assignment of point values allows an accurate hierarchy of job worth. However, point
plans are expensive to implement. Also, they are complex and difficult to explain in
most organizations.
observation: Point factor systems present a quantitative method for evaluating job
content. While it is true that no method of evaluation can be free of subjectivity or
human judgment, such systems do introduce a high degree of consistency and
precision into job content evaluation.
Human resources planning
Human resources planning (HRP) is a systematic process for ensuring that an

organization has the right number of people with the right skills at the right time order
in to fulfill that organization's needs. An HRP program is a means of managing both
internal and external changes confronting an organization.
A well-conceived program will give managers more options in hiring or contracting

and will reduce crisis management and stop-gap practices in hiring, promotions, and
transfers. The program will provide a context for planning and should support other
personnel policies in the areas of training, recruiting, performance appraisal, and job
analysis. Also, a sound planning program can help in developing and achieving
affirmative action goals, especially in projecting vacancies for purposes of setting
goals and timetables.
Human resources planning is the organization's effort to define it's future human
resources needs and develop strategies for preparing to meet those needs. The term
includes manpower planning, or management succession planning, which is merely a
human resources planning effort that is focused exclusively on management, usually
senior management.
The basic components of an HRP effort include an accessible inventory of the skills of
all employees in the target group, forecasts of human resources supply and demand
that are specifically based on the organization’s strategic business plan, and plans to
reconcile the future needs discovered with the resources available to the organization.
The human resources planning program must take into account the organization's long-
term strategic plan. Planned changes in the nature of the business or in the size of the
organization, which are spelled out in the strategic plan, must be addressed adequately
in the organization's human resources planning. Developing plans for meeting future
human resources requirements cannot be done in a vacuum.
29
The HRP process should proceed by appropriate groups of employees or departments,
with emphasis on those most crucial to the organization. Most companies with an HRP
program focus on one or more of the following groups:
... the senior executive group;
... management level personnel;
. . . professional personnel, with an emphasis on those in professions with a scarcity

of qualified individuals such as research engineers or electronic data processing (EDP)
systems designers;
. . . nonmanagement personnel, with emphasis on the identification of employees who

have the potential to move into first-line supervisory positions;
. . . nonexempt employees who represent an especially large proportion of the

organization's workforce, for example, banks would concentrate on ensuring that there
is an adequate number of tellers.
recommendation: In the early stages of an HRP program, the company would do best
to focus it's attention on only one or two groups that have been identified by
management as critical to the company. After treating these priority groups, the
planning process can continue on to encompass other significant groups.
Flow chart
The following flow chart describes the various steps in developing a human resources
planning program. The chart demonstrates the interrelationship between a planning
program and job analysis, training and development, performance appraisal, and
recruitment. (see below).
The bedrock of an HRP program is an accessible inventory of the existing skills,

abilities, experience, and career interests of current employees in the selected work
group. At a minimum, the inventory should include the employee's name, company
service date, education, present position, and past company assignments. Other
information, depending on company requirements and plans, may include employment
history before joining the company, test scores, present and past
STEPS IN HUMAN RESOURCE PLANNING
1. Inventory Present Human Resource Capabilities
o employment history
o skills
30
o education - (services rendered)
2. Forecast Human Resource Supply
Strategic
3. Forecast Human Resource Demand ----------------------------------- Plans
4. Analyze the Differences in Anticipated Supply and Demand ------ Human

Resource
Implications
5. Develop and Implement Action Plans
Integrate with:
o job analysis
o training and development
o performance and appraisal
o recruitment
company training and development activities, career interests, and professional

association memberships. Also, the inventory form may elicit from the employee a
self-assessment and job preferences, and also may include performance appraisal data
from the current performance review, as well as an assessment of ability and
development recommendations from the employee' manager.
Much of the information needed for the skills inventory is available in existing
personnel files. For instance, job applications, performance reviews, and records of
training and development activities could supply much of the information needed in a
typical inventory. However, other information that is subject to frequent change is best
gathered from employees in a standardized inventory form that is circulated and
update at regular intervals. And finally, employers should submit a copy of the current
inventory information to employees for review and verification periodically.
recommendation: While personnel files may contain much of the needed

information, it may be a considerable administrative burden to go through and sort out
each employee file for purposes of writing a large number of skills inventories. It may
be more efficient to ask employees to fill out the inventory form, leaving it to the
personnel office to complete only those parts of the record that are not available to the
employees. The personnel office also can ask employees to share the burden of
keeping employee records current, requiring employees to submit a personnel record
change notice whenever there is need to amend the personnel record or skills
inventory.
31
observation: The virtues of an automated personnel system are never more apparent
than when compiling a new personnel file that is a composite of many other records. In
an automated system, performance appraisal and payroll records can readily be searched
and included in a new skills inventory file. Also, information that tends to become dated
quickly, such as salary information or position descriptions, can be tracked and included
in the inventory easily by distributing the pertinent information electronically. For
example, a change in payroll classification can be programmed to transfer to the skills
inventory file.
(Please see the next page)
HUMAN RESOURCES INVENTORY RECORD

To Be Completed By Employee
NAME __________________________________ DATE _____________________
Current Department ________________________
Job Title _________________________________ Starting Date with Co. ___________
EDUCATION (Complete record beginning with high school)
FROM TO MAJOR COURSE DEGREE OF

SCHOOL & LOCATION MO./YR. MO./YR. OF STUDY CERTIFICATES
MAJOR TRAINING PROGRAMS OR DEVELOPMENT COURSES (Seminars, Workshops, etc.)
CAREER INTERESTS AND JOB PREFERENCES
SIGNIFICANT HONORS, AWARDS, PATENTS, PROFESSIONAL LICENSES AND ASSOCIATIONS,

PUBLICATIONS, ETC. (Describe and Show Dates)
OTHER PROFICIENCIES (Describe any special skills, aptitudes or accomplishments)
32
LANGUAGES-SPOKEN AND UNDERSTOOD (Which languages and with what proficiency)
READ AND WRITE (Which languages and with what proficiency)

HUMAN RESOURCES INVENTORY RECORD
NAME _____________________________________ DATE ________________

Last First Int.
COMPLETE WORK EXPERIENCE (List chronologically from first position held to most recent.
Include military service and work with other companies.)
DATES COMPANY POSITION TITLE &DESCRIPTION

From (Mo./Yr.) AND Underline position title. If managerial position,
To (Mo./Yr.) LOCATION show number types of employees supervised.
Briefly describe responsibilities for each position.
For last two positions, describe significant
achievements or contributions.
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
33
EMPLOYEE SIGNATURE _______________________________________
caution: The questions pertaining to language proficiency should be used only if

language skills bear some relationship to potential employment with the company.
While it is usually non-job-related pre-employment inquiries that present the risk of
turning up as evidence of permissible bias, even such post-employment inquiries are
hazardous. For instance, it is conceivable that an employee who is denied a promotion
may point to an irrelevant question on an inventory form relating to language skills as
evidence that the employer had some animosity against employees of a particular
national origin.
Using the inventory data
In addition to using the inventory information for human resources planning purposes,
it may legitimately be used to help identify individuals for special projects,
management development, and specialized training. The inventory form should be
kept in the employee's personnel file, and should be subject to all the privacy
restrictions that are applied to other personnel file information.
recommendation: If the skills inventory is a manual personnel system, access should

be conditioned on a strict right-to-know basis within the company. Also, release
outside the company should require a written release from the employee. In automated
personnel data systems, access to such inventory records should be strictly controlled
by access codes that are issued only to those with appropriate authority to handle the
information.
Forecasting Future Human Resources Trends
Forecasting internal human resources supply is a systematic process for estimating the
numbers of employees with appropriate qualifications that will be available at some
time in the future. The forecasting is based on an historical analysis of attrition rates in
the target employee or job groups.
In order to graph a past attrition or turnover rate that can be projected into the future,
employers must look at the two principal factors of attrition-length of employment and
age. In looking at turnover in relation to length of service, employers should draw a
line graph tracking the percentage of employees remaining in any target group along a
length of service axis. Usually, this line will show that losses are heaviest in the first
few years of employment. Likewise, the line graph tracking age and turnover patterns
will show that turnover is greatest among younger employees. Typically, human
resources forecasting is done in three intervals. Short range forecasts cover time
periods of less than two to five year periods; and long-range forecasts extend beyond
34
five years. The following sample line graphs show attrition rat based on length of
service and age.
(Please see the next pages)
35
HUMAN RESOURCE PLANNING
Attrition Rates Based on Age
100
Percentage of employees remaining
0
30 70
36
Attrition Rates
Based on Length of Service
100
Percentage of employees remaining
0 5 10 15
Length of Service
37
caution: There are many problems in projecting the continuation of past rates.
Employers should be aware that even short-range planning commitments are subject to
disruption by extraneous forces. Social and economic policies, as well as local labor
conditions, can have a sudden impact on traditional labor patterns. For instance,
record-high unemployment or propriety nationally or in a local area may disrupt past
turnover patterns. Likewise, changes in retirement policies may effect traditional
retirement patterns or a new employer in the local area may increase demand for
employees with certain skills so much that the traditional turnover pattern no longer
applies for that job in that area. Intermediate and long-range planning are subject to all
the vicissitudes of short-range plans, and then some. Because social and economic
policies and conditions cannot be predicted over the intermediate or long-range period
with any degree certainty, the planning process should include a procedure for
adjusting these forecasts.
The following form demonstrates a short-term labor supply forecast that can be used
to assess the needs in any job group or department for replacement employees. If there
are plans for growth or contraction in the department or group, these must be factored
in to arrive at the total number of positions to be filled.
The first two columns are merely matters of census taking. To fill in the column for
management-directed staffing changes, the forecaster will have to look at management
directives, memos, and the strategic plans. The retirement and termination columns
should reflect attrition rates, performance appraisal information, disciplinary records,
and other information from informal sources. The number of primary openings may be
affected by promotions (column 7), which would be reflected in the net total (column
8).
38
Supply Forecast
(two-year time period)
_____________________________________________________________________________
Function: Engineering
Year 20__
(1) (2) (3) (4) (5) (6)

Number of Management Primary
positions directed open
Grade at begin- staffing Retire- Termina- positions
level ning of changes ment tions = to be filled
year (+ or -)
_____________________________________________________________________________
_____________________________________________________________________________
(7) (8)
Total positions
Vacancies resulting from promotions to be filled
Total _____________________________________________________________________________
Predicting the organization's future demand for employees in the future depends on
turnover and the company’s strategic plan. The organization's plans for growth or
contraction must be compared with turnover rates. If the company intends to introduce
new products, the demand for employees is likely to increase and the types of skills
needed will also expand. To predict the demand for the number of people required in
the future, the employer should establish a correlation between business activity and
human resources requirements. For example, X number of production units or sales
volume requires X number of people. Net demand is arrived at after comparing
attrition and turnover rates. To determine the types of skills that will be needed in the
future, the employer should look to future jobs specifications to determine the
knowledge and skills that are required in each position. Once the company knows how
many people and what skills and abilities are required, it can better decide whether to
train employees or staff with new hires.
39
The following sample (filled-in) hiring and promotion demand requirement
computation form reflects a long-term forecast and static conditions. Salary grade and
present staffing are recorded. The forecaster must resort to attrition rate predictions,
business plans, and succession charts in order to estimate the number of losses. The
same succession charts and business plans should serve to predict the number of
promotions.
Sample Hiring and Promotion Requirements (Five-year Period)

_____________________________________________________________________________
Salary Present Estimated* Position Filled BY

Grade Staffing Number of
Losses # of Promotions = of Hirings
_____________________________________________________________________________
9 (Senior Mgt.) 4 1 1 0
8 (Zone Mgt.) 16 2 1 1
7 (Area Mgt.) 64 6 4 2
6 (Supervisor) 250 100 80 20
_____________________________________________________________________________
* Turnover, transfers, promotions
observation: According to this forecast, the human resources department should

begin to prepare for a substantial training program for supervisory personnel. Also,
projected high turnover in that position might warrant some remedial training effort or
counseling attention. Finally, recruiting plans will have to be laid to replace the 80
promotees and bring on the 20 new hires.
If the human resources planning program includes a management succession planning

component, incumbent managers should be asked to draw up a staffing plan. This
plan, becomes the basis for planning for change in key management positions. In this
way, it is merely an individualized supply and demand forecast.
The following is a detailed management succession organization and staffing plan that
orders individuals who are in line for certain key positions in the organization.
Each block provides for a position description or function, and lists the incumbent
employee's title and name. Under the name of each incumbent manager, the names of
replacement candidates are listed in order of preference, each with a current position
title. The form then breaks down the rest of the organization in a similar pattern. The
incumbent employee's function is described, the incumbent's title and name are listed,
along with the incumbent's grade, and promotion code, is a five point scale ranking the
incumbent on potential for promotion.
Under the name of each incumbent, replacement candidates are listed by name and
order of preference. Also, each candidate is assigned a readiness code, which is a three
40
point scale characterizing the candidates as ready for promotion now or soon, within
two years, or beyond two years. After the form is completed by the line manager, it
should be reviewed by a higher management level and by the human resources
manager.
Once the quantitative results of manpower planning have indicated the number and
qualification of employees needed in the future, human resources administrators must
be sure of the job descriptions and specifications for the jobs at issue. In order to plan
whether to recruit, train, or promote employees for a given job, the organization must
be sure that the job descriptions accurately reflect the job duties, and that the
specifications are an accurate reflection of the qualifications currently required and
anticipated in the future.
observation: The eventual success of the human resources planning effort depends, in
large part, on the accuracy of the organization's job descriptions and specifications. If
the work in the subject positions has changed considerably since the job descriptions
were written, the personnel administration will, in effect, be looking to place
employees with outdated qualifications in positions that no longer exist. It is not
uncommon for job descriptions and specifications to be dated.
Once the forecasting is completed and the organization is sure that it is looking for
people for the right jobs with the right qualifications, management must select from a
number of options for meeting the forecasts. The organization must consider whether
it can meet the forecasts by promoting from within, and, if so, what types of training
and development programs will be needed to make the job transitions work. If the
company is going to hire to meet the forecasts, it must set up a timetable for bringing
the new people on board so they will have sufficient time to learn the work. Again,
questions about appropriate training arise. If hiring is chosen, there may be a need for
a special recruitment program. Also, competition for new hires may bring the need to
revise the salary structure.
observation: Employers should keep in mind that recruiting can be a long process.
For senior management positions and professionals in short supply, the recruiting
process often can take as long as a year.
The Compensation System and Job Analysis
A formal compensation system is essential for a successful enterprise. A systematic

compensation system allows the company to control and monitor it's payroll costs,
while at the same time providing a framework of incentives for employee
development. The compensation plan is the company's most meaningful statement to
employees about where they stand and what they can expect from continuing with the
employer. A formal compensation system that is well understood by employees will
help the company recruit and keep and motivate valued workers.
A formal system need not be complex. However, it must have the complete backing
and understanding of top management and line supervisors.
41
The essential steps in developing a formal pay system include: defining each job in the
organization; evaluating those jobs relative to one another; determining the value of
each job in the hierarchy; and, implementing the plan with appropriate communication
to all persons in the enterprise and integrating it into the ongoing employee
performance appraisal system.
recommendation: Before instituting an organization-wide job analysis effort, an

employer may want to conduct a pilot study on a smaller scale. The virtues of a pilot
study are that the organization will be able to assess it's ability to complete the entire
project, and that it will have some preliminary indication of whether the effort should
be abandoned or changed.
observation: The choice of job analysts can have a significant impact on the outcome
of the effort. For example, outside consultants may be hired to conduct the entire
analysis, but outsiders will face a significant learning curve in mastering the details of
the work performed in the organization. Current employees who are trained in the
techniques of job analysis under the supervision of a consultant will already be
familiar with the work performed in the organization.
The following memorandum announces and explains the company's job analysis
effort. Note that the company encourages employees to cooperate with the job
analysts, and assures employees that their individual job performance is not the
subject of study. This memo also assures workers that positions will not be eliminated
and that pay will not be cut as a result of the study. It should be noted that some
studies may indicate the need to realign positions and adjust pay accordingly.
Memorandum to Employees-Job Analysis for Wage and Salary Administration
This month the Company will begin a major review of it's wage and salary administration programs. The
purpose of this study is to ensure that we have the kind of pay program that will allow us to attract,
retain, and motivate the number and caliber of people needed to assure the organization’s continued
growth and success. In order to assist us in this effort, we have retained the consulting services of
Nascent Applied Method & Endeavors.
During the next several weeks, most of you will be asked to complete a series of questionnaires in which
you describe the work that you do and the kind of skills and abilities that your jobs require. In addition,
the consultants and our own compensation people will be visiting a number of locations and interviewing
many of you. These data collection efforts are necessary, and we urge you all to cooperate with the
people who will be contacting you.
We wish to emphasize that the purpose of this study is to ensure that we have the kind of pay system that
will allow us to attract, retain, and motivate good people in the years ahead. This is not a cost
improvement study nor is it intended to identify desirable changes in staffing organizational structure.
Further, no one's position will be eliminated and no one's pay will be reduced as a results of these efforts.
_________________________________________ Date: ______________

Vice President, Personnel Office
42
The first step in any systematic job analysis is to investigate each job in the
organization. An important goal of this investigation is to develop data that can be used
to write a detailed job description for each job. The best way to develop accurate job
descriptions is to involve job incumbents, supervisors, and job analysts in a
collaborative process.
To initiate this process, the job analysts should interview a representative sampling of
incumbent employees in each job after distributing written questionnaires to job
incumbents asking for a detailed breakdown of the work they do. This form should
then be reviewed by each worker's supervisor, to see that the breakdowns are accurate
and appropriate, at least as the supervisor views them.
recommendation: The job analysis should also include direct observation of work by
the job analyst. Direct observation will help overcome any verbal limitations of
employees as well as any misconceptions the employees have about their jobs which
may result from a failure to understand their jobs in relations to other jobs.
caution: In conducting interviews with job incumbents for purposes of job analysis,
the job analysts should exercise strict control of the interview. Without a highly
structured set of questions, the interview will likely develop into a general discussion
of gripes, opinions, and individual abilities, rather than the narrow scope of the work
that the incumbent actually performs.
The following is a job questionnaire that the job analyst may use as a preliminary step
in developing or revising job descriptions for non-exempt employees. It is important
that the employees know that the job analysis effort and questionnaire are designed to
help the company in developing it's compensation plan, rather than to investigate how
well each employee doing his or her job. The memorandum mentioned previously can
be used to communicate this message.
Position Questionnaire
Nonexempt
Present Title ___________________________________________________________________
Dept./Division _________________________________ Location _________________________
Name of Incumbent _____________________________ Telephone Extension ________________
43
Reports To (Name & Title) _________________________________________________________
I. Summary: Describe briefly the main function of your position. The result should tell someone who
has no prior knowledge of your work not only what to you do, but also the purpose of
your work.
_____________________________________________________________________________
II. Work Performed: Describe your principal duties and list the hours spent on each duty each day or
week in the right hand column (an additional page may be used if needed).
_____________________________________________________________________________
Regular, recurring tasks: Daily No. of Hours
Regular, recurring tasks: Weekly No. of Hours

_____________________________________________________________________________
Description of Duties (continued)

Regular, recurring tasks: bi-weekly, semi-monthly, monthly, bi-monthly, quarterly, semi-annually,
annually (specify)
44
_____________________________________________________________________________
Occasional duties: work performed at irregular intervals (give frequency)
_____________________________________________________________________________
III. Machines, equipment, tools used. Be specific. For example, if your work requires that you type,
specify the required machine such as "IBM Executive Electric Typewriter" or "IBM Selectric
Typewriter," instead of merely "typewriter."
_____________________________________________________________________________
IV. Responsibility:
Describe the responsibilities you have for:
Customer Service: ___________________________________________________________

_____________________________________________________________________________
_____________________________________________________________________________
Records: __________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
Safety: ___________________________________________________________________
45
_____________________________________________________________________________
_____________________________________________________________________________
Protection of Assets: _________________________________________________________

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

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

_____________________________________________________________________________
_____________________________________________________________________________
Quality Control: _____________________________________________________________

_____________________________________________________________________________
_____________________________________________________________________________
Other: __________________________________________________________________________
________________________________________________________________________________
________________________________________________________________________________
________________________________________________________________________________
________________________________________________________________________________
________________________________________________________________________________
________________________________________________________________________________
________________________________________________________________________________
________________________________________________________________________________
________________________________________________________________________________
____________________
________________________________________________________________________________
________________________________________________________________________________
________________________________________________________________________________
________________________________________________________________________________
________________________________________________________________________________
________________________________________________________________________________
________________________________________________________________________________
________________________________
V. Business Contracts:
Internal------(Within the Company, it's parent, affiliates, or subsidiaries): List all persons-by titles-
that your position requires you to contact regularly. Specify how often each is
contacted. Indicate the nature, purpose, and scope of each contact. Do NOT include
"contacts" with supervisors, subordinates, or other members of your own dept. or
division.
External------(Outside of the Company, it's affiliates, or subsidiaries): List all persons-by titles,
organizations, type of organization, and relationship to the Company-that your position
46
requires you to contact regularly. Specify how often each is contacted. Indicate nature,
purpose, and scope of each contact. Please indicate the significance of each contact
either in monetary value or other numerical data that is applicable.
_____________________________________________________________________________
VI. Physical Effort: Briefly describe any unusual physical exertion required by your position and how
often it is required. Also, describe mechanical aids used. If none of significance,
write "None."
_____________________________________________________________________________
VII. Hazards: Indicate whether your position entails any necessary exposure to hazards of accidents or
occupational illness. If so, describe the hazardous conditions. Describe material handled,
machines or tools used, nature of work, location, etc.
_____________________________________________________________________________
VIII. Working Conditions: Describe the specific working conditions that tend to affect your normal
47
comfort and well-being on job (for example, unusually hot, cold, or noisy
conditions).
_____________________________________________________________________________
IX. Other: State any other information or explanation of previous items that would be helpful in
developing an accurate description of your job.
_____________________________________________________________________________
X. Signatures:
Questionnaire Completed By __________________________________ Date _____________
Reviewed & Approved (supvr.) ________________________________ Date _____________
Reviewed & Approved (Dept. Mgr.) ____________________________ Date _____________
Reviewed & Approved (Pers. Rep.) _____________________________ Date _____________
Position Questionnaire
Exempt
Present Title _________________________________________________________________________
Dept./Division _________________________________ Location _________________________
Name of Incumbent _____________________________ Telephone Extension ________________
48
Reports To (Name & Title) ______________________________________________________________
I. Summary: Describe briefly the main function of your position. The result should tell someone who
has no prior knowledge of your work not only what to you do, but also the purpose of
your work.
_____________________________________________________________________________
II. Work Performed: Describe your principal duties and list the hours spent on each duty each day or
week in the right hand column (an additional page may be used if needed).
_____________________________________________________________________________
Regular, recurring tasks: Daily No. of Hours
Regular, recurring tasks: Weekly No. of Hours
_____________________________________________________________________________
Description of Duties (continued)

Regular, recurring tasks: bi-weekly, semi-monthly, monthly, bi-monthly, quarterly, semi-annually,
annually (specify)
49
_____________________________________________________________________________
Occasional duties: work performed at irregular intervals (give frequency)
_____________________________________________________________________________
III. Accountability: Indicate your accountability for any of the following:
Profits ____________________________________________________________________
Sales _____________________________________________________________________
Control of costs _____________________________________________________________
Budgets ___________________________________________________________________
Quality control ______________________________________________________________
Indicate your responsibility for any of the following:
Planning ___________________________________________________________________
Determining policy ___________________________________________________________
Developing and/or recommending policy and/or procedures ______________________________

_____________________________________________________________________________
_____________________________________________________________________________
50
Developing and/or recommending programs and/or projects _____________________________
_____________________________________________________________________________
_____________________________________________________________________________
Implementing and/or administering policy/procedures/programs/projects _____________________

_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
Indicate your accountabilities for the preservation, protection, security, or

safekeeping of one or more of the following ASSETS:
Plant, building, or premises _____________________________________________________

_____________________________________________________________________________
Cash _____________________________________________________________________
_____________________________________________________________________________
Physical equipment (specify) ____________________________________________________

_____________________________________________________________________________
Inventory __________________________________________________________________
_____________________________________________________________________________
Other (specify) _____________________________________________________________

_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
IV. Supervision: List those reporting to your position.

Direct: Title(s) of subordinates reporting directly to you: Total ________
51
Indirect: Title(s) of those reporting to the above listed subordinates
Reports To Number In
(Title) Each Title
_____________________________________________________________________________
Remarks: Indicate special circumstances, if any, or other pertinent information.
_____________________________________________________________________________
V. Business Contracts:
Internal------ (Within the Company, it's parent, affiliates, or subsidiaries): List all persons-by titles-
that your position requires you to contact regularly. Specify how often each is
contacted. Indicate the nature, purpose, and scope of each contact. Do NOT include
"contacts" with supervisors, subordinates, or other members of your own dept. or
division.
52
External------(Outside of the Company, it's affiliates, or subsidiaries): List all persons-by titles,
organizations, type of organization, and relationship to the Company-that your position
requires you to contact regularly. Specify how often each is contacted. Indicate nature,
purpose, and scope of each contact. Please indicate the significance of each contact
either in monetary value or other numerical data that is applicable.
_____________________________________________________________________________
VI. Other: State any other information or explanation of previous items that would be helpful in
developing an accurate description of your job.
_____________________________________________________________________________
VII. Signatures:
Questionnaire Completed By __________________________________ Date _____________
Reviewed & Approved (supvr.) ________________________________ Date _____________
Reviewed & Approved (Dept. Mgr.) ____________________________ Date _____________
Reviewed & Approved (Pers. Rep.) _____________________________ Date _____________
53
Job descriptions
A job description is a written statement defining what a particular job involves; job
descriptions are essential to an employer's compensation program. In addition, they
can be instrumental in a sound employee relations program-if each job is properly
described employees will know what is expected of them. Also, well drafted job
descriptions provide the employer with a sound basis for defending disciplinary action
involving conduct or performance.
The well drafted job description should describe the basic functions of the job, outline
the major duties involved, list any reporting relationships within the organization, and
list any subordinate staff. Also, the description should contain the job specifications or
qualifications necessary to perform the job.
caution: Education and experience requirements can have the effect of excluding a
high proportion of minorities or women protected by state or federal job bias laws.
Only those requirements that are strictly job related can survive legal challenge if they
are found to exclude protected group members disproportionately.
The model job descriptions in the paragraphs that follow break job qualifications into
further categories of knowledge, skills, experience, and working conditions. Each job
description requires approval at the department, division, and company level. Also,
each description provides, at the top of the form, for the listing of the number of job
incumbents covered by the description, as well as their classification.
The "supersedes" box at the top of each form reflects the importance of keeping job
descriptions current. In dynamic organizations, job descriptions can quickly become
dated. Employers may mandate periodic reviews of job descriptions, or monitor the
descriptions continually and write new descriptions when the effects of small changes
combine to change the nature of the job.
recommendation: While specificity in job descriptions is to be encouraged,

responsibilities and duties should not be defined exclusively. Employers should
reserve some flexibility to change work assignments under unusual circumstances.
recommendation: The description of actual job duties may be listed in order of

importance to successful job performance. Other methods of stating job duties in a
logical fashion include listing duties according to their frequency, or in a sequence that
parallels a cycle of operations.
caution: The position descriptions in the following paragraphs provide a useful

format and guide for the employer's preparation of it's own position descriptions.
However, the employer should keep in mind that position descriptions for it's
organization should be tailored to meet the duties of the particular description as
developed from detailed job studies.
54
_____________________________________________________________________________
TITLE: SALES
REPRESENTATIVES NUMBER CLASS DATE PAGE
1/1/20__ 1
OF
1
_____________________________________________________________________________
BASIC FUNCTION
Maintains contacts with established customers and develops new prospect for the purpose of selling
company products. Acts as company representative within an assigned territory.
MAJOR DUTIES
1. Calls on prospective and established customers. Secures and renews orders, and arranges delivery dates
and related selling details.
2. Maintains customer contacts to service accounts.
3. Keeps informed of new company products and services, and checks on activities of competitors.
4. Keeps records and prepares required call reports and documentation.
5. Engages in such other related activities and special projects as may required or assigned.
REPORTING RELATIONSHIPS
Position reports to Regional Sales Manager.

Subordinate Staff: None
QUALIFICATIONS
Knowledge: Knowledge of company products and services. Knowledge of selling
techniques.
Skills: Effective communications skills. Minimum of one year in sales or related
profession. Successful completion of trainee program. No formal education
required.
Working Conditions: Travel throughout assigned territory. Occasional t to home office
required.
_____________________________________________________________________________
COMPANY APPROVAL DIVISION APPROVAL DEPARTMENT APPROVAL
_____________________ ___________________ ______________________
_____________________________________________________________________________
i. Health and Safety Analysis.
55
j. Management Audit.
1. Do you feel that you are well suited for success in your activities and that you enjoy
your work?
YES _______ NO _______
2. Are you a good listener?
YES _______ NO _______
3. Unless you depend primarily upon international trade, do you make an effort to
know your customers personally? Their families? Their life styles? Do you greet
them as friends?
YES _______ NO _______
4. Do you welcome the rapid changes taking place in our society, readily adjusting
yourself and your management practices to them?
YES _______ NO _______
5. Do you keep abreast of changes in your field by subscribing to leading trade and
general business publications?
YES _______ NO _______
6. Do you plan for a profit (your net income) above a reasonable salary for yourself as
employer, employee or manager?
YES _______ NO _______
7. Are you an active member of a trade or other type of association?
YES _______ NO _______
8. Have you given serious consideration to attending a seminar for small business
operations given by your trade association, a college, or others?
YES _______ NO _______
9. Are you a cooperator, exercising leadership in community affairs, rather than a lone
operators?
YES _______ NO _______
10. Have you worked recently with local government officials and other merchants to
improve the area in which you work or operate?
56
YES _______ NO _______
11. Do you make use of the various publications of the S.B.A. that have been designed
to meet your needs?
YES _______ NO _______
12. Do you regard customers as friends who are entitled to the best merchandise values
and service you can give them?
YES _______ NO _______
13. Do you purposely cater to selected groups of customers rather than to all groups?
YES _______ NO _______
14. Do you have a clear picture of the social image you seek to implant in the minds of
your customers?
YES _______ NO _______
15. Do you evaluate your own performance by asking customers about their likes and
dislikes and shopping competitors to compare their assortments, prices, and
promotion methods with your own?
YES _______ NO _______
16. Do you attempt to appeal to younger customers both in the merchandise and
services you offer, as well as in the atmosphere you create?
YES _______ NO _______
17. Do you compete with larger businesses or coworkers in their weak areas?
YES _______ NO _______
18. Do you add value to your merchandise by developing customer confidence in your
judgment and readiness to assure satisfaction?
YES _______ NO _______
19. Do you insist that your salepeople treat each of your customers as an individual
rather than as one of a crowd?
YES _______ NO _______
20. Is your adjustment policy generous?
YES _______ NO _______
57
21. To resolve a serious disagreement with a customer over a purchase or bill do you
try arbitration, rather than going to court or simply giving in to a customer who
you feel is wrong?
YES _______ NO _______
22. Do employees in your firm know to whom they each report?
YES _______ NO _______
23. Do you meet frequently with your key employees to coordinate their efforts?
YES _______ NO _______
24. Do you delegate as much authority as you can to those immediately responsible to
you, freeing yourself from unnecessary operating details?
YES _______ NO _______
25. Is each person suitably supervised?
YES _______ NO _______
26. Do you (1) give employees reasonable freedom to work out the way they feel their
jobs can best be done, (2) let them make the day-to-day decisions necessary to
carry out their work, and (3) avoid limiting any of them to repetitive, routine tasks?
YES _______ NO _______
27. Do you seek your employee's opinions of stock assortments, choice of new
merchandise, layout, displays, and special promotions?
YES _______ NO _______
28. Do you apply the concept of "management by objective;" that is, do you set work
goals for yourself and for each employee for the month or season ahead and at the
end of each period check the actual performance against these goals?
YES _______ NO _______
29. Do you turn to schools, both high schools and colleges, for part-time and full-time
help?
YES _______ NO _______
30. Is each new person given adequate job training?
YES _______ NO _______
58
31. Are your wage and salary scales competitive with local firms; and are they adjusted
to each difficulties and responsibilities of each job?
YES _______ NO _______
32. To get and keep the kind of people you want for each job in your firm, are your
wages and other forms of compensation suited to the differences in your employee's
jobs?
YES _______ NO _______
33. Is your overtime policy clear; and is overtime carefully controlled?
YES _______ NO _______
34. Do you have an incentive plan which recognize the personal needs of your
employees and which rewards unusually productive and innovative methods?
YES _______ NO _______
35. Does your company have an employee suggestion system?
YES _______ NO _______
36. Do you carefully keep all the personnel records required by Federal and State
authorities, union contracts, if any, and your personnel review plan?
YES _______ NO _______
37. Have you written a personnel policy which governs all matters of employee
interests and which every employee must be familiar with?
YES _______ NO _______
38. Have you prepared an Operational Manual that provides the information you feel
essential for anyone who might have to step in to manage your organization?
YES _______ NO _______
39. Have you introduced medical care and pension plans for your employees or
subcontractors?
YES _______ NO _______
40. Are you acquainted with the standards of the Occupational Safety and Health Act
that apply to small organizations and do you meet them?
YES _______ NO _______
59
41. Have you organized your organization into selling departments or classifications?
YES _______ NO _______
42. Do you keep sales, inventory, and purchase records by types of merchandise within
your department?
YES _______ NO _______
43. Do you control your purchase in dollars by means of an open-to-buy system?
YES _______ NO _______
44. Within each merchandise type, do you develop a model stock plan for key points of
time in the season in order to maintain a balance between breadth and depth of the
assortments?
YES _______ NO _______
45. For stable and reorder items, do you prepare a checklist (never-out list) which you
frequently check against the actual assortment on hand?
YES _______ NO _______
46. Do you have a unit control system for business lines that shows best-sellers and
slow-sellers daily and weekly?
YES _______ NO _______
47. Do you make certain that best-sellers are reordered promptly and in sufficient
volume and that slow-sellers are processed swiftly for clearance?
YES _______ NO _______
48. When you go to market or place orders at home for seasonal merchandise, do you
use written buying plans to guide your selection?
YES _______ NO _______
49. Do you use a reliable system for determining and controlling slow-selling stock?
YES _______ NO _______
50. Do you keep separate, in records and in stock, those goods which do not belong to
the organization, such as a customer's own goods and goods on consignment?
YES _______ NO _______
60
51. Do you determine the amount of your merchandise shortages at least twice a year?
YES _______ NO _______
52. Are you taking adequate safeguards to reduce shoplifting and pilferage in your
organization?
YES _______ NO _______
53. Do you express your plans in terms of a budget, covering sales, stocks, markups, and
expenses?
YES _______ NO _______
54. Do you set up your budget for relatively short periods?
YES _______ NO _______
55. Do you make an organized effort to determine the potential sales of your
merchandise lines in your community and to calculate your market share?
YES _______ NO _______
56. In controlling your operations, do you frequently compare actual results with the
budget projections you have made; and do you then adjust your merchandising,
promotion, and expense plans as indicated by deviation from these projections?
YES _______ NO _______
57. Do your key employees have a voice in formulating budget plans concerning them?
YES _______ NO _______
58. Do you study industry data and compare the results of your operation with them?
YES _______ NO _______
59. Do you think in terms of ratios and percents, rather than exclusively in dollars-and-
cents?
YES _______ NO _______
60. Do you use a variety of measures in productivity, such as:
a. Net profit as a percent of your net worth?
YES _______ NO _______
b. Stockturn (ratio of your sales to the value of your average inventory)?
61
YES _______ NO _______
c. Gross profit margin per dollar of cost investment in merchandise (dollars of

gross may be divided by your average inventory at cost)?
YES _______ NO _______
d. Sales per square foot of space (net sales divided by total number of square feet
of space)?
YES _______ NO _______
e. Selling cost percent for each salesperson (renumeration of the salesperson

divided by that person's sales)?
YES _______ NO _______
61. Do you have a market representative, such as a resident buyer, who assist you in
selecting sources and merchandise, in obtaining low prices, and in promoting
merchandise purchased?
YES _______ NO _______
62. Have you worked with your buying group to develop and promote private brands?
YES _______ NO _______
63. Do you examine the turnover and markup on your goods to see which you could
buy more profitably direct from the manufacturer and which you should continue
to buy from local wholesalers?
YES _______ NO _______
64. Are you continually searching the market for the most suitable merchandise, prices,
and services rather than relying too much on established sources?
YES _______ NO _______
65. Do you have a rule that all salesmen who ask for an appointment are seen by you or
your buyer?
YES _______ NO _______
66. Do you try to concentrate your purchases in each classification with a relatively
small number of key sources, rather than spreading them widely over the wholesale
market?
YES _______ NO _______
62
67. In developing a key source list, do you make a seasonal study of the volume sold of
each vendor’s goods, including profitability?
YES _______ NO _______
68. Have you trained yourself to keep distinct customer groups (even particular
individuals) in mind when selecting merchandise and assortments?
YES _______ NO _______
69. When reordering new items that have shown volume potential, do you make it a
point to order a sufficient number?
YES _______ NO _______
70. Do you keep up assortments through important selling seasons, such as Christmas
and Easter, in spite of the probability of markdowns on the remainders?
YES _______ NO _______
71. For goods having a short selling season (such as straw hats), do you predetermine the
following dates? (1) when first orders are to be placed, (2) when retail stocks are
complete, (3) extent of peak selling period(s), (4) start of clearance, (5) final
cleanup?
YES _______ NO _______
72. Are there numerous unnecessary duplications in your stock assortment because you
did not compare new offerings with items already in stock?
YES _______ NO _______
73. Do you have an operating plan whereby goods asked for, but not in stock, are
reported to you?
YES _______ NO _______
74. Are all your purchase orders written on organization's order forms?
YES _______ NO _______

75. Do you take advantage of all available discounts-trade, quantity, seasonal, and cash-
and do you include them on your written orders?
YES _______ NO _______
76. When you place orders, are you careful to specify the date of shipment and the
route each is to take, instead of leaving these matters to the seller(s)?
YES _______ NO _______
63
77. Do you follow up all orders to see that goods are shipped and received on time?
YES _______ NO _______
78. Do you check every incoming shipment carefully against the covering invoice and
order copy?
YES _______ NO _______
79. When you receive merchandise by mail or other carrier and have agreed to pay the
transportation costs, do you check the value of the stamps on the package (or actual
cost noted on the freight or express receipt) against the amount billed you by the
seller for transportation?
YES _______ NO _______
80. Do you figure markup as a percentage of retail selling price rather than as a
percentage of costs?
YES _______ NO _______
81. Do you set price lines or price zones?
YES _______ NO _______
82. Do the prices you set provide adequate markups within the limits of competition?
YES _______ NO _______
83. Do you give as much consideration to the adequacy of your dollar markup as to
that of your percentage markup?
YES _______ NO _______
84. In retail pricing of new items and in evaluating their cost quotations, are you guided
by what you think the typical customer will consider goo value?
YES _______ NO _______
85. Do you practice the technique of averaging markup rather than aiming at the same
markup percentage throughout your organization?
YES _______ NO _______
86. Do you avoid selling new and regular merchandise as loss leaders (items sold at
less than cost)?
YES _______ NO _______
64
87. Do you keep a record of all your markdowns, and do you analyze them by cause?
YES _______ NO _______
88. When you have a clearance merchandise, does your first markdown normally move a
substantial portion of the stock?
YES _______ NO _______
89. Before you mark down goods for clearance, do you consider alternate or
supplementary ways of moving them--such as special displays, repackaging, or
including them in a deal?
YES _______ NO _______
90. Do you frequently supplement your routine day-by-day selling operations with
special promotions?
YES _______ NO _______
91. Do you advertise consistently in at least one appropriate medium: newspapers,

direct mail, handbills, local television or radio?
YES _______ NO _______
92. Do you plan your advertising at least 4 weeks ahead?
YES _______ NO _______
93. Do you approve all ads before they are released, reviewing their content and
making sure that the goods mentioned will be ready for selling?
YES _______ NO _______
94. Do you consistently choose items for advertising that are timely, have exceptional
value or exclusive features, and help to build your organizational image?
YES _______ NO _______
95. Do you follow the ads of organizations in larger cities catering to customers similar
to your own in order to find outstanding items to advertise?
YES _______ NO _______
96. Do your ads tell a newsworthy and readable story rather than only trumpet a price
appeal?
YES _______ NO _______
65
97. Are your advertisements factual, providing all pertinent details about the goods you
are offering?
YES _______ NO _______
98. Does each of your ads specifically "sell" your organization in addition to the
merchandise advertised?
YES _______ NO _______
99. When you plan to advertise goods that are carried by your competitors or that are
comparable to theirs, do you check these competitor's prices and assortments
before releasing your ad?
YES _______ NO _______
100. Do you regularly and systematically familiarize your salepeople with your plans
for advertised merchandise and promotions?
YES _______ NO _______
101. Do you consult your suppliers about dealer aids helpful to the promotion of their
merchandise in your organization?
YES _______ NO _______
102. Do you subscribe to or have ready access to a sales promotion service, and do you
use it in planning and executing your promotional events?
YES _______ NO _______
103. Do you use "co-op ads" with your merchants in your community?
YES _______ NO _______

104. Do you conduct a continuing effort to obtain free publicity in the local press or
broadcast media?
YES _______ NO _______
105. Do you keep records of your advertising which you use to improve your future
ads?
YES _______ NO _______
106. Are you acquainted with the Federal Trade Commission standards for truth and
accuracy in advertising, and do you adhere to them carefully?
YES _______ NO _______
66
107. In planning displays, do you devote the same care to the selection of merchandise,
the use of effective lighting and arrangement, the evaluation of results, and the use
of outside display aids that you do to advertising?
YES _______ NO _______
108. Are your window displays planned to attract attention, develop interest, create
desire, and prompt a customer to enter your establishment for a closer inspection?
YES _______ NO _______
109. Do you change your window display frequently?
YES _______ NO _______
110. Do you give as much attention to your interior displays as to your windows?
YES _______ NO _______
111. Are your fixtures and equipment adequate and up to date?
YES _______ NO _______
112. Is the layout of your selling floor planned for the convenience of the customer?
YES _______ NO _______
113. Except for merchandise that needs special protection, does your layout encourage
self-selection, making it easy for the customer to handle goods?
YES _______ NO _______
114. Are your self-selection fixtures set up for customer convenience and to stimulate
sales?
YES _______ NO _______
115. Are goods that the customer may not be specifically looking for but is likely to
buy on sight (impulse merchandise) displayed near your establishment entrances
and at other points that have traffic?
YES _______ NO _______
116. Are continually on the lookout for opportunities to improve your layout and
merchandise arrangement to expose more goods to customers in an attractive
way?
YES _______ NO _______
67
117. Are your cash registers well located?
YES _______ NO _______
118. Are nonselling and office activities kept out of valuable selling space?
YES _______ NO _______
119. Are your stock areas as close as possible to the selling areas they serve?
YES _______ NO _______
120. Do you have flexible shelfing and bin partitioning so that storage space can be
properly adjusted to the merchandise?
YES _______ NO _______
121. Do you receive, check, and mark incoming goods at central points rather than on
selling floor?
YES _______ NO _______
122. Does someone other than the cashier or bookkeeper open all mail and prepare a
record of receipts that will be checked against deposits?
YES _______ NO _______
123. Do you deposit all of each day's cash receipts in the bank without delay?
YES _______ NO _______
124. Do you restrict the use of your petty cash funds to payment of small expenditures
(not exceeding a stated amount) and limit them to the amount needed for a short
period of time-a week or two?
YES _______ NO _______
125. Do you require adequate identification of "cash-take" customers who want to pay
by check and those who ask you to cash checks?
YES _______ NO _______
126. Have you taken adequate steps to protect your cash from robbery?
YES _______ NO _______
127. Is your postage metered?
YES _______ NO _______
68
128. Are your checks prenumbered?
YES _______ NO _______
129. Are you careful to lay cash aside for all amount withheld from employee's wages
for taxes, medical insurance, and the like; and for all sales taxes collected and to
remit these sums as required to the appropriate authorities?
YES _______ NO _______
130. Do you calculate your cash-flow regularly (monthly, for example) and take steps
to provide enough cash for each period's needs?
YES _______ NO _______
131. Have you established, in advance, a line of credit at your bank, not only to meet
seasonal requirements but also to permit borrowing at any time for emergency
needs?
YES _______ NO _______
132. Do you consistently avoid drawing checks to "cash" and signing blank checks?
YES _______ NO _______
133. Have you bonded your cashier and other employees who handle cash and
securities?
YES _______ NO _______
134. Do you keep company securities under lock and key, preferably in a safe deposit
vault?
YES _______ NO _______
135. Do you control your liabilities with the same degree of care you devote to your
assets?
YES _______ NO _______
136. To permit modernization and expansion of your premises if you rent them, have
you seriously considered your landlord as a source for the additional capital you
will need?
YES _______ NO _______
137. Do you maintain a close personal relationship with your local banker?
YES _______ NO _______
69
138. Do you have a credit policy?
YES _______ NO _______
139. Do you set definite credit limits and explain your rules carefully to all credit
applicants?
YES _______ NO _______
140. When customers do not make payments as agreed, do you follow up promptly?
YES _______ NO _______
141. If you have your own credit plan, do you have a simple method of identifying
charge customers and authorizing their purchases?
YES _______ NO _______
142. Have you introduced a revolving credit plan whereby customers can complete
payment for merchandise by means of a number of monthly (or weekly) payments
and are privileged to buy more at any time within a set limit?
YES _______ NO _______
143. Are your bad debt losses comparable with those of other similar organizations?
YES _______ NO _______
144. Periodically, do you review your accounts to determine their status?
YES _______ NO _______
145. Are you a member of a retail credit bureau, and do you actively use the
information it provides?
YES _______ NO _______
146. Is your organization's insurance handled by a conscientious and knowledgeable

agent?
YES _______ NO _______
147. Have you updated your insurance needs to assure adequate protection for
buildings, equipment, merchandise and other assets, as well as for public liability?
YES _______ NO _______
148. Is your public liability insurance adequate?
YES _______ NO _______
70
149. Have you reduced your insurance premiums by using deductibles?
YES _______ NO _______
150. Do you carry adequate life insurance (to benefit your company) on yourself and
your key associates?
YES _______ NO _______
151. Do you keep careful records of your cash outlays for goods, supplies, and
services?
YES _______ NO _______
152. Do you maintain a cash budget?
YES _______ NO _______
153. Do you have your books balanced and accounts summarized each month?
YES _______ NO _______
154. Do you use a modern point-of-sale register for sales transactions and modern
equipment to record accounts receivable?
YES _______ NO _______
155. Have you considered having your sales and other records processed and analyzed
by an outside agency?
YES _______ NO _______
156. Do you keep data on sales, purchases, inventory, and direct expenses for different
types of merchandise in your organization?
YES _______ NO _______

157. Do you have your books audited yearly by an independent public accountant?
YES _______ NO _______
158. Have you carefully considered introducing the retail method of inventory?
YES _______ NO _______
159. Do you maintain a tax calendar showing when the various required Federal, State,
and Local reports are to be filed or payments made?
YES _______ NO _______
71
160. Are you (or someone in your organization) responsible for meeting your tax
obligations and submitting other required reports?
YES _______ NO _______
161. To be sure you are not overpaying your taxes, do you retain a tax accountant to
review your accounting records and prepare your more complicated tax returns?
YES _______ NO _______
162. Do you check periodically to determine if the labels on your merchandise satisfy
the various laws and regulations?
YES _______ NO _______

163. Do you retain a good lawyer to confer with on day-to-day problems that have legal
implications?
YES _______ NO _______
164. Over the past few years have you done very much long-range planning for growth?
YES _______ NO _______
165. Is your organizational location still satisfactory?
YES _______ NO _______
166. Do day-by-day activities involve you so much that you find no opportunity for
advance planning?
YES _______ NO _______
167. When you find that change is called for, do you act decisively and creatively?
YES _______ NO _______
168. Do you find that recurring crises force you to make most of your changes before
you have been able to give them thoughtful analysis?
YES _______ NO _______
169. Do you have someone ready to take your place in case of an emergency?
YES _______ NO _______
170. Are you grooming someone to succeed you as manager in the not too distant
future?
YES _______ NO _______
72
k. Strategic Audit.
Strategic Audit: a review of past and current STRATEGY. The STRATEGY AUDIT
may be carried out to identify and articulate the STRATEGY of a company or person who
has done little explicit STRATEGIC PLANNING in the past or to ascertain how faithfully
a person or company is following it's proclaimed strategy. The STRATEGY AUDIT may
include an evaluation of the effectiveness of a strategy as well. STRATEGY AUDITS
may be performed at the corporate, SECTOR, business or personal level of PLANNING
HIERARCHY. Consultants are very often used in STRATEGY AUDITS because of the
need for objectivity.
In companies without a well-defined strategy, a personal or corporate level STRATEGY

AUDIT involves a series of interviews with top management to determine what the
implicit CORPORATE STRATEGY has been. That is, what has top management
understood the personal or corporate GOALS to be and why? What types of businesses
or person have they been acquiring, developing, and divesting and why? What kinds of
strategies do they think they are good at implementing and why? What advantages do
their personnel or businesses enjoy as compared to their competitors? How have they
organized, managed, and rewarded their businesses or personnel and why? The results
of the interviews combined with an analysis of quantitative industry data and corporate
performance indicators from a report on what a company's STRATEGY has been.
A business or personal level STRATEGY AUDIT involves interviews with management

and the collection of data that shows what the business, personnel and each
FUNCTIONAL AREA have been doing. The objective is to identify the ASSUMPTIONS
the business's managers are making about their OBJECTIVES, competitors, and
INDUSTRY STRUCTURE that led them to carry out their implicit STRATEGY.
STRATEGY AUDITS are very often used as the basis for formulating CORPORATE and
COMPETITIVE STRATEGIES.
B. Phase Two.
a. Seminars (1st Subject); Areas in Departmental Type Interrelationships

(Small or Large Businesses and Corporations)
Operational Formats 1A - 2B
i. Introduction for Employees
(a) Subject Matter
(b) Historical Background
(c) Laws and Provisions Affecting Business Enterprises
73
ii. Selection of Form of Business Enterprises
(a) Forms and Factors in Selection
(b) Individual (Or Sole) Proprietorship
(c) General Partnership
(d) Limited Partnership
(e) Forms Related to Partnership
(f) Statutory Partnership Association
(g) Joint (Ad) Venture
(h) Joint-Stock Company (Or Association)
(i) Business (or Massachusetts) Trust
(j) Business (Or Stock) Corporation
(k) Professional Corporation (Or Association)
iii. Nature of Corporateness or Corporate Personality
(a) Introduction
(b) Corporation as "Person"
(c) Corporation as "Domiciliary"
(d) Corporation as "Resident"
(e) Corporation as "Citizen"
(f) Corporation as "National"
(g) Corporation as "State"
iv. Selection of Jurisdiction of Incorporation
(a) Factors in Selection
(b) Advantages and Disadvantages
(c) Sanctions
74
v. Preincorporation Problems
(a) Promoters
(b) Duties and Liabilities of Promoters
(c) Preincorporation Agreements
vi. Incorporation, Admission, and Domestication
(a) Introduction
(b) Articles (Or Certificate) of Incorporation
(c) Drafting Bylaws
(d) Form(s) of Share Certificates
(e) Organization Meeting(s)
(f) Admission and Domestication Procedures
vii. Recognition or Disregard of Corporateness
(a) Introduction
(b) Defective Incorporation
(c) Disregard of Corporateness
viii. Corporate Financial Structure
(a) Introduction
(b) Debt Securities
(c) Shares
(d) Hybrid Securities
(e) "Trading on Equity" and "Thin Incorporation"
(f) Consideration for Shares
(g) Share Subscriptions and Options
(h) Shareholder's Liabilities on "Bonus," "Discount, and "Watered" Shares
75
(i) Protection of Shareholder's Proportionate Interests
(j) Record Ownership of Securities
ix. Corporate Management Structure
(a) Introduction
(b) Purposes (Or Objects) and Powers
(c) Incorporator(s)
(d) Shareholder(s)
(e) Director(s)
(f) Officer(s)
(g) Duties of Management
(h) Management Compensation
x. Special Problems of Close Corporations
(a) Introduction
(b) Incorporation
(c) Financial Structure
(d) Management Structure
(e) Share Transfer Restrictions
(f) Drafting Techniques
xi. Special Problems of Larger Corporations
(a) Introduction
(b) Securities Regulations
(c) Antitrust and Trade Regulations
(d) "Self-Regulation" by Securities Industry
76
xii. Dividends and Other Distributions
(a) Introduction
(b) Funds Legally Available for Dividends
(c) Dividend Preferences and Other Rights
(d) Shareholder's "Rights" to Dividends
(e) Share Distributions
(f) Miscellaneous Dividend and Related Problems
(g) Redemption or Purchase by Corporation of Own SI
(h) Dividend and Redemption Tax Aspects
xiii. Extraordinary Corporate Matters
(a) Introduction
(b) Extraordinary Corporate Matters-In General
(c) Miscellaneous Extraordinary Matters
xiv. Corporate Litigation (Including Derivative Actions)
(a) General Procedural Problems
(b) Introduction to Derivative Actions
(c) Qualifications of Shareholders to Commence and Maintain Derivative Action
(d) Conditions Precedent to Derivative Action
(e) Procedural Problems in Derivative Action
(f) Security for Expenses in Derivative Action
(g) Recovery, Settlement, and Other Relief in Derivative Action
(h) Incidence of Expenses of Corporate Litigation
xv. Corporate Liquidation, Arrangement, and Reorganiza
(a) Non-Bankruptcy Liquidation
77
(b) Bankruptcy Liquidation
(c) Arrangement
(d) Reorganization
xvi. Exhibits
(a) Conversion Table-Model Business Corporation Act
(b) Conversion Table-Professionals on Corporations
(c) Table of Cases Cited
i. Introduction for Employers
(a) SUBJECT MATTER
(1) Scope of Subject Matter
(2) Treatment of Subject Matter
(3) Statutory and Nonstatutory Materials
(b) HISTORICAL BACKGROUND
(4) Historical Background-In General
(5) Ancient and Roman Law
(6) Canon Law
(7) Merchant Law
(8) Civil Law
(9) Common Law
(10) Prototypes of Business Corporations
(11) Development of English Company Law
(12) Development of American Corporation Law
78
(c) LAWS AND PROVISIONS AFFECTING BUSINESS ENTERPRISES
(13) Federal Laws Affecting Business Enterprises
(14) State Laws Affecting Business Enterprises
(15) Substatutory Intracorporate Provisions
ii. Selection of Form of Business Enterprise
(a) FORMS AND FACTORS IN SELECTION
(16) Available Forms of Business Enterprise
(17) Factors in Selection
(b) INDIVIDUAL (OR SOLE) PROPRIETORSHIP
(18) Individual Proprietorship
(c) GENERAL PARTNERSHIP
(19) General Partnership-In General
(20) Formalities of Organization
(21) Capital and Credit Requirements
(22) Management and Control
(23) Profits and Losses
(24) Extent of Liability
(25) Transferability of Interest
(26) Continuity of Existence
(27) Tax Considerations
(d) LIMITED PARTNERSHIP
(28) Limited Partnership-In General
79
(e) FORMS RELATED TO PARTNERSHIP
(37) Forms Related to Partnership-Implied Partnership
(38) Mining Partnership
(39) Sub-Partnership
(40) Registered Partnership
(f) STATUTORY PARTNERSHIP ASSOCIATION
(41) Statutory Partnership Association-In General
(45) Profits and Losses; Extent of Liability
(g) JOINT (AD) VENTURE
(49) Joint (Ad) Venture
(h) JOINT-STOCK COMPANY (OR ASSOCIATION)
80
(50) Joint-Stock Company-In General
(51) Formalities of organization
(54) Profits and Losses; Extent of Liability
(i) BUSINESS (OR MASSACHUSETTS) TRUST
(58) Business Trust-In General
(63) Extent of Liability of Trustees
(64) Extent of Liability of Beneficiaries
(67) Tax considerations
(j) BUSINESS (OR STOCK) CORPORATION
(68) Business Corporation-In General
81
(k) PROFESSIONAL CORPORATION (OR ASSOCIATION)
(77) Professional Corporation (or Association)
iii. Nature of Corporateness or Corporate Personality
(a) INTRODUCTION
(78) Theories of Corporateness or corporate Personality
(79) Traditional Corporate Attributes
(b) CORPORATION AS "PERSON"
(80) Corporation as "Person"
(c) CORPORATION AS "DOMICILLIARY"
(81) Corporation as "Domicilliary"
(d) CORPORATION AS "RESIDENT"
(82) Corporation as "Resident" -In General
(83) Jurisdiction over Subject Matter
(84) Jurisdiction over Person
(85) Venue
(86) Forum Non Conveniens
(87) Statutes of Limitations
82
(e) CORPORATION AS "CITIZEN"
(88) Corporation as "Citizen',-Federal Diversity-o Citizenship Jurisdiction
(89) Privileges-and-Immunities-of-Citizens
(f) CORPORATION AS "NATIONAL"
(90) Corporation as "National"
(g) CORPORATION AS "STATE"
(91) Government-Owned Corporation
iv. Selection of Jurisdiction of Incorporation
(a) FACTORS IN SELECTION
(92) Factors in Selection-In General
(b) ADVANTAGES AND DISADVANTAGES
(93) Advantages and Disadvantages of Delaware Incorporation
(94) Advantages and Disadvantages of New York Incorporation
(95) Advantages and Disadvantages of Incorporation in Jurisdictions

Following Model Business Corporation Act
(96) Doing Business as Foreign Corporation-In General
(97) Amenability to Process
(98) Regulation
(99) Taxation
(100) Admission as Foreign Corporation
(c) SANCTIONS
(101) Sanctions for Noncompliance with Admission Rc ments
83
v. Preincorporation Problems
(a) PROMOTERS
(102) Promoters-In General
(b) DUTIES AND LIABILITIES OF PROMOTERS
(103) Promoter's Duties and Liabilities Inter Se
(104) Promoter's Duties and Liabilities to Corporation
(105) Promoter's Duties and Liabilities to Shareholders and Creditors
(106) Statutory Developments Concerning Promoter's Duties and Liabilities
(c) PREINCORPORATION AGREEMENTS
(107) Kinds of Preincorporation Agreements
(108) Types of Preincorporation Agreements between Promoters and Third

Persons
(109) Agreement between Promoter and Third Person Constituting Revocable

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

"Offer" to Proposed Corporation
(111) Contract between Promoter and Third Person Binding Promoter Even if
Corporation Bound
(112) Contract between Promoter and Third Person Binding Promoter until
Corporation Bound
(113) Preincorporation Services
(114) Statutory Developments Concerning Preincorporation Agreements

between Promoters and Third Person
(115) Preincorporation Share Subscriptions
vi. Incorporation, Admission, and Domestication
(a) INTRODUCTION
(116) Incorporation, Admission and Domestication-In General
84
(117) Steps in Incorporation Procedures
(b) ARTICLES (OR CERTIFICATE) OF INCORPORATION
(118) Drafting Articles (or Certificate) of Incorporation-In General
(119) Corporate Name
(120) Corporate Duration
(121) Corporate Purposes
(122) Corporate Powers
(123) Authorized Shares
(124) Classification of Shares
(125) Issuance of Class in Series
(126) Minimum Paid-In Capital
(127) Preemptive Rights
(128) Additional Provisions
(129) Registered Office and Agent
(130) Initial Directors
(131) Incorporator(s)
(132) Execution and Filing
(c) DRAFTING BYLAWS
(133) Drafting Bylaws
(d) FORM(S) OF SHARE CERTIFICATES
(134) Form(s) of Share Certificates
(e) ORGANIZATION MEETING(S)
(135) organization meeting(s)
85
(f) ADMISSION AND DOMESTICATION PROCEDURES
(136) Admission Procedures
(137) Domestication Procedures
vii. Recognition or Disregard of Corporateness
(a) INTRODUCTION
(138) Recognition or Disregard of Corporateness-In General
(b) DEFECTIVE INCORPORATION

(139) Conditions Precedent to Incorporation
(140) De Facto Doctrine
(141) "Corporation by Estoppel"
(142) Constitutional and Statutory Developments
(143) Conditions Precedent to Doing Business
(144) Expired/Dissolved/Revived/Reinstated Corporal
(145) Consequences of Too Defective Incorporation
(c) DISREGARD OF CORPORATENESS
(146) "Piercing the Corporate Veil"
(147) One-Man, Family, and Other Close Corporations
(148) Subsidiary and Other Affiliated Corporations
(149) Disregard of Corporateness for Benefit of Shareholder
(150) Constitutional, Statutory, and Other Construe Aspects
(151) Litigation Aspects
(152) Bankruptcy Aspects
(153) Taxation Aspects
86
viii. Corporate Financial Structure
(a) INTRODUCTION
(154) Sources of Corporate Funds
(155) Types of Securities
(b) DEBT SECURITIES
(156) Classification of Debt Securities
(c) SHARES
(157) Shares-In General
(158) Authorized, Issued, Outstanding Shares
(159) Par Value Shares; Shares without Par Value
(160) Classification of Shares
(161) Fractions of Shares, Scrip
(d) HYBRID SECURITIES
(162) Hybrid Securities-In General
(163) Tax Aspects of Hybrid Securities
(164) Creditor's Rights with Respect to Hybrid Securities
(e) "TRADING ON EQUITY" AND "THIN INCORPORATION"
(165) "Trading on Equity" (or "Leverage")
(166) "Thin Incorporation"
(f) CONSIDERATION FOR SHARES
(167) Consideration for Par Value Shares
(168) Consideration for Shares without Par Value
87
(g) SHARE SUBSCRIPTIONS AND OPTIONS
(169) Share Subscriptions
(170) Share Options
(h) SHAREHOLDER’S LIABILITIES ON "BONUS, " "DISCOUNT, " and

"WATERED" SHARES
(171) Shareholder's Liabilities on "Bonus," "Discount, " and "Watered" Shares
(i) PROTECTION OF SHAREHOLDER’S PROPORTIONATE INTERESTS
(172) Shareholder's Proportionate Interests-In General
(173) Fiduciary Duties of Management with Respect to Issue and Reacquisition

of Shares
(174) Preemptive Rights-Judicial Development
(175) Statutory Provisions
(j) RECORD OWNERSHIP OF SECURITIES
(176) Significance of Record Ownership
(177) Transfer of Securities
(178) Replacement of Lost, Destroyed, and Stolen Certificates
(179) Missing Security Holders
ix. Corporate Management Structure
(a) INTRODUCTION
(180) Corporate Management Structure-In General
(b) PURPOSES (OR OBJECTS) AND POWERS
(181) Purposes (or Objects)
(182) Express Powers
(183) Implied Powers
88
(184) Ultra Vires Doctrine
(c) INCORPORATOR(S)
(185) Incorporator(s)
(d) SHAREHOLDER(S)
(186) Shareholder(s)-In General
(187) Co-Ownership and Split Ownership of Shares
(188) Shareholder's Management Functions-In General
(189) Shareholder's Voting Rights
(190) Formalities of Shareholder Action
(191) Shareholder's Meetings
(192) Shareholder Election and Removal of Directors and Officers
(193) Shareholder Adoption, Amendment, and Repeal of Bylaws
(194) Shareholder Resolutions
(195) Shareholder Approval of Extraordinary Corpora, Matters
(196) Proxies
(197) Voting Trusts
(198) "Shareholder Agreements"
(199) Shareholder Inspection Rights
(200) Shareholder Rights of Action
(201) Miscellaneous Shareholder Rights
(202) Shareholder Liabilities
(e) DIRECTOR(S)
(203) Director(s) -In General
(204) Number and Qualifications
89
(205) Election, Tenure, and Removal
(206) De Facto Directors
(207) Director's Management Functions-In General
(208) Formalities of Board of Directors Action
(209) Meetings of Board of Directors
(210) Board of Directors Selection, Supervision, and Removal of Officers
(211) Management Compensation; Declaration of Dividends
(212) Delegation of Authority by Board of Directors
(213) Director Agreements
(214) Board of Directors Adoption, Amendment, and Repeal of Bylaws
(215) Board of Directors Initiation of Extraordinary Corporate Matters
(216) Director's Inspection Rights
(217) Director's Derivative Actions
(218) Director's Liabilities
(f) OFFICERS
(219) Officers-In General
(220) Qualifications
(221) Appointment or Election, Tenure, and Removal
(222) De Facto Officers
(223) Officer's Management Functions-In General
(224) Officer's Actual Authority-Express
(225) Implied
(226) Officer's Apparent Authority/Estoppel
(227) Ratification of Act Beyond Officer's Power
(228) Effect of Corporate Seal
90
(229) Officer's Derivative Actions
(230) Officer's Liabilities
(g) DUTIES OF MANAGEMENT
(231) Duties of Management-In General
(232) Statutory Provisions
(233) Duties to Act Intra Vires and Within Authority
(234) Duties of Due Care
(235) Fiduciary Duties-In General
(236) Competing with Corporation
(237) Usurpation of Corporate Opportunity
(238) Conflicting Interest
(239) Insider Trading
(240) Oppression of Minority Shareholders
(241) Purchase or Sale of Control
(242) "Business Judgment" Rule
(h) MANAGEMENT COMPENSATION
(243) Management Compensation-In General
(244) Compensation of Directors
(245) Compensation of Officers
(246) Profit-Sharing Plans
(247) Share Bonuses
(248) Share Options
(249) Share Purchase Plans
(250) Deferred Compensation Plans
91
(251) Pension Plans
(252) Annuity Plans
(253) Tax Reimbursement Plans
(254) Other Fringe Benefits
(255) Liability of Directors and Officers
(256) Miscellaneous Requirements
x. Special Problems of Close Corporations
(a) INTRODUCTION
(257) "Close Corporation"
(258) "One-Man Corporation"; "Incorporated Partnership"
(259) Statutory Differentiation
(b) INCORPORATION
(260) Incorporation of Close Corporation
(c) FINANCIAL STRUCTURE
(261) Financial Structure of Close Corporation-Nontax Aspects
(262) Tax Aspects
(d) MANAGEMENT STRUCTURE
(263) Management Structure of Close Corporation In General
(264) Shareholders-Initial and Subsequent
(265) Shareholder's Voting Rights
(266) Shareholder Quorum/Voting Requirements
(267) "Shareholder Agreements" Governing Shareholder Functions
(268) Fiduciary Relationship among Shareholders of Close Corporation
(269) Provision against Shareholder Deadlock
92
(270) Voting Trust and Irrevocable Proxy in Close Corporation
(271) Directors-In General
(272) Number, Election and Removal
(273) Formalities of Director Action
(274) Director Quorum/Voting Requirements
(275) "Director Agreements"
(276) Fiduciary Duties of Directors
(277) Provision against Director Deadlock
(278) Officers
(279) Maintenance of Management Structure
(280) Dissolution of Deadlocked Corporation
(e) SHARE TRANSFER RESTRICTIONS
(281) Share Transfer Restrictions-Rules as to Validity
(282) Drafting Problems
(f) DRAFTING TECHNIQUES
(283) Drafting Techniques-In General
(284) Preincorporation Agreement
(285) Articles of Incorporation
(286) Bylaws
(287) "Shareholder Agreements"
(288) Voting Trust and Irrevocable Proxy
(289) Employment Contracts
(290) Share Certificate Legends
xi. Special Problems of Larger Corporations
93
(a) INTRODUCTION
(291) Special Problems of Larger Corporations In General
(b) SECURITIES REGULATION
(292) Public Issue of Securities
(293) Public Trading of Securities
(294) Federal Securities Legislation-In General
(295) Securities Act, 1933
(296) Securities Exchange Act, 1934-In General
(297) Proxy Regulation
(298) Insider Trading
(299) Public Utility Holding Company Act, 1935
(300) Trust Indenture Act, 1939
(301) Investment Company Act, 1940
(302) Investment Advisers Act, 1940
(303) Federal Bankruptcy Act, 1938-Section X.
(304) Miscellaneous Federal Securities Legislation
(305) State "Blue Sky" Laws-In General
(306) Types of "Blue Sky" Laws
(307) Uniform Securities Act
(308) State Laws-Miscellaneous Securities Regulation
(c) ANTITRUST AND TRADE REGULATION
(309) Federal Antitrust and Trade Regulation In General
(310) Sherman Antitrust Act, 1890
(311) Federal Trade Commission Act, 1914
94
(312) Clayton Act, 1914
(313) Robinson-Patman Act, 1935
(314) Miscellaneous Federal Antitrust and Trade Regulation
(315) State Antitrust and Trade Regulation
(d) "SELF-REGULATION" BY SECURITIES INDUSTRY
(316) National Securities Exchanges
(317) National Association of Securities Dealers, Inc.
xii. Dividends and Other Distributions
(a) INTRODUCTION
(318) Dividends-In General
(319) Accounting Principles
(b) FUNDS LEGALLY AVAILABLE FOR DIVIDENDS
(320) Statutory Limitations on Sources of Dividends
(321) Applicable Statutory Limitations Other than of Jurisdiction of

Incorporation
(322) Nonstatutory Limitations
(323) Liability for Unlawful Dividends
(c) DIVIDEND PREFERENCES AND OTHER RIGHTS
(324) Basic Dividend Rule
(325) Cumulative; Noncumulative; Cumulative-to-the Extent-Earned
(326) Participating; Nonparticipating
(d) SHAREHOLDER’S "RIGHTS" TO DIVIDENDS
(327) Discretion of Board of Directors
95
(328) Actions to Compel Distribution of Dividends
(e) SHARE DISTRIBUTIONS
(329) Share Dividends
(330) Share Splits
(f) MISCELLANEOUS DIVIDEND AND RELATED PROBLEMS
(331) Declaration of Dividends
(332) Persons Entitled to Dividends
(333) Allocation of Dividends and Share Distribution
(334) Unclaimed Dividends
(g) REDEMPTION OR PURCHASE BY CORPORATION OF OWN

SHARES
(335) Redemption or Purchase-In General
(336) Funds Legally Available for Redemption or Purchase
(337) Status of Reacquired Shares
(338) Miscellaneous Redemption and Purchase Problems
(h) DIVIDEND AND REDEMPTION TAX ASPECTS
(339) Dividend and Redemption Tax Aspects
xiii. Extraordinary Corporate Matters
(a) INTRODUCTION
(340) Extraordinary Corporate Matters-In General
(b) EXTRAORDINARY CORPORATE MATTERS
(341) Sale, Lease, Exchange, or Other Disposition of Corporate Assets
(342) Mortgaging of Corporate Property
96
(343) Making of Guaranty
(c) MISCELLANEOUS EXTRAORDINARY MATTERS
(344) Miscellaneous Extraordinary Matters
(345) Amendment of Articles (or Certificate) of Incorporation
(346) Merger and Consolidation
(347) Extension and Revival of Corporate Existence
(348) Dissolution
(349) Dissenting Shareholder's Appraisal Remedy
(350) Federal Corporate Reorganizations
(351) Federal Tax "Reorganizations"
xiv. Corporate Litigation (Including Derivative Actions)
(a) GENERAL PROCEDURAL PROBLEMS
(352) Capacity to Sue and to be Sued
(353) Jurisdiction over Subject Matter
(354) Jurisdiction over Parties
(355) Venue
(356) Forum Non Conveniens
(357) Statutes of Limitations; Laches
(b) INTRODUCTION TO DERIVATIVE ACTIONS
(358) Origin and Development of Derivative Actions
(359) Statutes and Rules Concerning Derivative Actions
(360) Derivative Actions Distinguished from Other Actions
(c) QUALIFICATIONS OF SHAREHOLDERS TO COMMENCE AND

MAINTAIN DERIVATIVE ACTION
97
(361) Share Ownership at Commencement and During Maintenance of
Action
(362) Share Ownership at Time of Alleged Wrong ("Contemporaneous-Share-

Ownership" Requirement
(363) Other Disqualifications to Commence and Maintain Action
(d) CONDITIONS PRECEDENT TO DERIVATIVE ACTION
(364) Exhaustion of Intracorporate Remedies
(365) Demand on Board of Directors
(366) Demand on Shareholders
(367) Pleading-of-Demand Requirements
(e) PROCEDURAL PROBLEMS IN DERIVATIVE ACTION
(368) Claims, Joinder, and Counterclaims
(369) Joinder of Parties
(370) Counsel
(371) Defenses
(f) SECURITY FOR EXPENSES IN DERIVATIVE ACTION
(372) Security for Expenses in Derivative Action
(g) RECOVERY, SETTLEMENT, AND OTHER RELIEF IN DERIVATIVE

ACTION
(373) Recovery in Derivative Action
(374) Settlement of Derivative Action
(375) Other Relief in Derivative Action
(376) Res Judicata Effect of Derivative Action
(h) INCIDENCE OF EXPENSES OF CORPORATE LITIGATION
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(377) Litigation Expenses of Plaintiff-Shareholder
(378) Litigation Expenses of Defendant Corporation
(379) Litigation Expenses of Directors, Officer, and Other Corporate

Personnel-At Common Law
(380) Under Statutes
xv. Corporate Liquidation, Arrangement, and Reorganization
(a) NON-BANKRUPTCY LIQUIDATION
(381) Non-Bankruptcy Liquidation-In General
(382) Liquidation Preferences
(b) BANKRUPTCY LIQUIDATION
(383) Bankruptcy Liquidation
(c) ARRANGEMENT
(384) Arrangement-In General
(385) Availability to corporations of Section XI
(d) REORGANIZATION
(386) Background of Section X
(387) Availability to Corporations of Section X
(388) Procedure of Reorganization Proceedings
(389) Nonapplication to Federal Reorganization of Various Provisions
xvi. Exhibits
(a) Conversion Table-Model Business Corporation Act
(b) Conversion Table-Professionals on Corporations
(c) Table of Cases Cited
99
b. Seminars (2nd Subject); Areas Related to Health and Safety
(Health and Life Insurance) Operational Formats 3A - 4B
PROPRIETORSHIPS
i. PART I: FUNDAMENTAL FACTS ABOUT PROPRIETORSHIPS
(a) General Information About Sole Proprietorships

Sole proprietorship defined.
How Sole Proprietorships are Formed
Property Rights in a Sole Proprietorship
Liabilities in a Sole Proprietorship Advantages of Proprietorship as a Mode of
Conducting Business
Disadvantages Inherent in a Sole Proprietorship
(b) Termination of a Sole Proprietorship

Causes of Termination
Voluntary termination or Death of proprietor.
Economic Effects of Termination of Proprietorship Business
Effect on the general economy. Careers of employees interrupted. Stoppage of
income to the family from the business. Possible delay in administration of the
estate. Shrinkage of assets upon liquidation.
ii. PART II: PLANS USED IN ATTEMPTS TO AVOID LIQUIDATION AT THE

DEATH OF THE PROPRIETOR
(c) Continuation of the Business without Authority

Continuation by the Personal Representative
Continuation by an Heir
Personal Representative Individually Liable without Right of Reimbursement
(Where Unauthorized)
Trade Creditor May Also Lose
Estate May Profit, but not Personal Representative
Summary
(d) Continuation of a Proprietorship Business on Consent of Heirs

Minor Heirs Cannot Consent
Personal Representative not Liable to Consenting Heirs for Losses
Personal Representative Nevertheless Liable to Creditors
Summary
(e) Continuation of a Proprietorship Business on Consent of all Parties Interested in

the Estate
Personal Representative not Liable to Consenting Heirs for Losses
Creditors of Continued Business Preferred over Consenting Estate Creditors as
100
to Assets Embarked in Trade
Creditors of Continued Business sometimes reach Assets not Embarked in the
Business
Summary
(f) Continuation of Proprietorship Business by Court Order

Narrow Scope of Court Orders at Common Law
Courts Orders Under Statutory Authority
Statutes allowing continuance for sale as a going concern. Broad statutory
authority. Statutes permitting incorporation of decedent's business.
Summary
(g) Continuation Plans made by the Proprietor Acting Alone

Proprietor's Oral Directions for Continuance
Provision in Proprietor's Will for Continuance Business
General Principles.
Possible Purposes of Will Provisions
Continuance of Business until Stock Sold Out
Continuance of Business for Sale as a Going Concern during Administration
Continuance of Business until Sold as a Going Concern
Continuance of Business until Relative Takes Over
The depression hazard. The hazard of business changes. The hazard of
widow's property rights. The insurance trust arrangement. Ability of
personal representative of prime importance.
Corporate trust preferred.
Continuance of Business for Income to Family
Undesirability of naming proprietor's widow personal representative.
Provision in will for incorporation of business.
Specific Bequest of Proprietorship
Summary of Will Plans
iii. PART III: THE PROPRIETORSHIP INSURED PURCHASE AND SALE

AGREEMENT
(h) Agreements between Proprietor and Others for Continuation of Business

Two Types of Agreements Available
Why a Purchase and Sale Agreement is Desirable
The Parties to the Purchase and Sale Agreement
Financing the Purchase and Sale Agreement
Non-insurance financing methods impractical. The life insurance method of
financing the purchase.
Validity of the Purchase and Sale Agreement
Courts will compel specific performance of the agreement.
(i) Specific Benefits of the Insured Purchase and Sale Agreement

Benefits to the Purchasing Employee
Business future assured
Benefits to the Deceased Proprietor's Estate and Heirs
Estate receives payment in full, in cash, at once. Proprietor's estate can be
101
settled promptly and efficiently. Proprietor's widow relieved of business
worries.
Benefits during the Lifetime of the Proprietor
The business is profitably stabilized. Attractive savings medium provided
purchasing employee.
Proprietor's burden of responsibilities lightened.
(j) Contents of the Purchase and Sale Agreement with Life Insurance
Introductory
Agreement must be drawn by a competent attorney.
The Broad Pattern of the Agreement
The parties to the agreement. The purpose of agreement. Description of the
assets and liabilities of the proprietorship. The commitment to sell and buy.
The price to be paid, and validation formula. Discussion of purchase of assets
"gross." Financing the purchase with life insurance. Provision for adding,
substituting, or withdrawing policies. Adjustment when amount of insurance
proceeds differs from purchase price. The payment of the insurance premiums.
Control of the insurance policies. The insurance beneficiary arrangements. The
trust plan. The insurance beneficiary arrangements without a trustee.
Disposition of insurance if proprietor outlives purchase. Key man insurance
also suggested. Provisions relating to the proprietor's business debts.
Alternative of selling assets "gross" recommended. Provisions relating to
purchase employee's continued employment. Possible provisions for
uninterrupted continuance upon the proprietor's death. Provisions for
amending, revoking, or terminating the agreement. Provision binding heirs
(k) Tax Problems Involved in the Proprietorship Insured

Purchase and Sale Agreement
The Federal Income Tax
The life insurance premiums not deductible expense. The life insurance
proceeds not taxable income. The sale of the proprietorship by the estate. The
cost basis of proprietorship assets acquired by the purchasing employee.
The Federal Estate Tax
Method of applying the tax. The insured purchase plan should establish value
of business for Federal Estate Tax.
PARTNERSHIPS
i. PART 1: FUNDAMENTAL FACTS ABOUT PARTNERSHIPS
(a) General Information About Partnerships

What a Partnership is
Partnership defined.
How Partnerships are Formed
The Two Fundamental Types of Partnerships
The general partnership. The limited partnership.
102
(b) Property Rights in a Partnership
Assets of the Partnership
The Partnership Interest of Each Partner
The Right to Participate in the Management
Each Partner a Principal and a General Agent
Property Rights in Partnership Unique
Corporation and Partnership Property Compared
(c) Liabilities in a Partnership
(d) Dissolution of a Partnership

Dissolution, Winding Up, and Termination Distinguished
Why a Dissolution Takes Place
General Effect of Dissolution
(e) Winding Up and Termination of Partnership on Death of a Partner

Surviving Partner as Liquidating Trustee
Burden of proof on surviving partner.
Economic Effects of Winding Up the Partnership
Shrinkage of partnership assets on liquidate Income to the family from the
stops. Administration of personal estate may be delayed. Surviving partner's
business career jeopardized.
ii. PART II: PLANS ATTEMPTED TO AVOID LIQUIDATION ON THE DEATH

OF A PARTNER
(f) Alternatives to Liquidation Improvised after Partner's Death

Mere Continuance of the Business
New Partnership with Heirs
Legal obstacles. Economic obstacles.
Purchase of Surviving Partner's Interest by Heirs
The unsolvable dilemma.
Purchase of Deseased's Interest by Surviving Partner
The financial barrier. The legal barriers.
(g) Alternatives to Liquidation Set Up Prior to a Partner's Death

A Plan Set Up Before a Death Occurs is Necessary
Plans Made by One Partner Acting Alone
Provision in will for continuance of the business. Directive in will to form new
partners with heirs. Provision in will for sale to survivor.
Plans Made by the Partners Acting Together
A successful plan requires joint action by a partners. Agreement for
continuance of the business.
Agreement for New Partnership between Survivor and Heirs
Agreement giving survivor option to buy deseased's interest.
Agreement for Survivor to Purchase Deseased Partner's Interest
Purchase and Sale Agreements between Partners Generally Upheld
Survivorship Type of Agreement May Be Invalid in a Few States
Additional Citations
103
Financing the Purchase and Sale Agreement
iii. PART III: THE PARTNERSHIP PURCHASE AND SALE AGREEMENT

FINANCED WITH LIFE INSURANCE
(h) The Insured Purchase and Sale Agreement-General Considerations

Life Insurance Assures Carrying Out of Purchase Plan
Methods of financing the purchase other than with life insurance. The life
insurance method of financing the purchase agreement.
Validity of the Purchase and Sale Agreement Financed with Life Insurance
Courts Require Partnership Purchase Agreements to Be Specifically Performed
(i) Specific Benefits of the Purchase and Sale Agreement with Life Insurance
Benefits to the Surviving Partners
Survivor's business future assured. Survivors avoid liquidating losses.
Survivors avoid becoming liquidating trustees. Courts will enforce carrying out
of purchase contract, if necessary
Benefits to the Deceased Partner's Estate and Heirs
Estate receives payment in full, in cash, at once. Deceased's estate can be
settled promptly and efficiently. The widow is relieved of business worries.
Benefits During the Lifetime of the Partners
The partnership business is profitably stabilized. An attractive savings medium
is provided. The future of the partners is made predictable.
(j) Contents of the Purchase and Sale Agreement with Life Insurance
Introductory. Agreement must be drawn by a competent attorney.
Contents of the Agreement
Introductory. The parties to the agreement. The purpose of the agreement. The
"first offer" commitment. The commitment to sell and to buy. The price to be
paid, and valuation formula, if used. The financing of the purchase with life
insurance. Schedule of the life insurance policies. Provisions for adding,
substituting, or withdrawing policies. Adjustment to be made when the amount
of insurance proceeds differs from the purchase price. The payment of
premiums. Ownership of the insurance policies and restrictions on use for other
purposes. The insurance beneficiary arrangements. Disposition of insurance on
the life of surviving partners. Provision that the deceased's estate be held
harmless from claims of creditors of business. Provisions for amending,
revoking, or terminating the agreement.
(k) Who Should Pay the Life Insurance Premiums

Premiums paid by partner other than the insured.
Pooling of premiums. Premiums paid by respective insureds. Premiums paid by
the partnership itself.
(l) The Life Insurance Beneficiary Arrangements

Designation of the surviving partners as beneficiaries. Designation of the
deceased partner’s estate as beneficiary. Designation of personal beneficiaries
of the insured partners. Designation of the partnership itself as beneficiary.
104
(m) Unusual continuation Problems Discussed
Partners with Greatly Disproportionate Interests
The Uninsurable Partner
The Problem of Large Partnership Liabilities
Professional and Personal Service Partnerships
(n) Tax Problems Involved in the Insured Purchase and Sale Plan
The partnership return and scheme of taxing partners. The life insurance
premiums not deductible. The life insurance proceeds generally not taxable
income. The sale of the partnership interest by the estate. The cost basis of
partnership assets acquired from deceased partner.
No double taxation. The insured purchase plan establishes federal estate tax
value.
CORPORATIONS
i. PART I: FUNDAMENTAL FACTS ABOUT CORPORATIONS
(a) General Information about Corporations

What a Corporation Is
Corporation defined.
How Corporations Are Formed
Types of Corporations
Close corporations.
(b) Property Rights in a Corporation

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

In General
Power of a Corporation to Acquire It's Own Stock
(d) The Management of a Corporation

The Stockholders
The Board of Directors
Officers and Agents of the Corporation
(e) The Liabilities in a Corporation

Liability of the Corporation
Liability of Officers, Agents, and Employees
Liability of the Directors
105
Liability of the Stockholders
(f) Characteristics of a Corporation Summarized

In General
Peculiar Characteristics of the Close Corporation
(g) The Effect of Death of a Close Corporation Stockholder

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

Death of a Sole Stockholder
Death of a Majority Stockholder
Death of a Minority Stockholder
Death of an Equal Stockholder
Summary
(i) Plans Set Up by Stockholders Prior to a Death

"First Offer" Arrangements
Option Arrangements
Purchase and Sale Arrangements
iii. PART III: THE STOCK PURCHASE AND SALE AGREEMENT FINANCED
WITH LIFE INSURANCE
(j) The Insured Purchase and Sale Agreement-General Considerations

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

Introductory. Agreement must be drawn by a competent attorney.
Contents of the Agreement
Introductory. The parties to the agreement. The purpose of the agreement. The
"first offer" commitment. The commitment to sell and to buy. The provision for
stamping stock certificates. The price to be paid, and valuation formula, if
106
used. The financing of the purchase with life insurance. Provisions for adding,
substituting, or withdrawing policies. Adjustment when amount of insurance
proceeds differs from purchase price. Securing any unpaid balance. The
payment of premiums. Ownership of the insurance policies and restrictions on
use for other purposes.
(l) Insurance Beneficiary Arrangements

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

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

Stockholders with Greatly Disproportionate Stockholdings
The Uninsurable Stockholder
Stockholders with Sons or Daughters Interested in the Business
(o) Tax Problems Involved in the Insured Stock Purchase Plan

The life insurance premiums not deductible expense. The life insurance death
proceeds generally not taxable income. The sale of the deceased’s stock by his
estate. The cost basis of stock acquired from deceased stockholder. Special
income tax considerations involved in the corporation purchase plan.
No double taxation. Estate tax cannot be bypassed. The insured purchase plan
establishes share value for federal estate tax.
(p) Specific Benefits of the Insured Stock Purchase and Sale Plan
Benefits to the Surviving Stockholders
Survivors protected from control or interference by outsiders. Survivors
guaranteed the opportunity and ability to purchase deceased's stock. Survivors
acquire full stock ownership by most convenient and economical plan.
Benefits to the Deceased Stockholder's Estate and Heirs
The deceased's estate receives payment in full, in cash, at once. Speculative
business interest converted into cash certainty for deceased's family.
Deceased's family protected against "freezing-out" process. Deceased's estate
107
can be administered promptly and economically.
Benefits during the Lifetime of the Stockholder
The corporation's business profitably stabilized. An attractive savings
medium is provided. The future of the stockholders is made predictable.
SUBORDINATES
i. PART I: INTRODUCTION TO GENERAL PRINCIPLES
1. Nature of Insurance
2. Essential Conditions
3. Insurance Companies Generally
4. Statutory Definition of Insurance
5. Purposes of Insurance Companies
6. Sale of Insurance Contracts; Warranties and Services
7. Television Service Contracts
8. Insurance Corporations Classified
9. Assessments by Mutual Insurers
10. Origin of Insurance and Insurance Law
11. Lloyd's Usages and Lloyds Generally
12. Standard Policies Generally
13. Fire Insurance Generally
14. Life Insurance Generally
15. Group Life Insurance Generally
16. Accident and Health Insurance Generally
17. Liability Insurance Generally
18. Marine Insurance Generally
108
19. Inland Marine Insurance Generally
20. Blanket, Floating, and Running Policies
21. Open and Valued Policies Generally
22. Classification of Risks
23. Mortality Tables
24. Premiums and Reserves Generally
25. Nature of Medical Indemnity
26. Miscellaneous Forms of Insurance
27. Annuity Contracts and Endowment Provisions
28. Burglary, Robbery and Theft
29. Credit Insurance
30. Crop Insurance
31. Federal Government Insurance
32. Title Insurance
33. Workmen's Compensation Insurance
34. Hail Insurance
35. Nature of Sureyship
36. Reinsurance Generally
37. Reciprocal or Inter-Insurance Generally
38. Conflict of Laws in Insurance Matters
ii. PART II: STATE AND FEDERAL REGULATION OF THE INSURANCE

BUSINESS
39. Why Regulation?
40. History of Regulation Generally
41. The Nature of State Departments of Insurance
109
42. Functions of State Departments of Insurance
43. State Taxation of Insurers Generally
44. Licensing of Agents and Brokers
45. Anti-Compact Laws of the Several States
46. Retaliatory State Regulatory Statutes
47. "Insurance Is Not Commerce"
48. The South-Eastern Underwriters Association Debacle
49. Aftermath of South-Eastern Underwriters Association Case; McCarran-

Ferguson Act or Public Law 15
50. Aftermath of South-Eastern Underwriters Association Case; Decisions of the

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

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

Organizations
53. Aftermath of South-Eastern Underwriters Association Case; Laws Regulating

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

Monopolistic Acquisitions and Interlocking Directorates
55. Aftermath of South-Eastern Underwriters Association Case; Unauthorized

Insurers Service of Process Laws
56. Aftermath of South-Eastern Underwriters Association Case; Accident and

Health Regulatory Laws
57. Aftermath of South-Eastern Underwriters Association Case; Discrimination

and Rebate Generally
58. Aftermath of South-Eastern Underwriters Association Case; Other State

Regulatory Laws
59. Aftermath of South-Eastern Underwriters Association Case; Proposal for

Interstate Compacts
60. State Regulation Versus Federal Regulation Since 1944
61. Jurisdiction of the Federal Trade Commission over the Insurance Industry
110
62. Exclusive and Concurrent Powers of the Federal Trade Commission over
Insurance
63. Federal Trade Commission Trade Practice Conferences and Rules
iii. PART III: THE REQUIREMENT OF INSURABLE INTEREST IN PROPERTY

INSURANCE
64. Why Insurable Interest? Indemnity
65. Why Insurable Interest? Prevention of Wagering
66. Why Insurable Interest? Deterrent of the Moral Hazard
67. Nature of Insurable Interest in Property
68. Time When Insurable Interest Must Exist
69. Bases for Insurable Interest in Property
70. Property Interest as Basis for Insurable Interest
71. Possession or Right of Possession as Basis for Insurable Interest
72. Equitable Title as Basis for Insurable Interest
73. Insurable Interest of Lienor
74. Insurable Interest of Custodians of Property
75. Insurable Interest of Representatives
76. Insurable Interest of Vendor and Purchaser
77. Insurable Interest of Optionee of Contract of Sale
78. Insurable Interest of Landlord and Tenant
79. Insurable Interest of Mortgagor and Mortgagee
80. Contract Rights as Basis for Insurable Interest
81. Insurable Interest of Creditors in Debtor's Property
82. Insurable Interest of Stockholder in Corporation’s Property
83. Insurable Interest of Partners and the Partnership
111
84. Legal Liability Interest as Basis for Insurable Interest
85. Insurable Interest of Contractor in Subject Matter of Contract
86. Insurable Interest of Bona Fide Purchaser of Stolen Property
87. Factual Expectation as Basis for Insurable Interest
88. Insurable Interest in Marine Insurance
iv. PART IV: THE REQUIREMENT OF INSURABLE INTEREST IN LIFE

INSURANCE
89. Nature of Insurable Interest in Life Insurance
90. Time When Insurable Interest Must Exist
91. Issuance of Policy on One's Own Life
92. Issuance of Policy on Life of Another
93. Ties of Blood, Affection, or Marriage as Basis of Insurable Interest
94. Insurable Interest of Husband and Wife
95. Insurable Interest of Parent and Child
96. Insurable Interest of Brothers or Sisters
97. Insurable Interest of Other Relationships Generally
98. Insurable Interest of Creditor in Life of Debtor
99. Insurable Interest of Partners and the Partnership
100. Insurable Interest of Corporation in it's Executives
101. Insurable Interest in Other Business and Contract Relations
102. Assignment and Insurable Interest of Life Insurance Policies
v. PART V: THE NATURE OF THE INTEREST OF BENEFICIARIES IN LIFE

INSURANCE
103. Life Insurance Generally
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104. Voidance of Insurance Procured Without Consent of Insured
105. Designation of Beneficiary Generally
106. Insurance Payable to Heirs or Legal Representatives
107. Insurance Payable to Husband or Wife
108. Effect of Divorce of Insured and Beneficiary
109. Insurance Payable to Children
110. Insurance Payable to Family, Dependents, or Survivors
111. Rights of Beneficiaries Under Fraternal or Mutual Benefit Certificates
112. Facility-of-Payment Clause in Industrial Life Policies
113. Testamentary Disposition of the Proceeds of the Policy
114. Agreement to Leave Proceeds with Insurer for Beneficiary
115. Promise by Beneficiary to Pay Proceeds Over to Third Person
116. The Doctrine of Vested Rights of Beneficiaries
117. Death of Beneficiary Before Policy Matures
118. Death in Common Disaster
119. Payment of Proceeds in Installments to Wife and Children
120. Reservation of the Right to Change the Beneficiary
121. Mode of Changing the Beneficiary Generally
122. Compliance with Policy Provisions for Change of Beneficiary Waived by

Insurer
123. Refusal of Beneficiary to Surrender Policy for Change of Beneficiary
124. Death of Insured Prior to Insurer's Performance under Policy Provisions

for Change of beneficiary
125. Assignment of Policy Versus Change of Beneficiary
126. Change of Beneficiary by Will
127. Capacity of Insured Minor to Effect a Change of Beneficiary
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128. "Soldier's Choice" in Government Life Insurance
129. Murder of Insured by the Beneficiary
130. Loan Privilege of Insured under Policy as Affecting Recovery of
Beneficiary
131. Rights of Creditor-Beneficiaries Generally
132. Right of Creditor-Beneficiary to Proceeds of Policy
133. Right of Creditor-Beneficiary to Cash Surrender Value of Policy
134. Rights of Creditors to Premiums, Proceeds, or Cash Surrender Value of

Policies Where Insured Is Insolvent
135. Rights of Beneficiary Where Premiums Are Paid Wholly or Partly with
Misappropriated Funds
136. Statutes Exempting Proceeds from Claims of Creditors
137. Creditors of the Beneficiary Generally
138. Power of Insured to Surrender Policy without Consent of Beneficiary
139. Suit by the Beneficiary
140. Assignment of a Life Insurance Policy Generally
141. Nature of the Interest of the Assignee-Beneficiary
142. Inclusion of Insurance Proceeds in Decedent Insured's Taxable Estate

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

under State Succession or Inheritance and Estate Tax Laws
144. Liability of Insurer for Payment of Estate or Succession Taxes
145. Estate and Succession Tax Consequences of Settlement Options
146. Federal Gift Tax Liability of the Insured
147. Taxable Income to the Beneficiary Generally
148. Exemption of Insurance Proceeds from Federal Income Tax Liability
e. Seminars (5th Subject); Areas Involving Procedural and Organizational Manuals
114
(Employer and Employee Contracting)
PROCEDURES MANUAL
Much more formidable than either of the two foregoing types are manuals of procedure.
These manuals deal with activities or functions on the departmental level. Each manual is
devoted to procedural matters in a particular department, or for a particular function,
depending on the nature of company organization. For a given department or function, a
manual states organizational setup, duties assigned, procedures and methods, and,
inevitably, explanations and illustrations of forms, records, reports, mechanical aids, files,
and similar items.
In a manufacturing company, there are probably two separate staffs in charge of

procedures writing. One is manned by methods engineers, set up as a separate section
under the chief of production control. All matters dealing with production procedures are
studied and written up by methods engineers. In smaller companies, one person may be
designated to devote part or full time to procedures writing. The other procedures writing
staff is placed under the controller. Methods men writing procedures, in the latter case,
devote their attention to office and accounting matters. The accounting procedures manual
is the central task of this staff, but their responsibility usually extends to other matters
such as office routines and forms. This appendix deals principally with the accounting and
database procedures manuals.
ORGANIZATIONAL MANUALS
Internal procedures work best if they are committed to writing in the form of manuals of
procedure. Manuals save supervisory time, because an employee can first refer to a
manual before asking his supervisor about a new or moot point. Manuals keep down
human error. One need not trust his memory for an instruction if there is a manual to
consult. Manuals "break in" new employees faster by reason of a well-ordered and full
exposition of existing procedures. They help "break down" old employee's resistance to
procedural changes, for they can more readily see the fairness and necessity of a change if
it is put down in writing.
Manuals furnish written standards against which actual procedures can be checked. Thus,
internal auditors always refer to accounting manuals when checking compliance
with official procedures. Manuals serve to keep procedures open to improvement,
because written procedures are easier to review for consistency, flexibility, and economy
than unwritten ones. Periodic reviews of procedures prevent continuation of those that
are no longer necessary. Unless controlled in this manner, a procedure created to meet a
temporary situation can conceivably be allowed to continue long after it's usefulness is
ended.
Organization
The need for and use of written manuals permeate all segments of an organization.
Usually, the task of preparing manuals and keeping them up to date is reasonably
centralized in the hands of specialized staff, as follows.
115
Employee Handbook. Books that help employees know their company better are
prepared and maintained by one or more specialists in this work in the personnel
department. Employee handbooks state rules of employment, give expressions of
company policy, and state the policies on many specific aids, such as housing, medical
care and other benefits.
Organization Manual. The organization manual is usually written by a specialist

attached to the president's office. In a typical manual, major functions are first outlined
and charted. After this, there is a systematic breakdown of both outlines and charts into
progressively smaller segments of the organization. The manual sets forth the official
"plan of the organization" for each segment of operations, and working down to
divisions, and down further to departments. In stating a given plan of the organization,
the basic pattern is to show lines of authority and responsibility--the chain of command--
and then to set down specific functions and the activities assigned.
The following shows a typical wording of job description of a controller. The

specifications of the position of controller are stated clearly and forcefully, and no doubt
is left as to his or her legitimate objectives, duties, authority, and relationship to others in
the chain of command.
MANAGEMENT REGULATION
CONTROLLER
Organization:
To assure that the corporate and administrative functions of the controller's department
may be efficiently conducted and it's service to the board of directors, the executive
committee, the officers, and the company may be effectively performed, the functions and
organization included in this regulation have been officially adopted for administration
under the supervision of the controller.
Basic Functions:
The controller, as the principal accounting officer of the company, shall be responsible
for the accounting, auditing, tax, interpretive, and budgetary functions as provided in
the by-laws and for such other duties and responsibilities as may be assigned to the
controller by the board of directors, the executive committee, or the president.
Responsibilities:
1. To have general charge and responsibility for the corporate, general, and cost
accounting books and records of the company, and such other documents and papers
properly belonging to the custody of the controller or necessary to reflect properly
the business and corporate transactions upon the books of the company.
116
2. To supervise the corporate, general, and cost accounting activities; the design and
installation of accounting books, records, forms, and methods; and the coordination
of the clerical and office systems and facilities throughout the company.
3. To supervise the establishment and maintenance of internal auditing controls, the

auditing of receipts and disbursements, and the general internal auditing functions of
the company.
4. To supervise the assembly of information and the preparation of returns, and claims
for refunds, for income, excise, and payroll taxes.
5. To supervise the preparation and analysis of financial statements, facts, figures, and
statistics, and to participate in the discussion and interpretation thereof in order to
assist the other officers of the company and the board of directors and it's committees
in the formulation of plans and policies, the measurements of results, or for other
purposes of internal or external use in the implementation of policies and plans.
6. To maintain the necessary and proper relationships with the company's independent
public accountants, governmental tax agents and auditors, and with such other
governmental agencies and regulatory bodies as may be required in the discharge of
the controller's accounting, auditing, tax, and interpretive functions.
7. To supervise the establishment, maintenance, consolidation, and coordination of the

company's system of budgetary control.
8. To perform generally all of the official duties incident to the office of controller, all
of the administrative responsibilities assigned to the controller, and such other duties
as may be added from time to time to this management regulation by the board of
directors, the executive committee, or the president.
Basic Relationship:
The controller shall be responsible to the board of systems directors, through the
president, for the performance of the duties and responsibilities outlined in this
regulation. All major accounting, auditing, tax, and budgetary policies, and changes in
the direct or functional control of these activities in the departments, divisions, or
branches of the company as a whole.
117
C. Phase Three.
THE DIAGNOSTIC SESSIONS
Section 1. Self-Image.
A. Developing Self-confidence.
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Test 1. Your personal accomplishments (Exercise)
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B. Motivation.
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C. Setting Goals.
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D. Identifying Your Goals.
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Test 1. Identifying your goals. (Exercise)
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a. Personal Goals.
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b. Educational Goals.
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c. Professional Goals.
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Test 2. Time frames for your goals. (Exercise)
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a. Personal Goals. (time to accomplish)
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b. Educational Goals. (Lime to accomplish)
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c. Professional Goals. (time to accomplish)
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E. Developing an Action Plan to Achieve Your Goals.
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F. Behavior Modification.
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Test 1. State your goal. (Exercise)
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Test 2. Keep a log. (Exercise)
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Test 3. Change your behavior. (Exercise)
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Section 2. Leadership Personality.
A. Leadership Personality.
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Test 1. What makes a leader? (Exercise)
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B. Getting Along With Other People.
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C. Developing The Ability to get Along With Other People.
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Test 1. Your leadership traits. (Exercise)
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D. Asking a dumb question.
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E. Management Personality Traits.
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Test 1. Management personality tests. (Exercise)
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a. Sociability.
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b. Business Values.
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c. Emotional Stability.
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d. Self Confidence.
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Section 3. Leadership and the Work Environment.
A. Moral Factors.
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Test 1. Rating Moral Factors.
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a. Job security.
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b. Good Earnings.
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c. Promotion and Growth in the Company.
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d. Challenging Work.
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e. Good Working Conditions.
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f. Tactful Discipline.
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g. Management's Loyalty to Employees.
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h. Feeling in on Things.
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i. Sympathetic help with personal problems.
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j. Full appreciation of work done.
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B. What Supervisors Want From You.
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Test 1. Can John Doe handle the job? (Exercise)
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Test 2. Employee personality Traits. (Exercise)
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Test 3. John Doe lets a rumor hurt his job performance.
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C. What Subordinates Want From You?
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Test 1. Treating subordinates right.
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Test 2. Management personality Traits.
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D. What Colleagues Want From You?
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Test 1. Client System sets targets and gets results.
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(Repeat each technique within each category).
a. Departmental efficiency.
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1. Target(s).
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2. Result(s).
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3. Feedback.
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3a. Report(s).
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b. Planning and Scheduling.
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1. Target(s).
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2. Result(s).
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3. Feedback.
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3a. Report(s).
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c. Employer Relations.
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1. Target(s).
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2. Result(s).
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3. Feedback.
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3a. Report(s).
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d. Employee Relations.
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1. Target(s).
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2. Result(s).
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3. Feedback.
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3a. Report(s).
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e. Development of Subordinates.
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1. Target(s).
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2. Result(s).
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3. Feedback.
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3a. Report(s).
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f. Self-Improvement.
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1. Target(s).
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2. Result(s).
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3. Feedback.
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3a. Report(s).
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Test 1. How to get Promoted. (Exercise)
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Test 2. How Not to get Promoted. (Exercise)
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148
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Test 3. Getting Along with Colleagues.
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Test 4. (Case Study) John Doe confronts the Director of Education.
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149
Section 4. Developing Employment Skills.
A. Personal Qualifications.
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Test 1. Personal Qualifications quiz.
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B. Human Relations Skills.
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150
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Test 1. Human relations skills quiz.
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C. Employment Skills.
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151
Test 1. What skills do you need?
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a. Skills needed by an _______________________________.
b. Skills needed by an _______________________________.
c. Skills needed by an _______________________________.
Section 5. Staying Healthy
A. Exercise.
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B. Types of Exercise.
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1. Warm-ups.
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2. Stretching exercises.
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3. Aerobic exercises.
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4. Isometric exercises.
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5. Isotonic exercises.
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6. Cool down.
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C. Posture.
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155
D. Exercise, Calories and Weight.
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E. Nutrition and the Nutrients.
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1. Carbohydrates.
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2. Fats.
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3. Proteins.
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4. Minerals.
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a. Calcium.
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b. Phosphorus.
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c. Sodium.
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d. Iron.
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e. Iodine.
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5. Vitamins.
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a. Vitamin A.
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b. Vitamin B.
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c. Vitamin C.
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d. Vitamin D.
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6. Water.
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a. Public (costs less).
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b. Private (purchased).
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F. Eating Right.
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1. The milk Group(s).
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2. The Meat Group(s).
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3. The Fish Group(s).
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4. The Poultry Croup(s).
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5. The Bean Croup(s).
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6. The Vegetable(s).
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7. The Fruit Group(s).
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8. The Bread Group(s).
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9. The Cereal Group(s).
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10. The Fat Group(s).
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11. The Sweets Group(s).
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12. The Alcohol Group(s).
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167
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13. The Drug Group (s)
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a. Legal
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b. Illegal.
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__________________________________________________________________
Test 1. On the job Statistics.
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Test 2. Off the job Statistics.
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169
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G. Your Food Profile.
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Test 1. How do you Eat?
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a. Breakfast.
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b. Morning snacks.
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c. Lunch.
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171
d. Afternoon snacks.
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e. Dinner.
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f. Evening snacks.
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172
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_________________________________________________________________
H. Weight Control.
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_____________________________________________________________________________
_____________________________________________________________________________
1. Calculating Your B.M.R.
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Test 1. The Food Groups.
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173
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_________________________________________________________________________
Test 2. Understanding information About Nutrition.
_________________________________________________________________________
_________________________________________________________________________
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_________________________________________________________________________
Test 3. Calculating Your Metabolism.
_________________________________________________________________________
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174
J. Do you need to Loose Weight?
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K. Do you need to Gain Weight?
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L. How to determine bone structure.
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175
_____________________________________________________________________________
M. Ideal weight for Women.
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N. Ideal weight for Men.
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_____________________________________________________________________________
Test 1. Am I at a Good Weight for my Size? (Exercise).
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176
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O. Healthy Eating.
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_____________________________________________________________________________
Test 1. Nutritional Program(s).
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177
Section 6. Grooming Both Personal and Social.
A. Your Teeth.
_____________________________________________________________________________
_____________________________________________________________________________
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_____________________________________________________________________________
_____________________________________________________________________________
1. Caring for Your Teeth.
____________________________________________________________________
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a. Brushing.
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178
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b. Flossing.
__________________________________________________________________
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c. Rinsing and using mouthwashes.
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d. Having Dental Check ups.
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179
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__________________________________________________________________
e. Correcting Special Dental problems.
__________________________________________________________________
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__________________________________________________________________
__________________________________________________________________
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__________________________________________________________________
B. Your Hair.
_____________________________________________________________________________
_____________________________________________________________________________
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180
_____________________________________________________________________________
1. Caring for your hair.
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____________________________________________________________________
____________________________________________________________________
a Combing.
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b. Brushing.
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181
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__________________________________________________________________
c. Shampooing.
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d. Conditioning.
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182
e. Controlling dandruff and other hair or scalp problems.
__________________________________________________________________
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__________________________________________________________________
2. Hairstyles.
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____________________________________________________________________
a. Hairstyle Chart.
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183
__________________________________________________________________
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__________________________________________________________________
3. Hair Analysis.
____________________________________________________________________
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____________________________________________________________________
4. Hair styles for Men.
____________________________________________________________________
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5. Hair styles for women.
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184
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____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
a. Choosing a hair style.
__________________________________________________________________
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__________________________________________________________________
C. Facial Hair and Shaving.
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185
D. Unwanted Hair.
_____________________________________________________________________________
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_____________________________________________________________________________
E. The Skin.
_____________________________________________________________________________
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_____________________________________________________________________________
_____________________________________________________________________________
1. Parts of the skin.
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186
____________________________________________________________________
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F. What kind of skin do you have?
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_____________________________________________________________________________
1. Dry skin.
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2. Oily skin.
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187
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3. Combination skin.
____________________________________________________________________
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____________________________________________________________________
____________________________________________________________________
3a. What type of skin do you have? (Exercise)
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188
G. Principles of Skin Care.
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_____________________________________________________________________________
_____________________________________________________________________________
1. Caring for the skin.
____________________________________________________________________
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____________________________________________________________________
a. Cleansing.
__________________________________________________________________
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189
__________________________________________________________________
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b. Exfoliating.
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c. Toning.
__________________________________________________________________
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d. Moisturizing.
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190
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e. Protecting.
__________________________________________________________________
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__________________________________________________________________
__________________________________________________________________
2. Make up.
____________________________________________________________________
____________________________________________________________________
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191
a. Private (home use).
__________________________________________________________________
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__________________________________________________________________
b. Social (commercial).
__________________________________________________________________
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__________________________________________________________________
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__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
H. Personal Grooming from Head to Toe.
_____________________________________________________________________________
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192
_____________________________________________________________________________
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_____________________________________________________________________________
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_____________________________________________________________________________
1. Hands.
____________________________________________________________________
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2. Nails.
____________________________________________________________________
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3. Feet.
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193
____________________________________________________________________
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4. Smelling good.
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
5. Your personal grooming routine.
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
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____________________________________________________________________
____________________________________________________________________
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194
____________________________________________________________________
Test 6. Your coloring.
_________________________________________________________________________
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_________________________________________________________________________
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_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
Test 7. Your daily grooming routine.
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
a. Morning routine.
__________________________________________________________________
__________________________________________________________________
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195
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
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__________________________________________________________________
__________________________________________________________________
b. During the day.
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
c. Nightirne routine.
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
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__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
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196
Section 7. Your Business Wardrobe.
A. The basic business wardrobe.
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
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_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
Test 1. Wardrobe inventory.
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
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_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
Test 2. How does your suit fit?
________________________________________________________________________
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197
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
B. Determining Quality.
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
C. Determining Fit.
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
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_____________________________________________________________________________
_____________________________________________________________________________
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_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
Test 1. Clothing Quality.
_________________________________________________________________________
198
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
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_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
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_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
a. Seams.
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
b. Linings.
_________________________________________________________________
_________________________________________________________________
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199
_________________________________________________________________
c. Interfacings.
_________________________________________________________________
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_________________________________________________________________
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_________________________________________________________________
_________________________________________________________________
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_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
d. Buttonholes.
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
e. Zippers.
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
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_________________________________________________________________
_________________________________________________________________
200
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
f. Pattern.
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
D. Jackets.
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
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_____________________________________________________________________________
E. Blazers.
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201
_____________________________________________________________________________
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_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
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_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
F. Sport Coats.
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
G. Pants.
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
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_____________________________________________________________________________
_____________________________________________________________________________
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202
H. Skirts.
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
I. Shirts.
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
J. Blouses.
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
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_____________________________________________________________________________
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203
_____________________________________________________________________________
K. Fabrics.
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
L. Choosing the right style and color.
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
M. Line.
_____________________________________________________________________________
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204
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
N. Color.
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
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O. General Rules for using Color and Line.
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P. Camouflage Dressing.
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1. The average physique.
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2. The short physique.
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3. The fall physique.
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4. The portly physique.
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Test 5. Clothing and optical illusion.
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207
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Q. Accessories.
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1. Shoes.
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2. Hose.
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3. Belts.
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4. Ties.
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209
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5. Scarves.
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Test 6. How to tie a Windsor Knot.
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Test 7. How to tie a half Windsor Knot.
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210
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Test 8. How to tie a Four-In-Hand Knot.
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R. Briefcases.
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S. Handbags.
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T. Jewelry.
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U. Gloves.
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V. Dressing well on a Limited budget.
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W. Planning your wardrobe.
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Test 1. Wardrobe inventory chart.
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Test 2. Evaluate your wardrobe.
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X. Smart Shopping.
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Y. Caring for your Clothing.
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Z. Basic rules for business dressing.
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1. Be neat.
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2. Buy quality.
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3. Follow company policy.
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4. Be conservative.
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5. Be comfortable.
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Section 8. Social and/or Business Etiquette.
A. Introductions.
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B. Table Manners.
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Test 1. Your table manners.
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Test 2. How do you do?
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218
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C. How to handle silverware.
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D. How to handle finger foods.
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E. Table tips (points).
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219
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F. Dinner Parties.
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G. Responding to an invitation.
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H. Being on time.
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I. Going to a table.
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J. Being seated.
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221
K. Being served.
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L. Smoking.
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M. After dinner.
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N. Leave-taking.
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O. After being entertained.
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P. Restaurant Etiquette.
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Q. Entering the restaurant.
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R. Reading the menu.
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S. Ordering wine.
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T. Ordering a meal.
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U. Paying the Bill.
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V. Tipping.
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1. Restaurants.
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2. Taxicabs.
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3. Hotels.
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4. Airports.
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5. Train stations.
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227
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W. Figuring out the tip.
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Test 1. Calculating the tip.
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228
X. Business Etiquette.
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Y. Handling appointments and visitors.
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Z. Business entertaining.
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229
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AA. Dealing with other people.
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BB. Business traveling.
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CC. General office behavior.
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230
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1. General office behavior.
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____________________________________________________________________
Section 9. Communicating through Speech.
A. Training your voice.
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231
B. Articulation.
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C. Pitch.
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D. Emphasis.
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232
E. Pace.
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F. Tone.
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_____________________________________________________________________________
Test 1. Announciation programs.
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233
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_________________________________________________________________________
a. Evaluation chart.
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G. The art of conversation.
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_____________________________________________________________________________
1. Check your conversation know-how.
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234
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____________________________________________________________________
Section 10. Listening and Understanding Nonverbal Communication.
A. Learning to Listen.
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_____________________________________________________________________________
Test 1. Listening to questions.
_________________________________________________________________________
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235
B. Attention and concentration.
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C. Evaluation.
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_____________________________________________________________________________
_____________________________________________________________________________
1. What's going on here?
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236
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a. Facts (conceptual modeling).
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b. inferences.
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c. Opinions.
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D. Feedback.
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E. Nonverbal communication.
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F. Appearance.
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G. Voice tone and accents.
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H. Space (objective distances).
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239
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I. Body language.
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Test 1. Picking up signals.
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Test 2. Interpreting body languages.
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Section 11. Communicating on the Telephone.
A. Your telephone voice.
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B. Telephone etiquette.
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C. When you call.
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D. When you answer.
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E. If someone answers for you.
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F. Image-building extras.
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G. When not to call.
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H. Write.
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I. When to call.
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J. Call.
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K. Telephone efficiency.
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L. Intra-office calls.
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M. Telephone services.
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N. Direct dialing.
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O. Conference calling.
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P. Telephone equipment.
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246
Q. Multi-line phones.
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R. Speaker phones.
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S. Answering machines.
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247
_____________________________________________________________________________
T. Writing an answering machine message.
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U. Personnel and telephone system integration.
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Test 1. Put a smile in your voice.
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248
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Test 2. Pitch and speed makes your point.
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Test 3. Moving your mouth.
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249
Test 4. Pronunciation in practice.
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Section 12. Public Speaking.
A. Preparing for your speech.
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Test 1. What are you an expert in or on?
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250
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a. List.
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B. Know your audience.
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C. Know your purpose and/or the purpose of your speech as well.
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D. Organizing your speech.
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E. The opening.
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252
1. Capturing your audience's attention.
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F. The Body.
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1. The action formula.
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a. Understanding the action formula.
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G. The Closing.
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1. The review.
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H. Delivering your speech.
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I. Before your talk.
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255
J. You're on.
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K. You're off.
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L. Giving a report.
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Section 13. Reading and Writing.
A. Reading.
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B. Skimming.
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Test 1. Skimming a magazine or newspaper articles
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C. Scanning.
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Test 1. Scanning a paragraph.
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D. Intensive reading.
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E. Reading faster.
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1. Scanning an index.
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259
F. Writing.
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G. Effective writing.
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H. Vocabulary.
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1. Check your vocabulary
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I. Grammar.
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Test 1. Check your grammar.
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261
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J. Style
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Test 1. Keeping your sentences short.
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Test 2. Keeping your writing simple.
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262
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Test 3. Keeping your writing strong.
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Test 4. Making your writing sincere.
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263
K. Business writing.
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L. Letters
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Test 1. Books.
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264
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Test 2. Follow-ups.
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M. Memos.
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N. Reports.
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265
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O. Dictating.
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P. Dictating to a Secretary.
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Q. Dictating into a Machine.
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R. Transmitting Information.
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S. Telegrams.
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267
Test 1. Writing a Telegram.
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T. Telex.
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U. Facsimile Equipment.
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V. Teleconferencing.
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W. Electronic Mail.
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Section 14. Remembering Faces, Facts and Figures.
A. Concentration.
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B. Want to Remember.
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C. Exercise Your Memory.
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Test 1. Check Your Memory.
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Test 2. Who Does What?
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Test 3. Check Your Memory Again.
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D. Screen Out Distractions.
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E. Association.
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F. Trying Your Impressions Together.
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G. Repetition (Traditional Order).
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Test 1. Who’s Who in What and Where.
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273
Test 2. Picturing Names and Faces.
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Test 3. Painting Mental Pictures.
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H. Meeting New People.
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I. Remembering Facts and Figures.
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Test 1. A Final Memory Evaluation.
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Section 15. Improving Your Memory.
A. Comprehension and Memory.
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B. Be organized.
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C. Get Involved.
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D. Be Efficient.
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Test 1. Can You Organize Materials?
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E. Memory Tricks.
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Test 1. Analyze Your Courses.
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F. The initial-Letter and Acronym Method(s).
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G. Rhymes.
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Test 1. Synonyms.
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Test 2. Antonyms.
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Test 3. Initials or Abbreviations.
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H. Mechanical memory Devices.
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I. Scheduling Reminders.
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J. Desk Calendars.
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K. Tickler Files.
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L. Month-at-a-Glance Calendars.
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M. Pocket Reminders.
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N. People Reminders.
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O. Contacts Files.
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P. Personal Telephone Directories.
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Q. Expense Records.
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283
R. All-In-One-Systems.
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Test 1. Analyze Your Memory System(s).
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Section 16. Developing Your Creative Potential.
A. Bringing Our Your Creative Abilities.
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Test 1. Are You Creative?
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B. Get The Creative Attitude.
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Test 1. Use Your Imagination.
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Test 2. Connect The Dots.
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C. Get The Facts.
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286
Test 1. What Do You See? Taller Or Longer, Shorter Or Wider?
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D. Challenge The Obvious Way Of Seeing Things.
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E. Challenge The Obvious Way Of Doing Things.
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F. Transform Old Facts Into New Ideas.
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Test 1. Analyzing.
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Test 2. Synthesizing.
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288
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G. Use Your Creativity.
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Test 1. Problem(s) and Problem Factor(s).
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H. Problem Solving.
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Test 1. Problem Solving Techniques.
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Section 17. Making Your Creativity Work For you.
A. Turning An Idea Into Action.
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B. Evaluate Your Idea.
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Test 1. The Eight Tests Of Workability.
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a. Costs.
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b. Work Quality.
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c. Work Quantity.
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d. Production Time.
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e. Morale reactors.
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f. Public Relations.
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g. Sales.
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h. Profits Forecast(s).
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C. Revise Your Idea.
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D. Put Your Idea Into Effect.
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E. Group Creativity.
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F. Brainstorming.
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Test 1. Flow Good Are You at Brainstorming?
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G. Conference Participation.
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H. Conference Leadership.
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I. Deciding To Call A Conference.
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J. Identifying Problems To Be Solved.
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K. Assuming Leadership Responsibilities.
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L. Opening The Discussion.
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M. Listing Alternative Solutions.
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N. Maintaining a Non-Judgmental Atmosphere.
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O. Handling Problem Participants.
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P. Evaluating Alternative Solutions.
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Test 1. Evaluation Procedures.
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a. Voting.
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b. Computerized Deduction(s).
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Q. Summarizing and Closing.
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Test 1. Plan a Conference.
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R. The Consensus Technique.
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Test 1. Use the Consensus
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Section 18. Creative Selling in Your Career.
A. Preparing Yourself for Selling or Personality Distribution.
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B. Know Yourself and/or The Product Itself.
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C. Why You and/or The Product Was Created.
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D. How Your Product and/or You Can Best Be Serviced or Used.
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E. What The Competition Is.
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F. What You and/or Your Products Market Is.
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G. Know Your Customers.
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H. Positive Attitudes That Are Vital To Sales Success.
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I. Develop These Positive Distribution Attitudes:
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1. ______________________________________________________
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2. ______________________________________________________
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3. ______________________________________________________
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4. ______________________________________________________
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5. ______________________________________________________
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6. ______________________________________________________
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8. ______________________________________________________
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9. ______________________________________________________
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10. ______________________________________________________
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J. Be Confident.
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K. Be Enthusiastic.
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L. Think In Terms Of Benefits To The Customer.
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M. Use The "Me, I, and We" Approach.
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Test 1. The "Me, I, and We" Approach.
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N. Show That You Appreciate Your Customer's Situation Analysis And Judgment.
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O. Listen and Analyze What The Customers Have To Say.
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P. Don't Argue.
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Q. Don't Exaggerate.
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R. Don't Knock The Competition.
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S. Show Your Honest Desire To Help.
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Test 1. The Positive Selling And Personality Distribution Attitudes.
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a. Personality Profile
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b. Performance Appraisal(s)
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Section 19. Distribution Skills And Techniques.
A. Discovering Prospective Customers.
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B. Making Appointments
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C. Use The Name Of A Referrer To Introduce Yourself.
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D. Promise A Benefit.
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E. Suggest A Specific Appointment Time.
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Test 1. Make An Appointment With An Official (City, State, or Federal).
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F. Making A Successful Presentation.
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G. Step (1): The Approach.
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1. Promise A Benefit.
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2. Ask Key Questions.
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H. Step (2): The Presentation.
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1. Arousing Fear Of Loss.
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2. Using Testimonials To Provide Evidence.
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3. Asking Questions That Call For Yes Answers.
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4. Trying A Trial Close.
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I. Step (3): The Demonstration.
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J. Step (4): Overcoming objections.
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1. Listen To The Objection.
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2. Classify The Objection.
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3. Answer The Objection.
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K. Step (5): The Close.
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1. Secrets Of A Successful Close.
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2. Evaluate Price In Terms Of Benefits.
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3. Translate Benefits into Educational Or Financial Compensation.
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4. Listen For Buying Signals.
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5. Try For A Direct Close.
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6. Be An Assistant Buyer.
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7. Close On A Minor Point.
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L. Distributing More.
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M. Telephone Distribution.
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N. Planning Your Phone Presentation.
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O. Using Attention-Getting Openers.
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P. Asking Questions.
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Q. Wrapping Up The Presentation.
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Test 1. Distribute An idea To Your Colleagues.
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Section 20. Managing Yourself.
A. Managing Your Time.
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Test 1. Analyze The Budgeting Of Your Time.
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a. Monday.
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b. Tuesday.
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c. Wednesday.
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d. Thursday.
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e. Friday.
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f. Saturday.
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g. Sunday.
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B. Making And Following A Schedule.
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Test 1. Scheduling Your Work.
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329
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C. Organizing Your Work Space.
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D. Managing Paperwork.
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Test 1. Throw Them Away (Shredding).
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330
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Test 2. Refer Them To Someone Else.
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_________________________________________________________________________
Test 3. Act On Them.
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331
_________________________________________________________________________
Test 4. File Them.
_________________________________________________________________________
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E. Filing.
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_____________________________________________________________________________
Section 21. Organizations.
A. Work Distribution.
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332
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_____________________________________________________________________________
_____________________________________________________________________________
Test 1. Figure Out The Chain of Command.
_________________________________________________________________________
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_________________________________________________________________________
_________________________________________________________________________
Test 1. What's Wrong With This Section Or Department.
_________________________________________________________________________
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333
B. Job Descriptions.
_____________________________________________________________________________
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_____________________________________________________________________________
C. Organization Manuals.
_____________________________________________________________________________
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_____________________________________________________________________________
D. Leadership Styles.
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334
_____________________________________________________________________________
Test 1. Comparison of Four Leadership Styles.
_________________________________________________________________________
_________________________________________________________________________
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_________________________________________________________________________
_________________________________________________________________________
Test 2. Practicing Leadership Styles.
_________________________________________________________________________
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_________________________________________________________________________
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_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
Section 22. Supervising Your Staff.
A. The First Rule Of Supervision.
_____________________________________________________________________________
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335
_____________________________________________________________________________
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_____________________________________________________________________________
_____________________________________________________________________________
Test 1. Transactional Analysis.
_________________________________________________________________________
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_________________________________________________________________________
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_________________________________________________________________________
_________________________________________________________________________
B. The Second Rule Of Supervision.
_____________________________________________________________________________
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336
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_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
C. The Third Rule Of Supervision.
_____________________________________________________________________________
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337
_________________________________________________________________________
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_________________________________________________________________________
D. The Leader(s).
_____________________________________________________________________________
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_____________________________________________________________________________
E. Training Your Staff.
_____________________________________________________________________________
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_____________________________________________________________________________
F. Oral Training.
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338
_____________________________________________________________________________
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_____________________________________________________________________________
_____________________________________________________________________________
Test 1. A Rumor Experiment.
_________________________________________________________________________
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_________________________________________________________________________
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_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
C. Written Training.
_____________________________________________________________________________
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339
Test 1. A Conceptual Model Experiment.
_________________________________________________________________________
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_________________________________________________________________________
_________________________________________________________________________
H. Following Instructions.
_____________________________________________________________________________
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_____________________________________________________________________________
_____________________________________________________________________________
Test 1. Can You Follow Instructions.
_________________________________________________________________________
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340
_________________________________________________________________________
_________________________________________________________________________
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_________________________________________________________________________
Test 2. Using Precise Language.
_________________________________________________________________________
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_________________________________________________________________________
Test 3. Can You Write Clear Instructions.
_________________________________________________________________________
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_________________________________________________________________________
I. The Five-Step Job-Instruction Method.
_____________________________________________________________________________
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341
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_____________________________________________________________________________
_____________________________________________________________________________
J. The Investigation.
_____________________________________________________________________________
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_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
K. The Review and Education.
_____________________________________________________________________________
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L. The Application.
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342
_____________________________________________________________________________
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_____________________________________________________________________________
M. The Testing.
_____________________________________________________________________________
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_____________________________________________________________________________
N. The Implementation.
_____________________________________________________________________________
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343
O. The Feedback.
_____________________________________________________________________________
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_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
Test 1. Can You Train Someone Or Some Entity.

(Business or Social System)
_________________________________________________________________________
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_________________________________________________________________________
_________________________________________________________________________
Section 23. Corporate Reality.
A. The Corporate Culture.
_____________________________________________________________________________
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344
_____________________________________________________________________________
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_____________________________________________________________________________
_____________________________________________________________________________
Test 1. Analyze Corporate Style(s).
_________________________________________________________________________
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_________________________________________________________________________
_________________________________________________________________________
B. Business Ethics.
_____________________________________________________________________________
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_____________________________________________________________________________
C. Office Politics.
_____________________________________________________________________________
_____________________________________________________________________________
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345
_____________________________________________________________________________
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_____________________________________________________________________________
D. Political Games.
_____________________________________________________________________________
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_____________________________________________________________________________
E. Office Gossip.
_____________________________________________________________________________
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346
Test 1. Solving Ethical Problems.
_________________________________________________________________________
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_________________________________________________________________________
F. Discrimination.
_____________________________________________________________________________
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_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
Test 1. Discrimination On The Job and/or Off The Job.
_________________________________________________________________________
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347
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
G. Sexual Harassment.
_____________________________________________________________________________
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_________________________________________________________________________
_________________________________________________________________________
Section 24. Employment Or Self-Employment Opportunities.
A. Applying Your Skills To A Career.
_____________________________________________________________________________
_____________________________________________________________________________
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348
_____________________________________________________________________________
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_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
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_____________________________________________________________________________
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_____________________________________________________________________________
Test 1. Do You Know What The New Or Improved Careers Are.
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
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_________________________________________________________________________
_________________________________________________________________________
Test 2. Determine Your Skills.
_________________________________________________________________________
_________________________________________________________________________
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349
Test 3. What Interests You'?
_________________________________________________________________________
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_________________________________________________________________________
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_________________________________________________________________________
_________________________________________________________________________
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_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
B. Doing Research.
_____________________________________________________________________________
_____________________________________________________________________________
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_____________________________________________________________________________
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_____________________________________________________________________________
_____________________________________________________________________________
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_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
C. Putting Yourself in The Role Of The Employer.
_____________________________________________________________________________
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_____________________________________________________________________________
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350
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_________________________________________________________________________
D. Putting Yourself In The Role Of The Employee.
_____________________________________________________________________________
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351
_________________________________________________________________________
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_________________________________________________________________________
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_________________________________________________________________________
E. Finding A Career Improvement Area and/or Opening.
_____________________________________________________________________________
_____________________________________________________________________________
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_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
Test 1. What Qualifications Should You Have?
_________________________________________________________________________
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F. Personal Contacts.
_____________________________________________________________________________
352
_____________________________________________________________________________
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_____________________________________________________________________________
Test 1. Networking.
_________________________________________________________________________
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_________________________________________________________________________
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_________________________________________________________________________
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_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
G. Contacting Potential Employers Directly.
_____________________________________________________________________________
_____________________________________________________________________________
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353
_________________________________________________________________________
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_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
H. Contacting Potential Employees Directly.
_____________________________________________________________________________
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354
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
I. Help-Wanted Ads.
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
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_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
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_____________________________________________________________________________
_____________________________________________________________________________
J. Employment Agencies.
_____________________________________________________________________________
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_____________________________________________________________________________
_____________________________________________________________________________
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_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
K. Checklist Of Sources.
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
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355
_____________________________________________________________________________
_____________________________________________________________________________
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_____________________________________________________________________________
L. Getting Appointments.
_____________________________________________________________________________
_____________________________________________________________________________
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_____________________________________________________________________________
M. Introductions.
_____________________________________________________________________________
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_____________________________________________________________________________
_____________________________________________________________________________
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_____________________________________________________________________________
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_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
N. Making Appointments By Phone.
_____________________________________________________________________________
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356
_____________________________________________________________________________
_____________________________________________________________________________
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_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
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_____________________________________________________________________________
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_____________________________________________________________________________
O. Writing Cover Letters And Letters Of Inquiry.
_____________________________________________________________________________
_____________________________________________________________________________
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_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
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_____________________________________________________________________________
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_____________________________________________________________________________
_____________________________________________________________________________
Test 1. Answering A Magazine and/or Newspaper Ad.
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
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_________________________________________________________________________
357
P. Writing A Resume.
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
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_____________________________________________________________________________
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_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
Test 1. Preparing Your Resume.
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
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_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
Q. Writing A Request For Proposal (R.F.P.)
_____________________________________________________________________________
_____________________________________________________________________________
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358
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
Test 1. Preparing Your Request For Proposal (R.F.P.).
_________________________________________________________________________
_________________________________________________________________________
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_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
R. Types Of Resumes.
_____________________________________________________________________________
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_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
S. Types of Request For Proposal.
_____________________________________________________________________________
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359
_____________________________________________________________________________
_____________________________________________________________________________
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_____________________________________________________________________________
T. References.
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
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_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
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Test 1. Completing A Resume.
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Test 2. Completing A Request For Proposal.
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U. Filling Out Applications As An Employee.
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V. Filling Out Applications As An Employer.
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Test 1. Filling Out An Application.
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Section 25. The Interview And Follow-Up.
A. Preparing For The Interview.
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B. The Rating Sheet.
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1. Appearance.
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2. Speech.
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3. Intelligence.
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4. Imagination.
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5. Honesty.
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6. Determination.
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7. Loyalty.
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8. Manner.
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C. An Interview Start To Finish.
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D. The Reception Area.
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E. The Interview.
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F. The introduction.
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G. Smoking.
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H. The Direction of The Interview.
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I. Salary.
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J. When To Go.
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K. Interview Questions.
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L. Key Questions.
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Test 1. Answer The Interviewer.
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Test 2. Question The interviewee.
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M. Illegal Questions.
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1. Marital Status.
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2. Children.
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3. Age.
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4. Ethnic Background.
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5. Religion.
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6. Housing.
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N. Inappropriate Questions.
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O. The Follow-Up.
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P. Role Playing.
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Q. Keeping Records.
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Test 1. Before The Interview.
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Test 2. The Follow-Up.
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R. The Observers.
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S. The Interviewer.
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T. The Applicant.
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D. Phase Four.
THE DOCUMENTARY EVALUATION OF NAME's

EXPERT CONCEPTUAL SYSTEMS
This section contains a review of the history, objectives, operation, and merits of NAME's
existing expert systems. This review serves several purposes. It serves to describe the many
functions that the existing internal operating systems can perform, thereby demonstrating
the potential breath of the future applications for NAME's expert operating systems. It also
illustrates the strategic expert systems discussed in Appendix - D, that are organized by the
type of grammatical and strategic analysis they perform.
NAME's informational demographics and expert system's procedural manuals are illustrated
by the following list of their potential uses within a focused educational environment
developed by the system designers at NAME's workshops:
A. Aiding DOT database drafting by testing a textual draft against a set of related
strategic-databases and linguistic standards, and having the computer system(s)
make the appropriate suggestions;
B. Researching expert DOT databases on the basis of a statement of facts or concepts

(strategic or grammatical retrieval as opposed to the current key word searches);
376
C. Generating ideas and advising the client system of the arguments (program
functions) for and against a documented situations and also how to weaken or
strengthen the arguments (program functions) in a particular set circumstances or
skills;
D. Advising a client on strategy and tactics in procedure or structural negotiations;
E. Evaluating a situation as to settlement (final analyses) or strategic value;
F. Evaluating procedural consistencies with prior decisions of a proposed

administrative decision in a discretionary area;
G. Aiding in the document drafting of contracts, wills, and other documents by testing
for the consistency with existing laws, personal and social policies, and linguistic
standards;
H. Assisting decision making in which little or no discretion is involved;
I. Planning transactions such as business mergers, with tax and other strategic
consequences by presenting alternative scenarios and identifying their legal or
structural consequences;
J. Predicting the consequences of proposed legislation, policies draft contracts, wills,

situations, etc.;
K. Finding legal or conceptual authorities which are consistent or inconsistent with

proposed laws or consciences;
L. Evaluating the effectiveness of existing procedures, laws or rules and identifying the
procedures, laws or rules which may need to be modified;
M. Training and disseminating information on related concepts or skills;
N. Interviewing clients for information relevant to the identification of the nature of

their strategic or procedural problems;
O. Informing client systems of the consequences of particular acts, in order to enable

their subordinates to know the reality of their proposed or past acts, and if
communication with an expert is required, to obtain a complete answer;
P. Preserving institutional an instructional expertise;
Q. Reviewing conceptual or strategic database systems against new rules or situations,

and modifying them to keep them activated and current;
R. Identifying client systems whose educational affairs may have been affected by
changes in the network, so that a systems operator (sysops) can determine whether
to contact a client regarding the change(s).
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Summary
The primary application areas for expert procedural systems or document development
include strategic management, organizational management, monitoring, conceptual or
legal interpretation, and document or report generation for the purposes of structural or
strategic investigations.
STRATEGIC REPORT(S)
Type: Social System Phase: Phase Four

Format: Depth-Search Pattern Chart Type: XIV
Management Type: Power/Authority Operator: 4.57319668810
Management Category: Acceptant Class Type: Manager
Client Code: 4.90658614833E - 5 Profile: Active
Data Definition: Formal Duration: Two (2) Years
(1). Title, Date and Time:
A. Title: Transportation
B. Date: October 28, 2001
C. Time: 4:25 a.m. - 5:25 a.m.
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(2). Legal Definition(s) or status:
A. Federal Court System or Structure:
I. Court Case Citation(s):
II. Points and Authorities:
B. State Court System or Structure:
C. County, City or Local Court System or Structure:
(3). Job Related Analysis or Statistical Readouts of Influences and Strategical Needs:
A. Characteristics that can Influence the Strengths of a Person or Business:
B. Parameters to Consider in the Situation Analysis:
C. Market Characteristics that Influence Profitability and Losses:
(4). Dictionary of Occupational Title's Integrated Format:
(5). The DOT Database Systems:
(6). The DOT Job Title(s) and Code(s):
(7). The DOT Job Definition(s):
(8). Commentary of Alternative Strategies or Approaches:
(9). Closing Statements or Remarks:
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(10). The Employer or Employee Handbook Statements:
(11). The Organizational Handbook Statements:
(12). The Chart Systems Chaining Sequences:
380
STRATEGIC SUMMARIES DATA SHEET
Unit operation: _____________________ Subunit: _____________________

Inputs: Main functions: Outputs:
Element Unit Physical Regularities Physical Irregularities Additional Information
Size:
Weight:
Shape:
Material:
____________
____________
____________
____________
From:
Handling method:
Quantity/run:
Total weight: Safety code
Frequency:
____________
____________
____________
____________
____________
Time:
Setup:
Duration: Safety code
____________
____________
____________
Space:
Operation:
Storage:
____________
____________
____________
Inspection:
381
____________
Facilities:
Workplace:
Storage:
Tools:
Utilities:
Machinery:
Information sources:
____________
____________
____________
____________
____________
____________
____________
To:
Handling method(s):
Quantity/run:
Total weight:
Frequency:
____________
____________
____________
____________
____________
Skills, etc.: Human resource

____________ development
Quality of
working life
Chart(s) Sketched layout(s)

____________
An adaptation of the System Matrix for a Manufacturing Company
382
THE LOGIC PROGRAMMING (GOL) SHEET
Unit operation: _____________________ Subunit: _____________________

Inputs: Main functions: Outputs:
Element Unit Physical Regularities Physical Irregularities Additional Information
Size:
Weight:
Shape:
Material:
____________
____________
____________
____________
From:
Handling method:
Quantity/run:
Total weight: Safety code
Frequency:
____________
____________
____________
____________
____________
Time:
Setup:
Duration: Safety code
____________
____________
____________
Space:
Operation:
Storage:
____________
____________
____________
Inspection:
383
____________
Facilities:
Workplace:
Storage:
Tools:
Utilities:
Machinery:
Information sources:
____________
____________
____________
____________
____________
____________
____________
To:
Handling method(s):
Quantity/run:
Total weight:
Frequency:
____________
____________
____________
____________
____________
Skills, etc.: Human resource

____________ development
Quality of
working life
Chart(s) Sketched layout(s)

____________
An adaptation of the System Matrix for a Manufacturing Company
384
This handbook has been given to ________________________________________
Date of employment or service ____________________________
Welcome to the network. Below are a few facts about your new job duties. You will find additional
information regarding network or company history, employment and benefits in the Employee or
Employer Handbook. Please read the Handbook and refer to it whenever you have a question concerning
your service or employment.
You will be working in the ______________________________________
Your supervisor or network representative is ____________________________________
You are an exempt/non-exempt employee and (are) (are not) entitled to overtime pay.
Your work hours are from _________ to _________.
You will be entitled to _________ vacation after _________ and vacation after _________.
After _________ you will be eligible for up to 10 paid sick or personal days.
Your first performance appraisal will be ____________________.
You will be able to participate in:

Health insurance on _______________ Single/Family
Life insurance on _______________ amount ___________
Long-term disability insurance on ________________
Prepaid Legal Service on _________________ Single/Family
________________________________ _______________
Prepared by Date
________________________________ _______________
Received by Date
SUMMARY TABLE OF CONTENTS
385
The following Table of Contents contains the various employer and employee handbook statements and
the benefit statements that appear in the expert system. It categorizes the statements according to the
headings that might be used in a handbook and system to separate the discussion of different
employment-related educational matters.
Work Rules
Health and safety

Prohibiting smoking in the workplace
Accommodating smokers and nonsmokers
Prohibitions against drug and alcohol usage
When drug testing will occur
Conduct of searches for drugs and alcohol
Rehabilitation of drug or alcohol abuser
Punctuality
Operations during severe weather and other emergencies
Denial of paid leave for emergency plant closing
Sexual harassment
“Moonlighting”
Progressive discipline system
Discharge and release from employment or service
Performance and Promotion Policies
Performance standards
Performance appraisal
Pay-for-performance
Review of performance appraisal through the grievance procedure
Training opportunities
Policy of promotion from within
Job posting
Grievance process for applicants or promotions
Absence from Work
Vacation policy of unincorporated employer

Vacation policy for blue-collar employees
Holiday policy for exempt and nonexempt employees
Holiday policy for blue-collar workers
Personal leave policy for exempt employees
Death in the family
Pregnancy leave
Maternity leave
Paternity leave
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Comprehensive childcare leave
Time off to vote
Jury duty leave for nonexempt employees
Time off to appear as a witness Military leave for nonexempt employees
Military leave for exempt employees
Employee Benefits
Comprehensive medical coverage

Dental benefits
Life insurance
Short-term disability insurance
Long-term disability insurance
Sick leave
Sick leave for hourly employees
Employee counseling under an employee assistance program
Eligibility for tuition assistance
Tuition payment
Tuition advances and reimbursement
Higher level of tuition assistance for graduate study
Retirement benefits
Severance pay
Grievance Procedures
Open door policy

Multi-step nonunion grievance procedure
Multi-step union grievance procedure
DETAILED TABLE OF CONTENTS
The following is a detailed wording of the subject matter shown under each of the previous headings.
Systems Definitions
Dictionary of Occupational Title’s systems definitions for a particular project employee(s)

Validity and construction of contracts
Role of contracts in collective bargaining
Access to collective bargaining agreements
Determination of existence of contracts
Validity of contract containing illegal terms
Validity of contract with union that is not certified or lack majority status
When must contract be written and signed
Supplementary agreements
387
Severability of provisions
Construction of contract
Effect of contract on individual employer-employee relationships
Effect of contract on successor party
Contract Modification or Termination
Modification on contract
Sufficiency of notice to terminate contract
Effect of mitigating circumstances timeliness of notice
Effect of automatic renewal clause notice requirements for termination or modification
Effect of termination
Rejection of contract by bankruptcy of employer or employee
COMMON TERMS and PROVISIONS

Compensation and Benefits
Call-in pay
Report-in pay
Wage incentives
Sickness and accident provisions
Cost-of-living adjustment (COLA) clauses
Vacation and Holiday
Holiday provisions
Vacation provisions; time of vacation
Continuous service requirement of vacation provisions
Eligibility date of vacation provisions
Effect of voluntary termination
Effect of strikes
Effect of permanent shutdown
Seniority
Provisions granting seniority rights

Interpreting seniority provisions
Acquisition and determination of seniority
Superseniority for veterans or union officials
Effects of voluntary termination or leave of absence on seniority provisions
Effects of layoff
Effects of transfer
Effects of promotion
Exercise of Seniority Rights
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To obtain job assignments
To obtain promotion
At retirement
At time of layoff
Upon relocation of business
Upon consolidation or merger
Upon purchase of another employer’s business
Upon absorption of another business
Discharge and Severance
Discharge
Severance pay
Effect of permanent discontinuance of business on severance
Work Stoppages
No-strike clause
Breach of no-strike provision by wildcat strike
Refusals to cross picket line
Refusal to do certain work
Effect of employer's previous breach or unfair labor practice
Strike pledge inferred from another provisions
Production
Contracting out or subcontracting work

Shutdowns and relocations
Union Security
Recognition or charter clauses

Union checkoff clauses in shop clauses
Maintenance-of-membership clauses
Miscellaneous Provisions
Most favored nations clauses

Bargaining unit provisions
Safety provisions
Bulletin boards
Extension or renewal of contract
Management rights clause
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Grievance Arbitration
Functions of labor arbitration

Presumption of arbirability
Policy encouraging arbitration
Phases of the arbitration process
When may issues be arbitrated
Who may invoke arbitration
Duty to arbitrate
Contractual basis for arbitration
Effects of transfer or merger of employer's business on duty to arbitrate
Effects of employer's bankruptcy or reorganization on arbitration obligations
Grievances arising or arbitration demands made before effective date or after expiration of agreement
Waiver or loss of right to arbitrate
Effects of strike violating no-strike clause
Effect of illegality of contract provision
Effect of impossibility of performance award
Scope of Arbitrator's Duty
Arbitrator's role in arbitration proceedings

Defining arbitrator's power
Power of arbitrator to grant remedies
Finality of arbitration’s awards
Arbitrator's duty to resolve procedural questions
Framing the issues
Establishing partie’s concurrence on issue
What Matters are Arbitratable
Existence of duty to arbitrate

Current effectiveness of contract or arbitration clause
Disputes as to arbitrability
Merits of grievances
Frivolous grievances
Procedure for conduct of arbitration
Waiver of right to arbitration before panel
Application of Contract as Issue
Arbitrability subject to arbitration

Laches
Waiver
Persons covered by contract
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Renegotiation, modification, and amendment of contract
Terms of new or amended agreement determined by legislative arbitration
Duration of contract
Breaches and damage claims
Work Stoppages by Employees
Breach of no-strike clause

Breach of no-strike clause; work stoppages or slowdowns
Breach of no-strike clause; refusal to cross picketline
Breach of no-strike clause; damages for strike
Breach of no-lockout clause
Workplace Conditions
Job methods and equipment

Safety disputes
Work Assignments
When is work assignment dispute arbitrable

Number of employees required for work assignment
Use of supervisory personnel
Filling vacancies
Relocations or transfer of operations
Sale of business
Discontinuance of business
Classification of jobs or employees
Contracting out work
Promotions or demotions
Hours of Employment
Wages
Overtime pay
Holiday pay
Vacation pay
Incentive pay
Bonuses
Employee discounts
Backpay
Severance pay
Effect of Fair Labor Standards Act
391
Benefits
Pension benefits
Health and insurance benefits
Sick leave
Termination of Employment by Employer
Temporary shutdown or lockout

Layoffs
Recall
Discharges
Discharges for cause
Discharges of strikers
Retirement of employees
Other Conditions Affecting Employment
Seniority
Union membership dues
Discipline
Discipline of foreman by unions
Miscellaneous
Employee relationships
Employee disputes
Managerial disputes
Dress codes
Tactical Considerations of Parties to an Arbitration
Employer's Efforts to Define Scope of Arbitration Clause
Limiting issues covered by arbitration provisions

Limiting issues covered by arbitration provisions; suggested restriction on arbitrator's powers
Procedural issues to include in arbitration provisions
Defining arbitration procedures by including American Arbitration Association rules
Limiting time for filing grievances
When is expedited arbitration useful
Prearbitration Preparations
Reducing arbitration costs

Knowledge of contract
Evaluation of case
Arbitrator's rules and principles
Selecting arbitrator
Preparation of a submission agreement
Determining past practices
Researching precedent cases
392
Checklist of point to know; things to do
Participating in an Arbitration Proceeding
Advocate's presentation of case

Advocate's treatment of arbitrator
Providing arbitrator with supplementary information
Handling witnesses and testimony
Affected employee's right to receive notice or intervene in proceedings
Right of confrontation
Suggestions for handling discipline cases
Special rules in seniority cases
Adjournments
Rules of Evidence Applied in Arbitration Cases
Basic rules
Examination of witnesses; cross-examination
Hearsay
Entries in regular course of business
Admissions
“Best evidence” rule
Federal Mediation and Arbitration
Role of the FMCS in effecting national labor policy

Requirement that FMCS be notified of dispute
FMCS Arbitration Services and Procedures
Role of FMCS in arbitration process

How to request arbitration services Rights of FMCS to determine arbitrability of claim
Procedure for nominating arbitrators
How are arbitrators selected and appointed
Fees and charges of arbitrators
Selection of Arbitrators
Who may be an FMCS arbitrator

Employment of status of FMCS arbitrator
Submission of application
Exclusion of advocates from roster Decision-making process
Duration of listing as FMCS arbitrator
393
Cancellation of listing
Resolution of Dispute
Conduct of arbitration hearings

Issuance of decision and award
Submission of fee statements
FMCS Mediation Services and Procedures
Initiating use of mediation services

When will request for services be granted by FMCS
Health Care Disputes
Regulations specific to health care industry

Notice required in health care dispute
Notice required prior to strike or picketing
Possible delays affecting notice
Effects of rescheduling strike date on notice requirement
Appointment of board of inquiry
Submission of list of suggested FMCS board members
Time and manner of submission of list of suggested board members
Substitution of private factfinding procedure
Substitution of private arbitration procedure
FMCS and Labor Management Committees
Establishment of policy
Legislated duties of FMCS regarding Labor Management Committees
Initial Resolution Obligations
Duty to settle disputes

Organization's duty to ensure employees that proper procedures are used
Conferences to resolve minor disputes
Conferences to resolve major disputes
Unilateral changes while resolution procedures are ongoing
Effects of failure to resolve minor disputes in conference
Effects of failure to settle major disputes in conference
Binding Arbitration of Minor Disputes
Who may submit dispute
394
Nature of pleadings
Statement of claim
Statement of facts
Position of parties
Signature requirements
Request for oral hearing
Authority to conduct hearings
Parties
Notice
Effect of failure to give proper notice
Location
Delegation of authority
Right to present defense
Requirements for final award
Awards in deadlock situations
Contents of award
Finality of awards
Orders
Instances where orders may be appealed
Authorities to handle jurisdictional disputes
What constitutes required notice of jurisdictional dispute proceedings
Effect of common representation on existence of jurisdictional dispute
Effect of internal union resolutions on jurisdictional disputes
Special Adjustment Boards
Creation of regional adjustment boards

Applicability of rules to regional boards
Partie's establishment of system, group, or regional boards
Members required to issue award
Awards in deadlock situations
Nature of awards
Requirement that entire panel hear evidence
Industry Adjustment Boards
Duty to submit dispute to special board of adjustment

Special board of adjustment's decision making process
Finality of awards
Mediation of Major Disputes
Application for mediation services

Mediation process
Interpretations of mediated agreements
395
Voluntary Arbitration
Optional submission of dispute to arbitration

Agreements to arbitrate
Handling of agreements to arbitrate
Revocations of agreements to arbitrate
Composition of arbitration board
Selection of arbitrators
Arbitration procedures
Filing of arbitration awards
Effect of arbitration awards
Reconvening a board of arbitration
Decision making process of reconvening board
Special Emergency Resolution Procedures
Emergency board
Special emergency board for publicly funded services
Publicly funded services; functions of second special emergency conference and board
Maintenance of status quo during second emergency board’s process
Penalties for strike-related activity
Federal employment dispute resolution procedures
Determinations Regarding the Negotiability of Certain Working Conditions
Circumstances under which review arises

Requirement that labor organization select unfair labor practice or negotiability procedure
Requesting agency allegation
Filing of petition
Contents of petition
Agency statement of position
Exclusive representative’s response to agency
Opportunity for filing additional submissions
Hearings
Administering agency's decision
Entertainment of decision
Negotiation Impasse Procedures
Procedures available prior to call impasses panel

Request for panel consideration
Request for panel approval of binding arbitration
Responses to requests for panel involvement
Panel's actions after request
Prehearing appointments and notices
Prehearinq conference
Conduct of hearing
Report and recommendations following hearing
396
Partie's duties following receipt of report
Panel’s final actions
Effects of labor agreement provisions on impasse proceedings
Special procedures for flexible and compressed work schedule disputes
Grievances Procedures
Requirement that parties negotiate grievance procedures

What constitutes a grievance
Procedural requirements of negotiated grievance procedures
Protections and accomodations granted foreign service participants
Resolution of unsettled grievances
Requirement that civil service grievant elect procedures
What constitutes election in civil service
Election of procedures in foreign service
Foreign Service Grievance Board procedures
Foreign Service Grievance Board decisions
Agency Review of Arbitration and Grievance Awards
Types of awards reviewable

Filing of exception
Effects of failure to timely file exception
Contents of exception
Exception of arbitration and grievance awards
Opposition to exception
Grounds for review
Administering agency's decision
Enforcement of decision
State Arbitration Statutes
Alabama
Alaska
Arizona
Arkansas
California
Colorado
Connecticut
Delaware
District of Columbia
Florida
Georgia
Hawaii
Idaho
Illinois
Indiana
397
Iowa
Kansas
Kentucky
Maine
Maryland
Massachusetts
Michigan
Minnesota
Mississippi
Missouri
Montana
Nebraska
Nevada
New Hampshire
New Jersey
New Mexico
New York
North Carolina
North Dakota
Ohio
Oregon
Pennsylvania
Puerto Rico
Rhode Island
South Carolina
South Dakota
Tennessee
Texas
Utah
Vermont
Virginia
Washington
West Virginia
Wisconsin
Wyoming
THE PROCEDURES MANUAL FOR GENERAL USE
DETAILED DATABASE OF OPERATIONAL CONTENTS
1. About This Manual

1.00 Outline
1.01 Purpose
1.02 Numerical System of Notation
398
1.03 Contents
1.04
1.05
2. Plants, Offices, and Personnel

2.00 Outline
2.01 Accounting Locations and Symbols
2.02 Plant Addresses
2.03 Sales Office Addresses
2.04
2.05 General Office Addresses
2.06
2.07
3. Forms
3.00 Outline
3.01 Numbering System
3.02
3.03
4. Records
4.00 Outline
4.01 Disposition of Records
4.02 Plant Ledgers
4.03
4.04
5. Communications
5.01 Inter-Office Envelope
5.02
5.03
6. Audits and Approvals

6.00 Outline
6.01 Audits of Plant Records
6.02 Employee Associations
6.03 to 6.10 not listed
6.11 Approval Authorizations
6.12 Balance Sheet Signatures
Sections 7, 8, 9, and 10, not listed
11. Classification of Accounts

11.00 Outline
11.01 Theory of Account Symbols and Chart of Accounts
12. Working Assets

12.00 Outline
399
12.01 Cash
12.02 Petty Cash Fund
12.11 Accounts Receivable Customers
12.12 Accounts Receivable Employees
12.13 Accounts Receivable Other
12.30 Materials and Supplies
12.30.01 Raw Materials
12.30.02
12.30.03 Nonreturnable Containers
12.30.04 to 12.30.10 not listed
12.30.11 Raw Materials and Supplies at Vendor's Plants
12.30.12 Obsolete Materials and Supplies
12.30.13
12.30.14
12.31.01 Plant Supplies
12.31.02
12.31.03
12.31.04 Construction Supplies
12.31.05
12.31.06
12.31.07 Coal and Fuel Oil
12.31.08 to 12.31.14 not listed
12.31.15 General Stationary
12.31.16 to 12.31.25 not listed
12.32 Unclassified Stores
12.33 Returnable Containers
12.34 Second-Hand Supplies
12.35.01 to 12.35.03 not listed
12.35.04 Repair Station Tools
12.35.05 Production Tool Charges
12.36
12.37 Salable Scrap
12.38 Materials in Transit
12.50 Worked Materials
12.51.01 to 12.50.12 not listed
12.50.13 Worked Materials at Vendor's Plants
12.50.14
12.51 Worked Material Stores
12.52
12.53 Product in Process
12.54 Special Order in Process
12.55 Product in Process at Vendor's Plants
12.56 Worked Materials in Transit
12.70 Finished Stores
12.71
12.72 Cost of Unbilled Shipments
12.73
400
12.74 Finished Stores in Transit
13. Current Liabilities

13.00 Outline
13.01
13.02 Holdbacks on Contracts
13.20 Unclaimed Cash
13.40 Sales Tax Payable
13.60 Wages and Salaries Payable
13.61
13.62 Accrued Liability on Materials and Services
13.63
13.64
13.65 Accrued Royalties
13.66 Accrued Vacations
13.67
14. Direct Material
15. Direct Labor
16. Indirect Expense (Mflg)

16.00 Outline
16.00.01 Introduction
16.01 General Expenses
16.02
16.03
16.04 Departmental Expenses
16.05
17. Distribution and Other Expenses

17.00 Outline
17.00.01 Introduction
17.01 Order and Billing Expense
17.02 Packing and Shipping Expense
18. Sales Accounts

18.00 Outline
19. Timekeeping
19.05 Weekly Time Cards
20. Payroll
401
20.00 Outline
20.01 Preparation of Payroll
20.02 Employees Earnings Record
20.03 Payroll Reimbursement Request
20.04
20.05 Payroll Advances
20.06 Payroll Deductions
20.07
20.08 Bank Reconciliation
20.09 Workmen's Compensation Insurance Benefit Payments
20.10
20.11 Schedule of Pay Periods
20.12 Sickness and Disability Payments
20.13 Payroll Checks
20.14 Payroll Summary
20.15 Vacations-Gen. Statement
20.16 Federal Wage and Hour Law
20.17
20.18
20.19 Hospital and Surgical Insurance
20.20 Vacations-Salaried Workers
20.21 Vacations-Hourly Workers
20.26 Company Service-Credit Rules
20.27 Employee Loans
20.28 Military Leave-Old Employees
20.29 Military Service-New Employees
20.30 Partial Pay Period
20.31 Termination Pay
20.32 Withholding Statement
20.33 Job Title, Rate Group, and Grade
20.34 Social Security and Income Tax Deductions
20.35 Reason for Dismissals
20.36 Protection of Records
20.37 Preservation of Records
20.38 Retirement Plan
20.39 Hire Ticket
21. Petty Cash Funds

21.00 Outline
21.01 Introduction
21.02 Receipts
21.03 Disbursements
21.04 Cash Book
21.05 Precautions
21.06 Cafeteria Receipts
21.07 Cash Sales to Employees
21.08 Purchases from Petty Cash
402
21.14 Bank Account Data
22. Purchasing and Receiving

22.00 Outline
22.01 Introduction
22.02 Purchase Requisition
22.03 Purchase Order
22.04 Change Notice
22.05 Receiving Routine
22.06 Blanket Orders
22.07
22.08 Purchase of Utilities and Services
22.12 Purchase Requisition and Commodity Card
23. Invoice Auditing

23.00 Outline
23.01 Introduction
23.02 Preliminary Steps
23.03 Verification of Invoices
23.04 Invoice Registers
23.05
23.06
24. Inventory Records

24.00 Outline
24.01 Inventory Instructions
24.02
24.03 Inventory Procedure
24.04 Inventory Adjustments
24.05 Monthly Material Reports
24.13 Obsolete Material
24.14 Inventory of Special Orders
24.15
25. Storekeeping
25.01
25.02
26. Planning and Scheduling

26.01
26.02
27. Production Records

27.01
27.02
28. Production Costs
403
28.14 Cost of Shipments
28.15 By-Product Costs
29. Special order Costs

29.00 Outline
29.01
29.02
29.03
30. Maintenance and Repair Costs

30.01 Outline
30.02
30.03
31. Monthly Cost Summaries

31.00 Outline
31.01
31.02 Material Distribution
31.03 Labor Distribution
31.04 Material Summary
31.05 Labor Summary
31.06
31.07
32. Shipping Order Procedure

32.00 Outline
32.01 Sales Orders
32.02 Shipments
32.03 Return Sales
33. Traffic Control Procedure

33.00 Outline
33.01 Payment of Bills
33.02 Audit of Claims
33.03 Allowance for Collection and Delivery
34. Bookeeping
34.00 Outline
34.04 Branch Plant Ledgers
34.05 Expense Allocation
35. Fixed Assets

35.00 Outline
35.01 Definition
404
35.02
35.03 Estimate, Request, and Authorization
35.04 Cost Records
35.05 Clearance
35.06 Sale. Abandonment, or Retirement
35.07 Transfers
35.08
35.09 Summary of Property Orders
35.16 Depreciation
36. Insurance
36.00 Outline
36.01 General Insurance
36.06 Marine Insurance
36.07
36.08
36.09 Insurance Claims
36.10 Compensation and Public Liability Insurance
37. Estimates
37.01
37.02
38. Sales Procedure

38.00 Outline
38.01 Sales Report
38.02
38.03
38.04 Sales Agreements
38.05 Sales to Employees
38.06
38.07
39. Customs
39.00 Outline
39.01 Introduction
39.02 Imports
39.03 Exports
39.04 Drawbacks
40. Not listed
E. Phase Five.
i. As you read the following, cross-reference the descriptions with the example of the
405
models on the following pages in order to effectively understand the graphical
composition of NAME’s strategic development processes;
The Brainiac or the Diagnostic Diagram that you see in Figure #II is designed after a
model of the human brain and its multi-faceted functions, which are explained in
Figure #I. Once the autonomous agents of NAME’s integral programs have sectioned
& consecutively implemented the brain's reactionary network (personality), NAME
will then according to Figure #II, categorize what part of a brain's reactionary system
does what for any and all of the different types of functions and purposes involved in
strategic and educational development.
The next step is to develop an individual analytic pie structure with the flow charts in
Figures #III and IV, that will be directly implemented into a twelve-section personal,
social and developmental analytic pie structure, which consists of methodologies such
as law, accounting, textile, communication, education, agriculture, health, housing,
human and material resources, and of course, music & transportation. This pie
structure also comes with an analytic & forecasting flow chart system, Figures #IV and
V.
For the aspects of idea or product development, Figures #VI, VII and VIII, will be used
if applicable.
There is also a conceptual map and performance pie structure, that will be used with
the flow charts that represents growth and development, as well as being used as
procedural measuring instruments (models #IX and X).
If you will now look at example model #XI, you should gain a full conception of the
modeling phases involved in the Diagnostic and Analysis phase of this network, which
will also include example model #X as an educational or procedural scale in the areas of
strategic and educational development.
The twelfth (#XII) model is an example of the strategical surroundings inputted into
this network as representing a system's environment, while model #XI will be used
additionally with model #XII in order to encircle the information needed by this
network's operatives.
The models that you have just seen and read, will be recycled over & over again once
the Review and Appraisement phase has been completed, so as to recognize and record
any movement in the percentages of improvements or disimprovements. Additionally,
the colors that are contained within these flow chart structures shall represent the
twelve different program-sections that are used to generalize a system’s environment,
so that the subcontractor and/or client will be able to follow the flow of the
information housed within these charts as the information, description or its status
changes.
We would like to further state that there will be other diagrammed models implemented
during the course of the consultation or networking services of NAME, that are not
mentioned or shown in this appendix.
406
407

NAME&#39;s Appendix - B

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THE A-SQUARE

TECHNOLOGY (ANMESCL2 RDWEF)

GROUP & NASCENT ALPHA NUMEROUS

BY WILLIAM EARL FIELDS (GCNO)

ALPHA NUMEROUS MAXIMUS

Nascent Applied Methods & Endeavors

I. Procedural Specifications of Software to be Developed.

1. Name of Program: (Word Processing)

2. Performance Features (Functional Specifications):

Create Edit Use-Named Settings

None Left Even Center 1 2 3 Set Reset Yes No Yes No Yes No

Margins/Tabs Justification Spacing Line-Marker Use-Named Reset Quit

None Left Even Center 1 2 3 Assign Remove

Learn Security Global-Protection Auto-Execute Communication Quit

Unlock Lock Yes No Set Cancel Set Cancel

Range Erase Cancel Yes No Quit

1. Name of Program: (Databases)

2. Performance Features (Functional Specifications):

Attach Criteria Initialize Record-Sort Generate Field Settings

Use Unique Insert Basic

Basic Form Underscores Sort-Keys Report One-Record Name Cancel Quit

Entry Definition Quit 1st-Key 2nd-Key 3rd-Key

Main Above Below Type Quit

Use Create Delete Previous Next Initial-Settings Reset Quit

1. Name of Program: (Spread-Sheet)

2. Performance Features (Functional Specifications):

Columns Columns Set Currency Name Preview Settings Label-Prefix

Label-Prefix Recalculation Titles Format Width Zero Quit

Left Center Right Yes No

Both Horizontal Vertical Clear

1(DD-MM-YY) 2(DD-MMM) 3(MMM-YY) 4(Full Intn'l) 5(Partial Intn'l)

1(HH:MM:SS AM/PM) 2(HH:MM AM/PM) 3(Full Intn'l) 4(Partial Intn'l)

Natural Column-by-Column Row-by-Row Optimal Bar-Graph Literal Hidden

1. Name of Program: (Graphics)

2. Performance Features (Functional Specifications):

Attach 1st-Settings 2nd-Settings Image-Save

Attach 1st-Settings 2nd-Settings Image-Save

Lines Symbols Both Neither

Entire-Row Range Format Data-Labels Legend Hue

Line Bar Stacked-Bar XY Pie High-Low-Close-Open Graph X A B C D E F Quit

Use Create Delete Previous Next Initial-Settings Reset Quit

Switch Titles Y-Scale X-Scale Other Name Quit

First Second X-axis Y-axis Quit (as above)

Automatic Manual Yes No Yes No

Horizontal Vertical Both None

Currency Punctuated Fixed % General Date Time Scientific Other

Manual-Linear Automatic-Linear Logarithmic Bar-Graph Literal Hidden

1. Name of Program: (Communication)

2. Performance Features (Functional Specifications);

Phone Login Transmit-Range File-Transfer Break Settings

A-J Send Receive

Call Wait-Mode Answer Hangup Data-Mode Voice-Mode

1-8 1-3 1 2 1 2 1 2 Yes No Yes No Maximum-Time Repeat-Time A-J New Quit

Pulse Tone Yes No

Yes No Yes No Yes No Default National Custom Generate Quit Yes No

Fulll-Screen Window Backspace Delete A-J Current Retrieve Save

Page Source Destination Init-String Margins Other Name Quit

Range Database Cancel Space-Compression Attributes Format Top-Labels Left-Labels No-Labels

1 2 3 Yes No Left Right Top Bottom Initial-Margins No-Margins Quit

Print-Number Start-Page End-Page Yes No

1. Name of Program: (Services)

2. Performance Features (Functional Specifications):

Window File Print Configuration Application Settings New Exit

Use Save Go File Attach Learn Yes Yes

NAME's Appendix - B

NAME's Appendix - B