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Policy-making executives can take steps to manage growing data processing resources by analyzing the stages of growth in a company's DP function in terms of six projected stages of growth. In 1977, half of the nation's larger companies were found to be in stage three or four. Levels of achievement can be measured against benchmarks, which, in the first stage of analysis, involve assessment of the data processing expenditure curve. Stage two of this analysis involves defining business functions for the organization unit, determining how data processing supports each function, matching the supports given to the system with the benchmarks of development, and finding mismatches between expenditure and need. After developing an effective strategy, the action of the senior management steering committee determines further managerial development.

General managers and chief executive officers generally determine the information they need through four basic approaches: the by-product technique, the null approach, the key indicator system, and the total study process. A new approach, the Critical Success Factors (CFS) Method, focuses on individual managers and on each manager's current hard and soft information needs. The four prime sources of critical success factors are the structure of the particular industry; the competitive strategy, industry position, and geographic location; environmental factors; and temporal factors. The CFS method is useful at each level of general management.

The hospital is reviewing its obstetrical services and trying to decide on future strategy relative to communications, pricing and service characteristics. Important environmental trends include increasing government health regulation, a declining birth rate, more intensive competition, and changing expectations of maternity care by women. Nine pages of exhibits include market trends, competitive profiles, and cost and occupancy data.

Examines the interrelationship between the maximization of the share value of a firm's common stock and the minimization of the firm's weighted average cost of capital. Presents a revised version of a case by J.W. Mullins, Jr.

The management of Hanson is examining its near-term cash needs and the possible longer-term generation of earnings and cash.

Discusses scope of market and consumer research, steps in the research process, and how managers use research in marketing and decision-making.

The record-keeping, internal controls, and antibribery provisions of the Act provide the Securities and Exchange Commission (SEC) increased leverage to investigate and prosecute directly the various illegal activities of its registered companies. Enforcement and penalties incurred by violation include injuction by a federal court, imprisonment, fines and a special penalty of one million dollars maximum fine for foreign bribery prohibited by the act.

A survey, covering 25 years, shows that employees are increasingly dissatisfied with pay, supervision, and by lack of equitable treatment. Managers exhibit far greater satisfaction with working conditions than hourly employees do, which shows that a "hierarchy gap" exists. Most employees agree that their companies are declining as desirable places to work and that favorable pay fails to offset growing discontent. They say chances for advancement are poor and that improvement is unlikely.

Focusing on the manufacturing process gives a new dimension to strategy. The "process life cycle," related but distinct from the product life cycle, facilitates the understanding of strategic options available. Most companies occupy a particular region on a natural, diagonal matrix of the stages of the product life cycle and the choices of production process for that product. A company may seek competitive advantage off the diagonal, but should understand the implications of each move.

A survey of 1,250 executives reveals two-thirds of the respondents have had a mentor. Mentor relationships have become more common in business during the last twenty years. These relationships are most likely to occur during the first fifteen years of an executive's career and can develop into enduring friendships, in spite of the competitiveness of the working world. Executives who have had a mentor are on the average better educated, receive higher compensation and express greater satisfaction with their work than their peers who have not had a mentor.

A print media campaign to improve attitudes toward the Catholic priesthood and to indirectly increase vocations is evaluated through a comparison of pretest and post-test data.

Federal Express is a small-package airline operating throughout the United States. After initial heavy losses, it is now profitable. Management is examining the services offered by the firm and believes that there is great potential for "Courier Pak," an overnight document delivery service with presently limited sales. Emphasizes product line policy and market analysis.

The Marketing Director for Federal Express, a fast growing freight airline specializing in small packages, must select a strategy to achieve a big sales increase for one of the company's services. First he must decide on the relative emphasis to place between advertising and personal selling, then he must formulate specific plans to reach the new sales target within six months. Nine pages of exhibits show examples of previous advertising by Federal Express and its competitors, and provide data on print and broadcast advertising costs and audiences.

Amicon holds a patent on a new process for the separation of blood plasma from whole blood. It has to decide whether to pursue a direct entry, joint venture, or licensing strategy. If it chooses licensing, there are many sub-issues to consider.

Details the negotiation between Amicon and three potential licensees, Jackson, Maynard-Smith and Behrstein.

Details the negotiations between Amicon and one potential licensee, Jackson.

Provides a complete description of the processes used in preparing a budget (annual operating plan). Starting with basic product line decisions, management prepares a budget that integrates production and marketing within constraints of financial feasibility. The budget is the basis for internal control of operations and for negotiations with banks for seasonal financing.

Service systems with high customer contact operate at a lower degree of efficiency than those with limited customer contact. Managers should separate high-contact and low-contact elements of a service system; separate groups of people should perform high- and low-contact activities. Implementation of these concepts will enhance the development of two contrasting classes of worker skills and orientations. It requires, however, answering questions concerning the company's operating system, procedures and potential.

Industrial marketers should set prices according to their customers' perceptions of product benefits and costs. Because price defines a product market, price should be seen as one of the product's several critical performance attributes. Industrial marketers must manage product planning and pricing simultaneously, taking maximum advantage of the company's cost structure and building on the company's competitive competence.

President has decided to restructure the discount scheme. Every staff member would be affected, good or bad. Information would have to be tailored to each group--worst off would be managers. Task is to write to managers/supervisors.