Document mqoRZry108V8pDLMogv7vJ7R0

fndudtrinl Hygiene Digest MANAGEMENT ASPECTS Ambus*. W.j; /Vi*' V \ 835 Organizational Health and Executive Development, C. Argyrla. Mv.ircml Mhr^cvmcnt 24, 6 (Dec. 1959). /'. author it concerned with the feet that executive* piece emphasis on etuj* . : .t\* Mtch ab high morale, loyalty, and interost in the company rather than on orbani> processes, According to hit redearch, high loyollty and high productivity arr partially caused by the tact the employees are permitted to be non-involved and cxpericnctln contacts with management. He makes a plea for the process of increasing the huiiiti.y development of the total organisation and says that it is a sick organisation which would create the "organisation man". It is argued that a healthy organization would stress indi viduality, In order to initiate the process toward organizational health, severs) steps .?."v Involved: first, to define what Is to be included in the concept of organisational health; second, to translate this concept into actual behavior; third, to develop criteria to muanirf and evaluate the state of organizational health; and fourth, to apply these criteria to cun s*cci;. live development program or to other programs to see If they are contributing to organictional health. It la argued that changes may need to be made in tho organisational itmoi.iv, managerial controls, and leadership patterns, but it is also admitted that no eoncruto nc.j:::. mendstlona can be made in these areas at this time. It is further asserted that effective leadership Is no different from effective living. Hence, the healthy leader grows and dovrt.p, his own potentialities in such s way as to encourage relationships with others so that the pro. cess of growth and development takes place for all in the organisation. Looking to the future, it is contended that personnel departments will be concerned with developing quality luadurship and healthy organisations through the functions of research and training. -- Cond. from J. Occ. MrU. 6)6 Automation and Unemployment, W. Phelan. Illinois Labor Dull, 20, 14-15 (June i960). . For decades industry has been highly mechanised but humans regulated the machir.o and controlled the input of variables. Today, machinery, which can control other machincr. and regulate the input relationship of many variables, is available. The application of thi. new machinery in industry la called automation. Automation is primarily applicable in ms:.u. f featuring, communication, and transportation industries, and in data processing (paperwork}. 1/ purchasing power can be maintained nnd M the same time automation it widely used, as a whole is economically ahead. Automation produces goods cheaper in two ways. Firi .: t a!i, prnducihmjCost* are reduced, l.aoor, material, and indirect factors, as material h.w.f: . are all utilized mors efficiently. Secondly, the production of surplus is eliminated. Aut.i:* .>{ data processing systems enables management to r w'ive daily or weekly inventory rep..::, rum all hcctovc of the distribution chanmife. Hun.*;'., whgnthc mail Inventories of a p;.Mi* item are growing mo large, tho Sn.tmife'.Uuo r rcoliztif this ei;M.?;1nn in days instead */ hhu 'i i1I Therefore, production will bc'ltnmuUiuttdy nhil'tcd u< a more needvd item, Witlt autniiio*. ' productive capacity increases, and more y<n*.Ja and borvlces can be produced and disir:hi.n<:. through the incrcaii? in productive cajvacitr by Application oi automation, the nt those who may have become uncinplnyv.i throagh the Application of automation must ni l ignored. In a few industries, r.utomotinn may come abruptly. UuvcrinelckS, the silcriti a be ouiy temporary and as soon nt> the imhviuuul hos adjusted I > t!s circumstances, h ah'. realise that he must shift to growing Industrie... l)urii.tt the trau-iition period, he utiles1 men uh.yiowni wOmpensutidt:, which in lUeStiiv llUn.u* i*. now >00 a wo* V for a 2<* wut-ks. Older worker *vhw would find it dhTicuii * s.viich to new industries 'lauatly v* be kept in thu present industry and used as a M.eletm work force. Ir i SUT^i-- 9#.>' ten 'frZr.i' '' i /