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Failure to recognize the combination of unique skill sets (by position and by level) can derail a carefully planned reorganization or promising career. Obviously, technical skills are critically important for first level management, but not so important at the top levels of management. People and conceptual skills dominant the needs list at the executive level. Placing unskilled people into new management positions might be all right if the critical competencies and skills were identified and the newly promoted people developed to improve them. Research, however, shows that is not what is happening.

The author argues that we must stop and take a look at what our insistence on human labour as the basis of our society is doing to us, and begin to search for possible alternatives. We need the vision and the courage to aim for the highest level of technology attainable for the widest possible use in both industry and services. We need financial arrangements that will encourage people to invent themselves out of work. Our goal, the article argues, must be the reduction of human labour to the greatest extent possible, to free people for more enjoyable, creative, human activities.

Why isn't the four letter word beginning with f— used in the title of this conference.

In recent decades, substantial unemployment once again became commonplace enough in most Western industrial nations to erase the optimism that pervaded the early post‐World War II era. That optimism was fueled by a belief that capitalism had solved the problem of unemployment. Full employment was believed to be a permanent feature of Western economies, just as in the 1930s, mass unemployment was often considered a permanent feature of capitalist economies.

The Executive Office of the President's Office of Administration has restructured its informational organizational components to provide for better integration of information support systems for the 11 EOP agencies. External computerized databases are being used to support information needs in major policy areas such as economics, social welfare, health, trade, science, technology, international affairs and the environment. At the same time, internal systems are being designed and implemented to support use of the external databases. These systems will provide administrative and management capabilities as well as reference support, and will enhance communications in this highly intensive policy and programmatic environment.

According to Richard Adington of United Technologies Corp., an extensive knowledge of the marketplace can enable the marketer interested in strategic planning to envision conditions in the future marketplace. Adington sets forth a group of guidelines to make market planning effective, which include: 1. The planning executive should report directly to the unit chief operating officer. 2. This executive should create a documented, formal planning system to be administered and controlled by himself. 3. The planning program should be capable of accommodating short term changes. 4. The planner should maintain a strong role internally to be sure the organization maintains a commitment to strategic purpose. 5. He should obtain current market information on a real time basis. 6. He should be sure to close the loop at the end of each planning period, seeking out problems and possible remedies.

There still exists today, after millions of words from learned economists on the subject, much confusion concerning the definition, causes, and effects of “inflation.” Consider, for example, the argument as to whether inflation or unemployment is the more serious social problem. Framing our economic debate in this manner presupposes the validity of the Phillips Curve model of the presumed trade‐off between these two scourges of mature industrial societies. The companion assumption is that they are both aberrations of some imaginary equilibrium state rather than structural features of industrial societies committed to economic growth.

Mr. Chairman and Members of the Committee: I appreciate this opportunity to appear before you again, and to summarize the current significance of studies and observations which I have made since this Committee commenced its operations in 1947 under the Employment Act of 1946. I say this advisedly, because I have become increasingly convinced that appraisals of current national economic conditions and development of current national economic policies have been seriously handicapped for more than two decades, and still are, by excessive concentration upon short‐range matters. My reasons for this conclusion will become obvious as I proceed.

Chronic unemployment is a flaw in modern capitalism that calls for reform. Unlike expansionary demand‐management programmes, public works will be non‐inflationary if they put back into the economy in government spending no more than the dollar value taken from the economy in taxes. The spending should be labour intensive while all associated taxing should target sectors and products that are capital intensive. This economic approach is not expansionary/ inflationary but structural: the reforms would shift production in a labour‐using as opposed to a labour‐saving direction, so that it would take more hours of work to produce the same GNP. The pool of workers who are under‐employed and unemployed would supply the required extra hours. First, examines the problems associated with fiscal and monetary approaches to unemployment. Then details the proposed reforms, looks at technical aspects, diagrams and macro‐economic implications, and considers the probable effects on the US balance of trade. The final section considers the critics′ view that an automation tax would be a neo‐Luddite attack on technological progress.

Seeks to highlight the major planning proposals of interest to practitioners. Summarises other changes as they apply to England and Wales. Concludes that while leaving the framework of town and country planning in place, the new Act makes significant changes and introduces important new procedures.