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This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/EUM0000000002712. When citing the article, please cite: Ken Gregson, (1993), “Mentoring”, Work Study, Vol. 42 Iss: 6, pp. 19 - 20.

Asks how to judge between competing work study projects in order that efforts are wisely and profitably directed. Shows that factor analysis can be a useful technique to determine which of a number of possible paths of an investigation are likely to yield the best results. Describes factor analysis by citing a specific example.

Offers a brief overview of the use of the kinds of estimating techniques that are structured in some way to present consistent, reliable time data. Stresses that the accuracy of estimating often depends on the experience of the estimator in the field in which he or she is estimating. Assess the relative merits of analytical estimation and comparative estimation, and suggests that both be used depending on the nature of the event.

Looks at the functions and uses of computer‐aided learning (CAL) and computer‐based training software programmes. Considers what can be done with these programmes and how to build a well‐designed, sophisticated learning package. Concludes with an examination of the GUIDE learning system.

Examines organizational structures, organizational studies and the relationship between them. Discusses the formal and informal aspects of organizations; the range of application of organizational study; the need for organizational change; the objectives of organization study; procedures for carrying out such a study, and implementing the procedures. Finally, presents techniques of organization study.

Considers the value of work measurement. Examines the process of management and identifies the tasks carried out in that process. Provides examples that each illustrate one facet of the planning process that can be improved through the use of work measurement. Claims that decision making is dependent upon reliable information – the kinds of information provided by comprehensive programme of work measurement.

Suggests that the growth of mentoring is a result of a general shift in education and – from theoretical study and examination to competency‐based learning and assessment. Offers several suggestions for implementing a mentoring program within an organization. Concludes that mentoring is not a replacement for an effective training and staff development scheme‐but that it can make one even more effective.

Examines the organizational mission statement and its function in implementing a productivity improvement programme. Reveals a number of management systems and procedures and suggests that the success factor starts with an identification of the corporate mission. Outlines the aims of the mission statement, and offers a means of testing the efficacy of a mission statement.

Examines the recent boom in the fax machine industry. Considers general fax machine technology as well as specific areas: personal fax, basic and full‐featured business faxes, fax groups, problems with fax machines, and fax cards for Pcfax. Reviews the nature of the fax market and where to buy.

We all know that some organizations are more productive than others. We do not necessarily know why. The way in which the organization is structured is the basic determinant – it should offer a potential for high productivity which is realized in the way that work systems, processes and procedures are organized and the way in which the workforce is empowered and motivated. In this article I am assuming that an organization has undertaken a commitment to productivity improvement in its widest sense. This commitment (which unfortunately is all too rare), from the senior management team, has to be driven down into the organization through the organization structure and then implemented at all levels of the structure. So what kind of structure is best suited to delivering such productivity improvements? Before we examine the implications of specific structures we need to examine the concepts behind organizational structure and the reasons why changes may be necessary.