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Gives an in depth view of the strategies pursued by the world’s leading chief executive officers in an attempt to provide guidance to new chief executives of today. Considers the marketing strategies employed, together with the organizational structures used and looks at the universal concepts that can be applied to any product. Uses anecdotal evidence to formulate a number of theories which can be used to compare your company with the best in the world. Presents initial survival strategies and then looks at ways companies can broaden their boundaries through manipulation and choice. Covers a huge variety of case studies and examples together with a substantial question and answer section.

Looks at the relationship between strategic planning and leadership characteristics, claiming that, in most research, leadership characteristics are seen as a dependent variable. Carries out a survey of 91 firms (through questionnaires sent to Chief Executive Officers) using a 7‐point Likert scale to measure responses. Performs varimax rotation and regression analysis to analyse the results. Focuses on three specific characteristics ‐ power/control, creativity, and people/dependence ‐ and attempts to establish the impact these characteristics have on plan intensity (the degree to which organization members are guided by an established plan) and the use of direction‐setting tools such as mission/vision, long‐term objectives, short‐term objectives and action planning. Reviews some literature in the separate fields of strategic planning and leadership, drawing together various strands to suggest that leadership characteristics are important predictors of plan intensity within organizations and that they will also be strong predictors on how direction‐setting tools are used within the organizational planning process. Discusses the findings as they link into the three leadership factors mentioned. Mentions, also, the planning index and how it relates to planning intensity. Concludes that leadership characteristics are strong predictors of planning intensity and planning tools. Notes limitations of the study.

Once while on business in Japan, I took some time off to study the local culture. At a famous Shinto shrine, I saw a gardener trimming a pine tree. He was using a pair of small garden scissors to cut the needles one at a time, referring to a small book before each cut. Coming from a part of the world where a chain saw is the tool of choice for tree trimming, I was intrigued.

The purpose of this paper was prepared a Ni-based superhydrophobic coating on the surface of copper to enhence its corrosion resistance. The superhydrophobic coating (SHPC) has proven to be an effective surface treatment in corrosion protection. In this paper, a Ni-based SHPC was prepared on the surface of copper (Cu) to enhance its corrosion resistance.

The coating was prepared through a two-step electrodeposition process. The first step involves the formation of a micro-nano structure Ni layer formed by an electrodeposition process. Subsequently, the polysiloxane layer was deposited on the Ni surface to create an SHPC. The morphology, composition, structure, wettability and corrosion resistance of the coating were characterized and discussed.

The results show that the water contact angle of the as-prepared coating reaches 155.5°±1.0°. The corrosion current density (i_corr = 3.90 × 10⁻⁹ A·cm⁻²) decreased by three orders of magnitude compared to the substrate, whereas |Z|_{f = 0.01 Hz} (2.40 × 10⁶ Ω·cm²) increased by three orders of magnitude. It indicated that the prepared coating has excellent superhydrophobicity and high corrosion resistance, which can provide better protection for the substrate.

The prepared coating provides long-lasting protection for Cu and other metals and offers valuable data for developing SHPCs.

Though long range planning has saturated our corporate environment, it does not guarantee success. Rather, it is to strategic planning that the company must turn if it is to survive and flourish.

Equitable Bancorporation, a multi bank holding company, has a fully computerized human resource information system (HRIS) which is barely a year old. The system is paying for itself, at a cost of about 20 dollars per employee per year. The HRIS makes it possible to rapidly gather, store, update, retrieve, and display an endless variety of data on people and their jobs. The system ingests information via machine readable documents such as employee profiles and position profiles. It produces standard and special purpose reports for use by the personnel department and line management in problem solving. The corporation can process the data in countless ways to learn what is happening to the work force, enabling it to run the organization more effectively on a day to day basis. The HRIS has substantial potential as a long range planning tool. This enables a company to respond quickly and effectively to changes in its strategic objectives with corresponding changes in human resource management.

In order to manage library or information functions you must be able to persuasively communicate with your management. To accomplish this, you must communicate in the language of your management, marshalling trendy and persuasive points on your own behalf With that as a given, there has been a very heartening development over the last few years for library and information managers—a burgeoning management attention to information.

Man has been seeking an ideal existence for a very long time. In this existence, justice, love, and peace are no longer words, but actual experiences. How ever, with the American preemptive invasion and occupation of Afghanistan and Iraq and the subsequent prisoner abuse, such an existence seems to be farther and farther away from reality. The purpose of this work is to stop this dangerous trend by promoting justice, love, and peace through a change of the paradigm that is inconsistent with justice, love, and peace. The strong paradigm that created the strong nation like the U.S. and the strong man like George W. Bush have been the culprit, rather than the contributor, of the above three universal ideals. Thus, rather than justice, love, and peace, the strong paradigm resulted in in justice, hatred, and violence. In order to remove these three and related evils, what the world needs in the beginning of the third millenium is the weak paradigm. Through the acceptance of the latter paradigm, the golden mean or middle paradigm can be formulated, which is a synergy of the weak and the strong paradigm. In order to understand properly the meaning of these paradigms, however, some digression appears necessary.

A tight focus on gross profits pulled this Midwest auto parts supplier out of a free fall funk.

Devotes the entire journal issue to managing human behaviour in US industries, with examples drawn from the airline industry, trading industry, publishing industry, metal products industry, motor vehicle and parts industry, information technology industry, food industry, the airline industry in a turbulent environment, the automotive sales industry, and specialist retailing industry. Outlines the main features of each industry and the environment in which it is operating. Provides examples, insights and quotes from Chief Executive Officers, managers and employees on their organization’s recipe for success. Mentions the effect technology has had in some industries. Talks about skilled and semi‐skilled workers, worker empowerment and the formation of teams. Addresses also the issue of change and the training that is required to deal with it in different industry sectors. Discusses remuneration packages and incentives offered to motivate employees. Notes the importance of customers in the face of increased competition. Extracts from each industry sector the various human resource practices that companies employ to manage their employees effectively ‐ revealing that there is a wide diversity in approach and what is right for one industry sector would not work in another. Offers some advice for managers, but, overall, fails to summarize what constitutes effective means of managing human behaviour.