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This publication focuses on the challenges to management of dealing with older workers. Section 1 addresses motivating older workers who may perceive that their opportunities for promotion and increased earnings are limited. Six principles to guide this motivation are discussed: needs can be powerful motivators; to motivate, link need satisfaction to behavior; an important first step in linking need satisfaction to performance is to set specific, challenging, but reachable goals for the employee; after goals have been set and accepted, make sure employees have the means to achieve the goals; reward achievement; and improve motivation by changing the nature of the work. Section 2 on the influence of age stereotypes on work relationships describes a study that used a series of management problems to demonstrate how age stereotyping occurs in a business environment. Strategies for identifying and overcoming age stereotypes are suggested. Section 3 on managing the older worker makes recommendations for special situations when younger managers supervise older employees. These issues are considered: communications breakdowns, status uncertainties, obsolescence problems, overcoming resistance to change, and conflict management. The advantages and disadvantages of four styles of managing conflict are outlined: avoiding conflict, compromising, forcing, and problem solving. Section 4 considers creating alternative work arrangements for older workers. Contains nine references. (YLB)

These resource materials are designed to help instructors prepare their business students to work with older employees. The materials can be used in undergraduate and graduate courses in management, organizational behavior, human resource management, business policy, and business and society. The materials include lecture guides, discussion questions, case studies, graphs that can be converted into transparencies, and selected reading lists. The materials are arranged into eight modules: (1) the aging work force; (2) retirement; (3) stereotypes; (4) characteristics of older workers; (5) the law and older workers; (6) managing older workers; (7) recruiting older workers; and (8) age equity in employment. The modules can be used as the basis for class sessions devoted entirely to the topic or in conjunction with other materials for class sessions on topics such as managing diversity, career management, or future management challenges. (YLB)

This publication gives examples of employment programs for experienced workers taken from the National Older Workers Information System (NOWIS), a computerized system of information on more than 140 experienced worker employment programs in public and private sector organizations. (Maintained by the Business Partnerships Program of the American Association of Retired Persons, NOWIS is available at no cost as a resource for employers interested in learning about innovative ways to use the skills and experience of older workers.) The types of employment programs described in this publication include those promoting full-time and part-time job opportunities, job redesign, effective transition to retirement, and job training. The small, medium, and large companies sponsoring these programs represent several types of business and industry, including high technology, insurance, banking, and manufacturing. The employment programs are categorized as follows: part-time opportunities (rehiring or hiring of older experienced retirees and hiring of former employees as "temps"); full-time opportunities; training experienced workers to meet new job challenges; redesigning jobs for a changing work force (job sharing, matching jobs and workers, and working away from the work site); and providing an effective transition to retirement (phased retirement and rehearsal for retirement). Appendixes include an index of employers and sources of more information. (YLB)

This booklet is a practical guide to help employers develop ways to train midcareer and older employees to work to their full potential. Section 1 discusses the older worker advantage. Section 2 focuses on dealing with older workers, the half-life effect, and three common problems that reduce productivity: career burnout, career plateauing, and career obsolescence. Section 3 concerns career management, the first line of defense against those problems. Section 4 discusses three common and complimentary approaches to identifying training needs: organizational analysis, task analysis, and personal needs analysis. Section 5 focuses on designing a training program. It describes the following types of programs offered by companies: scientific and technical training, management development, training for production and administrative employees, total quality training, informal training approaches, and programs to prepare for retirement. Some specific examples follow of companies that have done some creative training to help their experienced workers meet new job challenges. Section 6 on motivation discusses building self confidence. Section 7 addresses training approaches, including the following: on-the-job training, behavior modeling, setting goals and objectives, adapting training techniques for older employees, and transferring of skills. Section 8 is a checklist of policy makers and managers. Ten selected readings are listed. (YLB)

These guidelines for communicating effectively the details of computer model design and operation to persons with varying interests in a model recommend the development of four different types of manuals to meet the needs of managers, users, analysts and programmers. The guidelines for preparing a management summary manual suggest a broad spectrum of general information required for decision making. It is recommended that the user's manual include practical aspects of the model and its application to the user's specific programs. Technical details which are needed for maintenance and modification of the model are suggested for the programmer's manual, while processing aspects and the underlying analytical methods and algorithms are recommended for analysts. Each set of guidelines contains an introduction, a description of the model, content sections and subsections, and suggested appendices to the model. Emphasis is placed on explaining the capabilities and limitations of the model. A 21-item bibliography is included. (CHC)

Results reported in this document were obtained from a questionnaire distributed to members of the Association of Physical Plant Administrators of Universities and Colleges (APPA) and the National Association of College and University Business Officers (NACUBO). Questionnaires were returned by 541 members, and of this number only two provided insufficient information. The data cover the three-year period of 1976 through 1979. The report is divided into ten sections and provides individual campus data for campus-by-campus comparisons. Sections 2 through 4 are on a "total campus" basis, showing three years of data collected from the institutions in a composite format. Institutions are grouped together by location or by size to facilitate comparative analysis. Section 5 provides individual building data for eight functional types of facilities. Only 15 percent of the colleges and universities provided building data for individual buildings. The last five sections have been changed from the previous report with additional information providing a more effective analysis of individual utility costs and comsumption. This report adds sections on electricity, natural gas, and coal. These additions enable comparisons on a fuel-by-fuel basis for institutions of similar size. Because the data cover three years, trends in cost escalation and reduction in comsumption are indicated. (Author/MLF)

This manual presents laboratory procedures for the differentiation and identification of disease agents from clinical materials. Included are procedures for the collection of specimens, preparation of culture media, pure culture methods, cultivation of the microorganisms in natural and simulated natural environments, and procedures in identification. Also included are sensitivity determinations, safety practices in the clinical laboratory, and clinical laboratory monitoring of nosocomial diseases. For the more frequently performed tests, the principle of the test, the reagents and equipment needed, the preliminary steps, complete procedures, and interpretation of results are included. (Author/CS)