This web page is managed by the publisher of the OJT Handbook and facilitates direct purchases.
This web page provides:
(1) A review by the Midwest Book Review;
(2) A review by Kirkus Reviews;
(3) A brief description of the work;
(4) Abstracts of each chapter and appendix article;
(5) Ordering information (at the very bottom of this web page);
to inform potential users and aid them in deciding the appropriateness of the treatment of on-the-job-training by this book.
A Review by The Midwest Book Review:
( www.midwestbookreview.com )
"The Jobs/Careers Shelf
"The On-The-Job-Training Handbook" is the collaborative effort of Douglas and Henry Landa, a father-and-son team who between them have drawn upon their more than seventy years of experience and expertise in training and educating others to provide a unique and thoroughly 'user friendly' instructional manual and guidebook for anyone charged with the managerial assignment of training someone else in an on-the-job function or task. It is ideal for those who are seeking to improve their own job-related skills or advance themselves in their chosen career.
"The On-The-Job-Training Handbook" methodically lays out the basics of the learning process; presents an organized curriculum of 'how to' instruction with respect to on-site training; covers exams and testing to insure the trainee has mastered the required skills or information content required; and so much more.
Of special note is the section devoted to the conveyance of information which could contain company trade secrets with the resultant need for security considerations as part of the on-site training program.
Enhanced with an appendix featuring a range of twenty [forty-nine] short articles on topics of practical utility for managers, trainers, and dedicated employees, "The On-The-Job-Training Handbook" also includes a glossary of specialized terms and a comprehensive index. Also available in a soft cover edition [0-931974-25-9 [ISBN], $49.50].
"The On-The-Job-Training Handbook" is very highly recommended and seminal addition to state and municipal job center, academic, and community library reference collections."
Note: This is the complete review, exactly; received this date, July 10, 2007.
Please note that the latest edition (9th, 2016) is presently in-print.
A Review by KIRKUS REVIEWS:
"THE ON-THE JOB-TRAINING HANDBOOK
Landa, Douglas Cox and Henry Clyde Landa
The Film Instruction Company of America
$73.90 hardcover [ISBN 0-931974-28-3]; $52.50 paperback [ISBN: 0-931974-25-9]
A voluminous, wide-ranging guide to on-the-job training.
For better or for worse, on-the-job training has become standard practice, sometimes replacing formal training for hires or for employees changing roles within an organization. As a result, this handbook may be valuable to supervisors, trainers and trainees themselves.
Authors Cox [sic] and Landa jammed the book full of information related to on-the-job training--the learning process, curricula, training and testing, self-study, management and more. They also cover various types of handbooks and manuals on common topics: installation, design and engineering manuals; as well as less common ones, such as decommissioning, demolition and disposal.
An extensive appendix contains miscellaneous inclusions: everything from job descriptions for a librarian, curator and public information officer, to advice on delegating, problem solving and brainstorming, in addition to information about leadership styles. Parts of the manual seem suited to governmental agencies and the military, while others feel randomly selected. Some may be helpful if somewhat unusual. The chapter on security, for example, sounds governmental in tone, using terms as briefing, debriefing, espionage, need-to-know and intelligence chief.
The handbook's organization also smacks of institutional categorization: Instead of traditional sequential page numbers, each section is identified by a letter, and each chapter within a section by a number. The section on management, for example, [en]titled "M," labels each of the six chapters M1 through M6, with corresponding page numbers, such as "M1-2," "M1-2," etc. Readers may find this useful or distracting*.
Despite the occasional idiosyncrasies, this handbook is nothing if not comprehensive.
Basic, simply written information for anyone implementing an on-the-job training program."
*The page numbering system was developed to allow constant revision without having to renumber all following pages (in the revision) and facilitates the process of updating the index.
Note: This is the complete review, exactly; received this date, May 3, 2012.
Please note that this review is of the latest edition (6th, 2011) at that time. The most recent edition is the 9th, 2016.
A most comprehensive reference for training subordinates on-the-job and a guide for self-improvement for the manager, supervisor, employee, and, of course, the training director and trainers.
Although this work will be of considerable value to training directors, particularly those new to the job, and training personnel (a.k.a. "trainers"), its primary target audience is the supervisor-manager and, to slightly lesser extent, the new employee, the trainee.
The supervisor is the person who bears the burden of the poor-performing employee (along with the losses incurred by the firm). The supervisor, normally, knows the job best and often can do it as well as anyone since, in most cases, the supervisor has done the job. He or she knows the overall picture, the details, and the problem areas.
The training director is the person (woman or man) upon whom the burden of "selling" the value of good training falls. Training is an investment, similar to a capital good and it keeps on producing savings, year after year.
8.5" x l1"; two-column format; 11 point type; 429 pages (including a 13 page index); 156,580 words
To order: Go to the very bottom of this web page.
Abstracts of All Chapters & Appendix Articles
I 1: Justification; Why this Book Exists and How to Use it: This is a What-to-do, How-to-do-it and Why-you-do-it book. The sections are:
Introduction which explains training, in general, and on-the-job-training.
The Learning Process (L) explores general principles, established by research and practice, of how people learn and improved methods of learning.
The Curricula (C) section defines and explains the development of the content of a training program; how to determine what is to be taught.
Training & Testing (T) covers the actual practice of training organizations, techniques and methods of instruction, materials, supplies, facilities, and equipment and the measurement of performance.
Personal Action: Self-Study and Self-Improvement (P) provides guidance in the self-driven (personal control) process of education.
Management (M) section offers guidance to trainer and manager in addressing the overall assessment of the training process.
Security (S) offers guidance in maintaining informational and proprietary security as related to training.
Handbooks & Manuals (HB) targets various activities with special manuals and concludes with development, production, publication, and installation.
An Appendix (A) contains recent additions which have not been integrated into appropriate chapters and miscellaneous topics of interest.
Readings and References (R 1) reviews books that are of interest in the training activity.
A Glossary (R 2)precedes the Index. 782 words, 2 pp.
I 2: What is Training? What is Education?: Training and education are defined and differentiated. Various general schools of educational thought are discussed. 777 words, 2 pp.
I 3: What is On-the Job-Training (OJT)?: Concepts of formal vs. informal training are introduced and discussed. 773 words, 2 pp.
I 4: The Target Audience and Redundancy: The various groups that have an influence and may be the target of an on-the-job-training program are discussed. These groups include: the Trainee, the Training Director, the Trainer, the Supervisor, the typical Manager, and Top Management. 635 words, 2 pp.
In this chapter, the use of redundancy throughout the text is explained. This work is not the usual, regular text (although, it may be used that way.), but is more of a self-teaching text and reference. Therefore, the ability to consult a chapter or article without "jumping all over the book" to get needed information requires that some topics, with slightly different treatments, will be found in several places, as these apply to the particular, main subjects of those chapters.
I 5: Mission Statement: the development and purpose: The mission statement of an organization tells its various publics and its members what its philosophy and goals are. It is a common exercise, within a firm or organization, to revisit the mission statement to assess if the organization is actually doing what it claims to do (or what its charter enables it to do). Topics addressed include: Purpose of the Mission Statement; the Existence (and referral to it); Continual Awareness of the Mission; Fixed or Flexible(?); General or Specific? ... Either, where appropriate; Chartered Mission vs. an Expansive Mission; Procedures; Is it eyewash?; Career Note (for the ambitious manager); On a Less Self-Interested Note; Examples (of mission statements) and Critiques; Content in outline form; The Target Audience; the Writing; Contradictions to the Mission Statement; The Vision ("There's that vision thing, again."). 2040 words, 5 pp.
The Learning Process (L)
L 1: Principles of Learning: The various principles of learning and several laws are defined and explained. Included are: Principle of Readiness, Principle of Exercise (which has two "Laws": Law of Use and Law of Disuse), Principle of Effect, Principle of Operant Conditioning, and the Principle of Reinforcement. "Overlearning" is defined and explained along with Tricks-of-the-Trade (which make for increased efficiency of learning). 1253 words, 3 pp.
L 2: Transfer of Learning: Training of all types is based upon some degree of transfer of learning. Various types of knowledge are discussed; e.g., book learning, general and fundamental knowledge, semi-exact knowledge, and exact knowledge. Other topics include: Personal skills of leadership, managerial skills, career applications, and if "experience is the best teacher." 1484 words, 4 pp.
(For those unfamiliar with educational fundamentals or the psychology of learning, this is an enlightening chapter. It brings out what most adults already know (But, don't know that they know.) and places it into a rational framework that makes training more effective and efficient. It's good to know and understand the fundamentals.)
C 1: Basics of Curricula: Four factors in setting the curricula (plan of instruction) are: (1) What is the graduate expected to do?; (2) The needs of the job set the curriculum.; (3) The job description describes the activity.; (4) The job specification describes the person that can do the job ... or learn to do it. 298 words, 1 p.
C 2: The Minimalist Approach: An argument for training that ensures only that which is necessary to do the job is offered. No "nice-to-know" nor general and peripheral topics are taught the trainee. "Need-to-know" is contrasted with "nice-to-know", in training. 705 words, 2 pp.
C 3: The Course Outline: The starting point of any curriculum is a listing of topics necessary for complete training. Topics explained are: Introduction and Orientation; The Main Topic (Subject); Testing and Measurement of Skills; and an Appendix of necessary equipment, supplies, readings, and references; The Search for Content; Gradualism; and A Refresher on Outline Format ... and Tricks-of-the-Trade. 1284 words, 3 pp.
C 4: The Syllabus: The typical syllabus is an organized plan of topics and administrative data used to run a course. The various amounts of detail will be set by the organization. Typical college syllabi include a range of topics as long as one's arm (literally and too often, longer) and are increasingly complex. A massive syllabus eliminates a student's excuse that "I wasn't told .... (this or that was required). The highly organized training program will use highly organized syllabi. 693 words, 2 pp.
C 5:The Lesson Plan: A good lesson plan ensures that each class or topic is fully addressed. Various types of lesson plans ("LP's") are explained, including a template. 1404 words, 4 pp.
C 6: Founding a Library [a specialty library, of course, that is dedicated to training specifically]; i.e., The Library: Personal, Department, Training, and Corporate: Most of the knowledge needed in an organization, alas, is found in the heads of employees. Progressive firms will establish a corporate library with an aggressive librarian (a.k.a. "Chief Knowledge Officer") to try to obtain, retain and disseminate corporate knowledge for general and specific improvement. This chapter covers the detail of how to go about making a library that serves the person (individual employee), the operating department, the training department, and the corporation in general. 1603 words, 4 pp.
C 7:Being a Publisher: The manager or training director needs to address a critical knowledge need: the operating (and other) types of manuals. This chapter addresses the publication function and some tricks-of-the-trade in producing a good piece of work and doing so economically. 955 words, 4 pp.
Training and Testing (T)
T 1: Programs: Definition (of) plus an outline of a model training program with each topic expansively explained. 1387 words, 4 pp.
T 2: Methods of Instruction (Types of Training): Twenty-four (24; count 'em) types are listed and explained with commentary on the appropriateness of each method for a particular type of training. A landmark work since the schools of education seem to have overlooked many of these types. 4697 words, 9 pp.
T 3: Orientation: While most firms provide some sort of orientation for new employees, this chapter goes beyond that initial activity. Addressed are new employee orientation, worker or trainee orientation, continuing orientation, and the orientation of superiors. And, some useful excerpts from the famous management guru, Peter Drucker. 1594 words, 5 pp.
T 4: Presentations: the Art, Science, and Technique of Getting Your Idea Across: The ability to sell a product, service, project, budget item, or idea to a group is an important "sales" tool. Every chairperson, officer, and manager should have a finely honed skill in presentations. Topics include: The Audience Perspective; Factors or Elements of a Presentation; Typical Presentation Situations (a nicely-defined listing); The Formal Presentation; A Team Approach (identifies the preparation for a group effort); Technology, Old and New (the hardware that can be used, with cautionary tips, in a good presentation); Content of the "Compleat" Presentation; Tips on the Professional Conduct of a Presentation; The Budget hearing - an especially rigorous affair, which justifies special treatment, here; Hard Data Requirements; Lobbying (the applied art & science); Knowledge of the Committee; Don't Waste Their Time. 4213 words, 10 pp.
T 5: Trainers: Training programs need trainers just as schools need teachers, instructors, lecturers, professors, etc. Topics addressed are: Training requirements (as generalities); Categories of trainers; The Professional Training; Peers; Mentors; Tutors; The Supervisor as Trainer; The Requirements (to be an effective trainer); Managing the OJT program; and, of course, Tricks-of-the-Trade! 1836 words, 4 pp.
T 6: Facilities, Equipment, and Supplies: A school needs teachers and facilities. Addressed are: Facilities; Equipment; Instructional Aids (of all types, listed and discussed); Keeping track of equipment; Supplies; Supply security, 2014 words, 4 pp.
Training Manuals (See section HB and chapter HB b)
T 7: Assessment of Students (before, during, and after training): Since training is an expensive affair, it is necessary to take care in the selection of trainees. Beyond the entrance into a training program, it is also necessary to assess the progress and final results of a training program. Topics addressed: Job specification; Concept of qualifying; Qualifications of the trainee; Qualifying the Trainees; Before-training assessment; During-training assessment; After-training assessment; Methods of assessment; The Interview. 1512 words, 4 pp.
T 8: Exams and Testing: In most on-the-job-training situations, formal testing is absent. However, some method of measurement or the trainee should be required. Topics defined and addressed are: "Heavy-duty" and Highly-organized Training; Test types; Test as Qualifier or Predictor and Indicator; Principles of Testing; Teaching the test ... or Setting the Test and Teaching the Topic; Test Security ... keeping the measurement process honest; Cost Effectiveness of Various Tests. 3734 words, 7 pp.
T 9: The Training Program - a specific, short-course application: A brief discussion of certification; an outline of a short-course program which addresses a specific job or part of a job. 339 words, 1 p.
Personal Action; Self-Study and Self-Improvement (P)
P 1: Self-Improvement as Concept: Americans are obsessed with the idea of self-improvement as demonstrated by the brisk sales of do-it-yourself, how-to-do-it and (anything -at-all) for the ignorant ("dummies") ... books. This chapter supplies the tools for the Self-starter and includes: The Conceptual Basis for Self-Improvement, which is addressed and expanded in detail in the subsequent chapters. 925 words, 2 pp.
P 2: Sources of Self-Help for Self-Improvement: The many forms of guidance for self-improvement; Sources of guidance. [A short chapter, but a good source.] 884 words, 2 pp.
P 3: A Program of Self-Improvement and the Personal Syllabus: First: Make a Plan. Second: Get the data on the position. Third: Develop the data (etc.); Off-the-Job-Training; The Last Step (or move): Self-promotion. 598 words, 2 pp.
P 4: The Training of Managers, Supervisors, and Staff in the Conduct of On-the-Job-Training: First, some definitions (effectiveness, efficacy, efficiency); Mentor and Mentoring; Tutor, Tutorial, and Tutoring; Grooming; Beyond Mentoring and Tutoring; Roles of Librarian, Archivist, Historian, and Curator. 3871 words, 9 pp.
P 5: Personal Learning Strategy - a review of things forgotten, of things useful to learning and getting the most out of training: The author's present experience as adjunct faculty in a large university suggests that the fundamentals of being a good student are often overlooked, forgotten, or simply not practiced. This chapter is a review regarding getting the most out of training by adhering to good academic practices ... by the student! 573 words, 2 pp.
P 6: Steps in a Program of Self-help: A detailed listing of the identification of required knowledge and the steps in getting it: Information needed; Where to get it; How to mine it (dig it out) from the sources. 334 words, 2 pp.
P 7: Associations: An exploration and justification of membership in various and important organizations that relate to the job and self-improvement. [More on this in the next chapter.] 1664 words, 4 pp.
P 8: Credentials, Certifications, and Licenses: "This is a credential-crazed society." Discussed are important and various credentials, e.g. degrees, certificates, etc. that suggest, imply, and really mean that someone actually is worthy. Topics covered are: Academic degrees; Certifications; The Increasing Requirement (Demand) for Certification; Licenses, etc. 1891 words, 4 pp.
M 1: Principles of Management, a primer in: A rather lengthy chapter that lays down the theoretical bases of management, in the classical sense, and explains, in detail, planning, organizing, staffing, directing, and controlling. Many managers follow the principles intuitively, based on experience, without realizing the fundamentals. This chapter lays it out and explains it. Understanding these principles allows one to more efficiently apply them. 4647 words, 11 pp.
M 2: Budgets, the Budgeting Process and Cost: This chapter is directed to the person who is unfamiliar with the budgeting process. It covers the basics which apply to most organizations. Topics addressed are: The Three Methods of Setting Budgets: top-down, grass-roots, and zero-based; The Budget Hearing -an especially rigorous affair, which justifies special treatment, here; Hard data requirements; Getting to know the Budgeting Process; Using up the appropriation; Three Levels of budgeting; Spreading the expenditure - the long-term plan for capital acquisition; Avoiding the Miscellaneous ("Misc.") and Contingency Category Abuse; Budget Preparation, a continuing process; Miscellaneous; Contingency; an Example of a typical budget (outlined). 3516 words, 8 pp.
M 3: Record Keeping, the Basic Rules: Which records to be kept; Handling of records; Security on records; includes a template for a training record (the record of the trainee's activities). 1610 words, 5 pp.
M 4: Outside Help: Trade Associations, Contract Training, Consultants & Established Schools: Definitions, descriptions, and discussions of the various outside (outside of the firm, hired help) sources of training. Topics addressed are: The Trade Association; Contract Training; The Consultant with a "track record"; Established schools, Cost Analysis. 796 words, 2 pp.
M 5: Auditing the Training Program: Audits have historically been used to determine the financial condition of monetary institutions (banks, savings and loan associations, credit unions, etc.) and operations. This function has been expanded to include investigations of the efficiency and efficacy of governmental, quality assurance, industrial operations, education, training, etc. Many skills besides those of accounting are used and improvements are often proposed in the audit report. Topics addressed: The Need for Audits; The Process; Policy (as applied to audits); Procedural Steps for a Business / Engineering Audit; Test Security (of the training program) - is it sufficient? 1263 words, 4 pp.
M 6: The Cost of Training: The true cost of training is not clear-cut, i.e. it is not obvious and plainly visible. The cost of training falls into to distinct categories: (1) preventative measures (knowledge), (2) corrective measures that are the result of inadequate training, and (3) continuing inefficiency and marginal quality products and services produced. Topics addressed: The Cost of Quality Analogy; Preventative Measures; Corrective Measures, the result of training failure; Customer Service Aspects; Curriculum Design; Customers Lost. 1194 words, 3 pp.
Security (S) (as related to training)
S 1: Security, as a general topic: Training involves (and centers upon) informing people about company operations. Information that is proprietary, not public, must be identified. [Interestingly enough, recent newspapers have carried stories about a Coca-Cola Company employee sentenced to eight years in prison for stealing and trying to sell trade (marketing and new product) secrets.] Topics addressed: The Intruder, The Spy; The Mole, The Unhappy and Embittered Employee; The Exiting (and soon-to-be), Former Employee; Outside Trainers and Consultants; Preventative Measures; Recovery of Data, especially training information and sensitive data. 1000 words, 2 pp.
S 2: Intelligence & Espionage (Industrial / Commercial): Topics addressed: Commercial and Industrial Intelligence; Espionage; Counter-Intelligence and Security; Public Information; Private and Closely-held Information; Briefing, Debriefing, and Critique; Policy Statement on Espionage and Intelligence (with a sample). 1533 words, 4 pp.
S 3: The Need-to-Know: Establishing and Enforcing the "need-to-know" concept; the Gatekeeper; Suspicious activity. 368 words, 1 p.
S 4: Trade Secrets: Defined; Qualifications of a Trade Secret; List (abridged) of typical trade secrets; non-competition agreement, 526 words, 2 pp.
S 5: Intelligence Chief: Some useful definitions; Title Variations; Position in the organization and authority; Job Description of the Intelligence Chief; Job Specification / the qualifications of the Intelligence Chief; Guidelines for the Intelligence Chief; Tricks-of-the-Trade. 710 words, 2 pp.
S 6: Readings on Intelligence: Reviews of related books: industrial espionage, non-disclosure agreements, workplace investigations, crime-proofing a business, etc. 961 words, 2 pp.
Handbooks & Manuals (HB)
HB a: Handbooks & Manuals: Definitions; Format as a Generality; Clear and plain language, Please!; Pictures, i.e. Illustrations, Please! (Includes an extensive discussion of the cost and value of illustrations). 2016 words, 5 pp.
HB b: Training Manual: The Guide to the development of a training manual; List of the contents of a typical training manual 429 words, 1 p.
HB c: System Manual: [This is not a "system manual" as the term is applied to a computer system.] We are awash in systems. Definition; System Manual content (list) ... everything that should be in a system manual. 271 words, 1 p.
HB d: Design/Engineering Manual: The design of things, e.g. advertising, packaging, machinery, making something, etc. requires that the designer (or, engineer) know what the standards are in doing the thing. This manual will list the standards of how-we-do-things-here and include much detail so that the designer does things "the company way". [Well-organized design or engineering firms have this type of guidebook published for internal operations and, sometimes, for their suppliers.] 580 words, 2 pp.
HB e: Installation Manual (a.k.a. "Commissioning Manual"): An organized procedural manual on the installation of a piece of machinery or system. Contains a systematic listing, in order, of what an installation manual should contain. 282 words, 1 p.
HB f: Operating Manual, the guide to managing an activity (the how-to-do-it book): How to develop an operating manual; Topics to consider (for inclusion); The Technical Manual; Types of Manuals; Some Guidelines for the Technical Manual; Consistency in Terminology; The Consumer-oriented Operating Manual (a.k.a. "Owner's Manual"); The Job-Oriented Operating Manual; Good instructions are not just valuable to the consumer, the user ... it is good marketing!; An anecdote on making popcorn in a movie theater. 1573 words, 4 pp.
HB g: Maintenance, Service & Troubleshooting Manual: These manuals are worth their weight in gold ... when properly written (and illustrated). Reasons for avoiding reliance upon outside servicing of equipment; (the) Service Manual developed in-house; Service Manual Format; Building a Corporate Library ... of Service Manuals; Checklists; The Factory Service Manual; 1449 words, 3 pp.
HB h: Decommissioning Manual: Definition; Taking a piece of machinery out of action may be a simple as turning it off and throwing a tarpaulin over it. However, the large system and one that may be put back in action requires a more elaborate procedure(s); Contents; Checklists. 348 words, 1 p.
HB i: Demolition Manual: Demolishing a machine, building, or installation is an elaborate process and is more complicated today than ever before. Since "The Devil is in the details.", this chapter provides a "laundry list" of things to consider and do. 559 words, 2 pp.
HB j: Disposal Manual: At some point excess supplies, waste products, machinery no longer used, etc. must be disposed of. Topics addressed are: Safety measures; The Disposal Manual Contents; and a copy of The Little Green Book of Chairman Landa, a tongue-in-cheek (but, serious) parody of The Little Red Book of Chairman Mao which lists the general principles of waste management. This is excerpted from Waste Material Management, An Approach to the General Theory of (2nd Edition, 2007) by H. C. Landa; Checklists 581 words, 2 pp.
HB k: Engineering Audit Manual: The Conduct of an Operations Audit: An audit of operations is often called an "engineering audit" to differentiate it from an examination of financial records, solely. Examined are: Problems of inaccuracy in accounting records; Characteristics of an Engineering Audit; The Tools; Background Requirements (of the auditors); Listed, as an example, are the job specifications of an industrial engineer in conducting an on-site operations audit. 1060 words, 3 pp.
HB l: Product Information Manual: Knowledge of a firm's products and services provides many advantages to the organization. Topics addressed include: Justification for the existence of a Product Information Manual (PIM); Multiple influences (which) impinge upon the PIM; Starting the PIM; Topics addressed in a PIM; Prohibited (not allowed) Data in a PIM; Reputations and the Halo Effect; Essentials in the PIM. 1814 words, 5 pp.
HB m: Manual Format, in Detail - a Formulaic Approach: Since the manuals discussed here are technical works, not works of art, the better forms of organization have been developed. There is no need to "reinvent the wheel" ... merely follow accepted and proven good practice. Toipics addressed: The Style Manual; an example (much abridged) of a style manual; Tricks-of-the-Trade; Organization of content; Design. 1021 words, 3 pp.
HB n: Production Methods; the Development, Manufacture, and Installation of Manuals: Authorship and Manuscript; Word processing and the Processing of the Manuscript throughout the Organization; Multiple Influences; Testing of Content and Review; Numeric or Alpha-Numeric Pagination; Production Methods, Printing; Collating; Paper; Cover Stock; Binding; Distribution (Logistics); Installation of Manuals ... ensuring the proper use of the information. 1981 words, 4 pp.
HB o: Checklists: Defined and Justification; Verbal or Written; Protocols; Conclusion. 572 words, 2 pp.
HB p: Employee Manual: An extension of the training manual that deviates from the job and splits in two directions: (1) the company and the industry and (2) the expected (accepted) behavior of the employee. An outline of information on the company; an Outline of Employee Characteristics and expected behavior; Rationale (Why we do it) on the basis of rules, regulations, and procedures; The Customer; The Product ... The Services; Safety and Emergency [actually, a reference to the next chapter, HB q, Safety and Emergency Manual. 1495 words, 4 pp.
HB q: Safety and Emergency: The preventative aspects and approaches to safety in the workplace; Typical safety topics (a listing with examples); Typical emergency topics (situations) and measures taken to manage emergencies with speed, skill, and efficiency [it's a long list]; Indoctrination / Orientation (of the employee). 817 words, 3 pp.
HB r: Template for the Supervisor: a Shortcut to a Training Scheme: An outline form with topics to be covered in the initial orientation and subsequent OJT of a new employee. Topics included in the list: Orientation (getting acquainted with the locale, people, mores; the Work Space; Safety; Tasks performed & Operations; "When things go wrong (what to do & who to see)"; People (an important category); Security & Trade secrets; Our (company, organization) products & services. 414 words, 2 pp.
HB s: Textbook Design and Development: As a generality, textbooks are second-rate teaching devices. Many textbooks are incomplete; many are poorly organized; most are poorly written; and all are horribly over-priced. This handbook outline treats many aspects of how to pull together and satisfactory textbook. Topics include: Incentives and Disincentives (to produce a textbook); The Design; Design Detail; and, finally, Steps in Technical Textbook Development. 1855 words, 4 pp.
HB t: The Budget Manual: A comprehensive budget manual is a plan to address all aspects of developing a budget right on through to its execution. Topics covered include: The Table of Contents (what should be in a budget manual); Objectives of the budgeting process; Defining a budget; Expenditures; The Two Extreme Methods of Setting Budgets; The Three Levels of Budgeting; and a lot more. An outline of 34 topics found in a budget manual are listed and explained!
Every finance chairperson should own a guide as comprehensive as this one. 5329 words, 13 pp.
HB u: Organization Manual: A reference handbook which describes an organization, its workings, rules and regulations, mission and other pertinent information. Topics include: Defining the organization; the organization chart; Defining the jobs; Organizational expectations; the Directory; the Mission; Product Information Manual; Geography; Origins and History; Operational Sphere. 881 words, 2 pp.
HB v: Testing and Inspection Manual: A run-down of what should be covered in a testing and/or inspection manual. Topics covered include: Policy on Quality; Procedures; Rules; Standards; Equipment; Training Required )of personnel); Job Specification; Certifications; Protocols and Checklists. 980 words, 3 pp.
HB w: Product Operation Manual (P O M): Many products come with scant information on how to use a machine beyond how to assemble it. Some products come with no directions at all! An important aspect of the "cost of quality" is keeping the customer happy by arranging to get a most satisfactory performance from the product. An excellent product operation manual can reduce the need for a "call center" to deal with befuddled clients with many questions about the product. Topics covered in a POM include: technical specifications; safety concerns and procedures; all sanitation requirements; startup procedures; operating procedures; supplies and recipes; list of recommended and qualified suppliers; sources of service (repairs); shutdown procedures; storage and mothballing procedures; routine maintenance; overhaul and rebuilding procedures; typical life span of components; replacement parts and consumable supplies. 1210 words, 3 pp.
A 1: Self-Promotion or the Gentle Art [& sometimes brash act] of hyping Oneself: [From a career standpoint, in various activities or in a person's life's work, this may be the most important contribution to the book.] The ability to promote a person's goals, ideals, and personal career are, to a great extent, based upon creating an image that is highly beneficial ... almost charismatic. This lengthy appendix article identifies, defines, and explains the various methods of promoting oneself. Successful politicians have this quality, which is both a job of work and a skill. It is a constant activity. Topics covered are: Self-promotion; Hype; The many forms of self-promotion; Awareness; Being there; Showing up; Making Announcements (to groups); Appearing as a Recruiter; Getting Published; Secretary or Assistant-to Positions; Signing Publications; The Role of the Organization in recognizing and encouraging self-promotion; Announcements via Press Releases and Notes; Image building; Egobics; Networking; Walking About; Personal Appearance - Dressing (for) the part; Self-effacement; Getting outside help (from) your Campaign Manager. [This article was originally written for a massive work on political operations. (From this same publisher.) Many of the techniques used in politics are applicable to any and all organizations. The phrase, "It's all about politics." has considerable basis in truth.] 3842 words, 8 pp.
A 2: Fads: good, bad, useful, useless (and how to handle the latest and, maybe, even benefit): Every part of society is beset with fads, some parts more than others. It is worthwhile, from an organizational standpoint and with a view towards one's career, to understand fads. And, how to benefit from them. People who oppose the latest fad are too often marked down as "Luddites" ... those who are backward and oppose progress. Included topics: " ... nothing new under the sun." (Proverbs - Ecclesiates, 1.9); An essay: "Getting Religion"; Characteristics of Fads; Taking advantage of the Fad. 1206 words, 3 pp.
A 3: Librarian: A description of the role of the librarian in an organization; Guidelines for the Librarian; Chief Knowledge Officer (a new and increasingly important corporate position). 1304 words, 4 pp.
A 4: Historian: "Those who cannot remember the past are condemned to repeat it." - George Santayana (1863-1952). The organization historian provides the record of the past to guide future actions and, hopefully instill some wisdom in the decision-making. Guidelines for and actions of the Historian. 965 words, 2 pp.
A 5: Curator: Many organizations have maintained museums. Corporations are increasingly developing museums. The Curator is the person that drives and maintains the repository of corporate history, knowledge, and objects of interest. Guidelines for the Curator. 951 words, 2 pp.
A 6: Archivist: Although similar, in activities, to those of the Librarian, Historian, and Curator, the Archivist stores and protects items that are of long-term use. Some of the archived materials include trade secrets. Topics addressed are: Position in the organization; Job description; Job specification; Guidelines; Tricks-of-the-Trade; Collaboration with Librarian, Historian, and Curator. 1427 words, 3 pp.
A 7: Public Information Officer: While this is the new term for the organization's spokesperson, the PIO's duties go beyond being a "mouthpiece". The PIO manages internal and external information and there are important public relations aspects related to the position. 864 words, 2 pp.
A 8: Webmastering: the details of managing a training website or web page: A sampling of topics (and suggestions) related to running an organizational website: The Objectives: Appear quickly, Be simple, Be easy to read, Provide useful data on the home page, Be easy to navigate, Use color effectively, Avoid "bells-and-whistles", Be easy to maintain, Have multiple hyperlinks to other web pages, Be kept current, Have an active, alert, eclectic, and critical webmaster. Some further points to consider (more detail); Sitemap detail; Directory detail; Caution on using personal e-mail addresses; Information that should NOT be on the website; What is a Webmester?; Economics of the Training Program Web Page; Catalog, Site Map, and Index. 2326 words, 5 pp.
A 9: Webmaster: Definition; Job Description; Job Specification; Guidelines and Tricks-of-the-Trade; "K.I.S.S. Principle"; What is wanted from a website; Full-time, Pert-time, or Collateral Duty?; Articulation. 828 words, 3 pp.
A 10: Printing and Copying: An explanation of the various methods of producing copy at various volume levels and of the cost of copying. Although E-communication is expanding and becoming more pervasive, black ink on plain paper still remains paramount. 2429 words. 5 pp.
A 11:Conduct and Management of meetings: Rules of Order; Formal Organizational Meetings; Business Meetings; It falls to the chair to protect the process of free exchange of thought; The Training Meeting - a Special Event; Agenda; Handling of Issues; Order of Business / The Conduct of the Formal Meeting; Informal or Formal Meeting? Tricks-of-the-Trade: Doin' Lunch; Why People Hate Meetings. 2368 words, 5 pp.
A 12:Delegation: Among the most potent skills that a manager can possess, the ability to delegate properly is at or near the top. Included are the steps in the preparation for and execution of delegation. 1189 words, 3 pp.
A 13: Operations Logbook: a useful tool from the engineering profession which is applicable to all operations: The making of a project and/or operations logbook is a valuable work and professional habit to acquire. It is becoming a standard part of the curriculum in engineering schools and has wide application in industry, business, science and many fields. This article covers, in considerable detail, the rationale and various techniques; Making book; Keeping the book - rules for entry; Closing the book and archiving it; To notarize or not to notarize? 1354 words, 4 pp.
A 14: Partying - a variety of viewpoints: Partying is pervasive activity in society and it is well to examine it from a lofty, dispassionate, and practical viewpoint. Partying has political, organizational, and career aspects and these are treated here with advice. Partying can be viewed as (1) a social event, (2) a political opportunity, (3) a career enhancement opportunity, and (4) a training ground for items (2) and (3). Some rules are offered on: drinking, tasteless behavior, making small talk, developing a natural conversation opener, working to overcome an inclination in avoiding a certain person, learning names, orienting newcomers, business dealings, making on-the-spot-decisions, choosing carefully when bringing a guest, dressing appropriately, and handling an unpleasant or negative topic. 1014 words, 2 pp.
A 15: Span of Management: A listing (17) of the factors which determine how many persons can be effectively managed. [Formerly called, "Span of Control".] This topic could be handled nicely by a lengthy essay since it is crucial relative to how we organize our activities in industry, commerce, government, and organizations in general. 1670 words, 4 pp.
A 16: The Problem Solving Procedure - a management tool: Here is the clearest and simplest problem solving approach, distilled from 50 years as a student of management and 30+ years of teaching industrial engineering and management. Other approaches may be more glib, but this one does it all and isn't too cute! 507 words, 1 p.
A 17: Brainstorming: Brainstorming is a conference technique for generating the greatest possible solutions to a problem. Mastery of this technique, when individualized, allows a person to develop a wide range of solutions ... when following the rules originated in brainstorming. [Brainstorming was developed in the 1950's and is still being (and properly so) used today as one of many management tools.] Topics: Objective; Defining the problem; Concept of Brainstorming; Setting the Tone; Defining and Explaining the Rules; Recording the Ideas; Cost / Benefit; Qualifying the Participants; Creativity; Handling the Ideas (Evaluation and Action); Uses & Applications (of Brainstorming); 1693 words; 4 pp.
A 18: Espionage, a Primer for Business: The basis of espionage is to obtain information by misrepresentation, deceit, and fraud ... all illegal. Avoidance of the use of espionage is based on morals, ethics, and pragmatism. This chapter deals with pragmatism, i.e. why espionage is impractical in American society for commercial and industrial purposes. Offered are "Reasonable Steps" to Protect Information, the concept of a "Clean Room", some anecdotes on the historical transfer of technology, "Various and Frequent 'Intrusions'", and some Tools of the Trade (of espionage) which are listed and discussed to alert counter-espionage (security) and other personnel to the possibility that some espionage is taking place. (The author has lectured on intelligence and industrial espionage for about thirty years at a technical college. He continues to address the subject in a University of Wisconsin - Milwaukee course which he presently teaches.) 1335 words, 3 pp.
A 19: Transition: Coming In; Going Out: How to manage a smooth and comprehensive change of the leadership in an organization as seen by the incoming officers-elect, the outgoing officers, and the advisor. The information, which ought to be transferred and how to arrange the transition to execute a seamless transfer of leadership is covered in detail. (This article was originally executed or The Political Handbook for Student Government Operations. However, the concepts and principles apply to any transition ... people going out (exiting employees) and coming in (the new employee)). 1420 words, 4 pp.
A 20: Growing a Glossary: How to develop and nurture a good reference ... and How to Protect Trade Secrets: In any technical field there are words that arcane and puzzling to newcomers. In technical works, a glossary can clarify this confusion and inform. One of the deficiencies of most technical works is that terms are used that are unknown to most people. Even those in the field may only have a fuzzy idea of the concepts and detail behind the term or phrase. The manuals outlined in this book need glossaries to make the neophyte more knowledgeable. 509 words, 1 p.
A 21: Training for Tourism - a Specific Application of Principles: An article from the Associated Press about Newport, Rhode Island indicated the need for training of employees in the tourist trade. There is a terrific turnover of employees, particularly of the students, teenagers, and foreigners being used to fill the seasonal jobs. The principles identified and explained in this book are applied to this problem in this particularly lengthy article (5 pages & about 1,820 words). This appendix article serves as an outline and guide in coping with this continuing problem in the tourism industry. 1822 words, 5 pp.
A 22: The Management Triad and Systemic Rules: This is a short article (about 800 words) to help managers and supervisors understand the basis of efficient management. The management triad is built of behavior, technology, and rules and regulations ... each of which is explained in some detail. Further details of rules that are part of a system (systemic rules) are discussed to provide a basis for making good rules in running an enterprise. The idea that "rules are meant to be broken" is an old and wholly incorrect canard (an idea turned on its head; that is, upside down or backward). Eight (8) characteristics of good systemic rules are listed. 1438 words, 3 pp.
A 23: Leadership Styles: A listing and thorough explanation of all identifiable leadership styles, e.g. Autocratic-Authoritarian, Laissez-faire, Diplomatic, Persuasive, Consultative, Democratic-Participative, and Pseudo-Styles. Each style is analyzed and rated against a performance triad which addresses (1) Time-rise (ramp) to acceptable performance, (2) Achievement level (of the group that is managed) attained, and (3) The level of satisfaction or, conversely, the level of Hostility (within the group that is managed). Also addressed is the trait approach in selecting managers. 2773 words, 6 pp.
A 24: Joiner, On Being a: A "joiner" is a person who belongs to many organizations. There are positive and negative aspects to being a joiner ... this article explores these. What groups to join/; Passive or active member?; Credentials; Membership in a technical or professional society; [a] Cautionary note: Too few organizations? 813 words, 2 pp.
A 25: Program Chairperson: Every organization needs to enlighten, educate, and train its members. The Program Chairperson is the manager of an offering of programs. Topics covered include: Position in the organization and Authority; Guidelines and Tricks-of-the-Trade; Soliciting Ideas for Programs; A portfolio of Ideas; Get the Records of Your Predecessor; Make and Keep Book; Programming is an Important Function; Professional Groups and Networking; More Slop on Delegation. 940 words, 3 pp.
A 26: The Library: Personal and Corporate: The Personal Library; Make a List; Build your own Reference Collection; The Corporate Library; the C.K.O. (Chief Knowledge Officer); C.L.O. (Chief Learning Officer). 863 words, 2 pp.
A 27: Suggestion Systems and Incentives: A Nation of Come-Outers (Why some systems succeed and many fail); Who is closest to the materials and the process?; Infrastructure (of a suggestion system); Some anecdotes on failure; Withholding the promised, full reward; Who got the credit? The manager!; Are Truly Creative and Alert People a Distinct Minority?; Some Rules (Principles) for the Successful Suggestion System: Economics of a Generous Suggestion System; Postal Worker gets $17,000 for suggestion; Tapping the Talent (of subordinates, that is); Getting Credit and Giving Credit; The Formal System Characteristics; The Practical Measure of a Suggestion system. 2990 words, 6 pp.
A 28: The Bureaucracy: This article defines bureaucracy and explains it (One must know the lay-of-the-land to understand and use it); Tricks-of-the-Trade in navigating the bureaucracy. 1116 words, 3 pp.
A 29: Q & Q; Handling Questions (and Answers):
[This article is lifted from The Political Handbook for Student Government Operations, chapter C 11, The Campaign Speech. The guidance offered applies equally to the trainer as well as the candidate. In a training session, unlike the campaign speech, the questions may come at any point in the presentation, not just at the end.]
Q & A: the Question and Answer Period; In Preparation (for the Q & A Period); Body Language 654 words, 2 pp.
A 30: First Day on the Job; Short List of Advice to the New Employee - Some Simple, but Important Rules: The first few days on a new job, often with a new employer, are critical. (Actually, the first few days are more like several weeks.) A pungent list of do's and don't's followed by a discourse on several views of work and the personal attitude regarding work. Elaborated on are: The "job of work"; As a Career; As a Profession; As a Trade; As a Calling. Following a set of simple rules will get the neophyte off to a good and impressive start. Remember, that you only get one chance to make a first impression. 1200 words, 3 pp.
A 31: Benchmarks and Benchmarking: A discussion which defines "benchmarks" and explains the process of benchmarking, i.e. setting up a standard as a goal to improve operations. Topics discussed include: Copying the Leader (as benchmark); Internal Development of a Benchmark; Steps in Benchmarking. 795 words, 2 pp.
A 32: Statistics: An elementary discourse on statistics and usage in student government, activities and management. Statistics are useful in measuring and justifying student-funded activities [and justifying increases in budgets]. Statistics, as a practical tool of management, is necessary to all managers. 2514 words, 5 pp.
A 33: Networks & Networking: Definitions and Defining Your Network; Identifying the parts of the (proposed) network; Building the network; Maintaining the network; Partying; Readings (in the PHB/SGO) which are related to Networking; Networking as a career promotion technique. 731 words
A 34: E-Communications; E-mail, the Internet, &Websites: Advantages and disadvantages of the new electronic communications and some tips on managing e-communications. 1087 words
A 35: Enlightened Self-Interest: Explained ... as contrasted with narrow self-interest (short-sightedness). 252 words
A 36: The Political Base: A definition and explanation with some rules on how to establish, strengthen, and maintain the political base ... and how to lose it! 726 words
A 37: Communications: Defining and explaining the process of getting information between individuals and organizations; tips on improving and refining communicating with people. [This chapter does not adequately cover e-mail; see the Appendix A 37 - E-mail, the Internet, & Websites, A 41 and A 42, Webmastering] 802 words
A 38: Academic Strategy - a course-by-course approach to Maximizing Learning as well as earning a High Grade: A guide to improving academic performance by giving attention to critical detail and keeping the big picture always in view and tricks-of-the-academic-trade. Topics covered include: Time management; Quizzes; Exams; Attendance; The Exam File; The Purchased Term Paper; Lifting text from the Internet; Purchased Notes, e.g. Cliff's, etc.; Professional Help; Homework; Papers; Projects; Learn the rules, etc.; Don't overlook the extra credit opportunities; The Gouge - an intelligence source; The Instructor; High or Low Grader?; Intelligence and the Use of It; How an instructor reads a term paper; Time Management [again!]; The Grading System how it can be worked!; a summary with a passage from the Holy Bible - Ecclesiastes 9:10 4146 words
A 39: Self-Taught: A thorough discussion of the advantages and disadvantages of the self-taught person; the difficulty of determining the quality and quantity of knowledge and competency; the problem of getting a job interview without formal credentials; the difficulty of obtaining the requisite experience without credentials; determining a course of study (curriculum) for "compleat" preparation; conclusion that Self-Teaching is Necessary!. 904 words, 2 pp.
A 40: Six Schools of Instructional Thought and Method: Educators and managers trainers, and trainees ought to be aware of the various schools of how education is formed and delivered. Listed, explained, and examined are: The Theory School, The Case Study School, The Eclectic Method, The Cookbook Method, The Recitation Method, The United States Army Approach, and the Autodidact, Self-Taught method. Each of these methods has a place in the schemes of education and training and the advantages and limitations are identified. 2228 words, 5 pp.
A 43: Organization Models, Examples and Applications: An analysis of various types and components of organizations and covering organization charts of varying size organizations and the relationships of staff to line authority.. 1542 words, 5 pp.
A 44: Benchmarking a Curriculum: Fundamentally, in benchmarking a system ... any system ... is to (1) establish a benchmark; i.e., set up the ideal elements which, in this case, is a brace of required courses and (2) compare existing programs to the benchmark. Obviously, have done that will lead to changes (improvements): aditions, subtractions, and upgrading of existing courses.
Topics include: Establishing the Benchmark; Being Eclectic; The Minimalist Approach; [the] Four Levels of Curriculum Audit; "What's a Trade or Professional Course?"; Detail in Benchmarking ... an Example; The Audit. 1196 words, 3 pp.
A 45: Some Rules for the Intern and the Teenager: Two lists of habits and techniques that serve the employee and employer, as mentor. 924 words, 2 pp.
A 46: Holding Court: "Gettin' to Know You"; "Doin' Lunch": A discourse on being in the spotlight; e.g., a manager, supervisor, or elected official and the concept of gathering around many people with whom you will be dealing; Dinner Party Diplomacy and many tricks-of-the-trade. 1718 words, 4 pp.
A 47: The Conference / Convention Sortie: Often, an employee and more often, a manager will be going to a conference. And although this is a very short article (457 words), it's packed with very useful advice on handling yourself well and getting the most out of the experience. Covered are: Objective(s); Plan; Execution; Networking; Tricks-of-the-Trade. 457 words, 1 p.
A 48: A Discourse on Innovation and Technology Adoption: Many studies have been made on the adoption or resistance to innovation and new technology. The earliest studies covered agriculture. There are roughly five distinct groups: the aggressively experimental; progressive and innovative; conservative; ultra-conservative and backward; and reactionary. Where do you fit in? [This topic was originally developed for a university lecture. This discourse took up about half an hour.] 566 words, 1 p.
A 49: Functional Analytical Ability: The ability of education (mainly, "training") is to impart knowledge that can be applied. "Functional analytic ability is the application of knowledge to practical, real-world problems. Integrated into the text are problem solving procedures, brainstorming, critical thinking, and "framing the question (that is, the problem). 684 words, 2 pp.
Readings, References, & Reviews
R 1 - Readings: Reviews of books related to training and education. 1875 words, 4 pp.
R 2 - Glossary: A dictionary of terms usually with commentary to enrich the definition. In any subject, there are arcane terms that are unfamiliar to the layperson ... and often to the experts.
( A comprehensive glossary is most useful. The education game and training business use plenty of special terms, the meanings of which are quickly recognized ... when defined clearly.) 7894 words, 15 pp.
Index (13 pages ... this book is both text and reference and, therefore, needs a comprehensive index ... and, it has one.) 5386 words, 13 pp.
About the Authors
Douglas Landa grew up in Milwaukee Wisconsin, and attended the University of Wisconsin at Madison. While attending Madison, Douglas taught welding as an undergraduate independent lecturer for six semesters, including an Agriculture Short Course for Farmers, an elective introductory welding course for students of all schools, and a 300 level manufacturing course required for all Mechanical Engineering students.
Douglas served in the Military, having spent fourteen years in the reserve components of the United States Army, and saw active service in Kosovo. As a Non-Commissioned Officer, Douglas was responsible for supervising and training soldiers in Reconnaissance, Armor, and Psychological Operations. He was the leader of a psychwar team in Kosovo.
Upon earning his Bachelor degree in Mechanical Engineering from the University Of Wisconsin, Douglas went to work for Honda Of America Manufacturing in Marysville, Ohio. Part of his responsibilities at Honda included training Honda’s suppliers in Quality Control techniques, and assisting them in supplying parts to Honda’s high quality standards.
Douglas then left the engineering field to pursue a career in aviation. Douglas received his commercial pilot certificate in January of 2002. He has the coveted Air Transport Pilot (ATP) credential, the highest certification issued by the Federal Aviation Administration.
In aviation it is customary for new commercial pilots to gain flight experience by instructing new pilots in small general aviation aircraft. And so, Douglas spent two years as a Flight Instructor in Arizona, where his students achieved a better than 90.0% pass rate.
[The FAA requires an 80% pass rate of students, for the instructors. This high pass rate qualified him for an automatic renewal of his Flight Instructor certificate.
Note: When the proportion of students falls below an 80% pass rate, the instructor is required to obtain more training.]
Having “done his time” (a.k.a. "payin' your dues") as a Flight Instructor, Douglas moved on to the Airlines. He has flown for one commuter airline, and two regional airlines. Every airline runs its own and very intense training program, supervised and approved by the FAA. Although subject to approval by the FAA, there is still a wide variation among airline training programs and, as such, Douglas has had the opportunity to see several and distinct approaches to teaching the same material.
By contributing to this handbook, Douglas brings a great deal of experience from a very diverse background in many facets of On-the-Job-Training.
Henry Landa has been a student of management since a teenager. And, he recognized early that the successful manager is also a teacher and trainer.
Henry earned a B.S. and M.S. in Mechanical Engineering, majoring in Industrial Engineering, an M.B.A. in Marketing and a strong minor in Industrial Psychology, which emphasized applied and industrial aspects. Much of Landa’s career has been spent teaching industrial engineering and management and in on-the-job-training.
Henry’s non-academic experience includes work in manufacturing, public utility, the U.S. Army, oil refining, which included both engineering and supervision. Now semi-retired (He has worked as adjunct faculty at the University of Wisconsin - Milwaukee.), he reviews political, educational and environmental books. [It keeps him off the streets.]
Between the two Landa’s, there is an accumulation of over seventy-four years of teaching and training experience.
The Messrs. Landa have also authored the following works:
Adjunct Faculty - the Management of Part-Time Academic Staff
Waste Material Management, an Approach to the General Theory of (5th Edition) (This text is in use by the University of Wisconsin Milwaukee College of Engineering in the course, Waste Material Management, M.E. 490.)
The Automotive Aerodynamics Handbook (14th Edition)
The Solar Energy Handbook (7th Edition)
The Political Handbook for StudentGovernment Operations (16th Edition)
Theft by Employees
Management, Administration, Supervision, and Bureaucracy
The Political Handbook for Small and Local Government Operations
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