Human resource management outsourcing: The make or buy decision.

Greer, Charles R.; Youngblood, Stuart A.; Gray, David A. Academy of Management Executive, Aug99, Vol. 13 Issue 3, p85, 12p.

Reports results of interviews conducted with senior human resource (HR) executives and professionals in several organizations to identify outsourcing rationales and consequences. Use of HR outsourcing for operational and strategic reasons; Selection of vendors; Management of outsourcing transition and vendor relations; Enhancement of the HR value chain; Vendor performance monitoring.

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Mentofacturing: a vision for American industrial excellence.

Forward, Gordon E.; Beach, Dennis E.; Gray, David A.; Quick, James Campbell. Aug91, Academy of Management Executive, Vol. 5 Issue 3, p32, 13p.

Examines the concept of mentofacturing, which means `made by the mind,' by discussing the experiences of Chaparral Steel. Background information on Chaparral Steel; Business strategy of the firm through mentofacturing; Factors which contributed to the success of the firm; Corporate culture of Chaparral Steel.;  

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The Compensation of National Union Presidents: Moderating Effects of Union Size.

French, J. Lawrence; Hayashi, Paul; Gray, David A.. Summer83, Journal of Labor Research, Vol. 4 Issue 3, p225, 13p, 2 charts.

Over the last forty years numerous researchers from the fields of economics, finance, and human resources management have proposed and empirically evaluated a number of models in efforts to identify determinants of executive compensation. Recently, similar research efforts have been undertaken to identify compensation determinants for union officers, both at the local and national levels. As an extension of these works, this study found measures of union financial strength, job complexity, performance and tenure in office to be directly related to national union presidents' compensation. Although union income and relative union member earnings were the strongest determinants of officer compensation for the sample of unions as a whole, analyses of three subgroups of unions based on size revealed very different findings for large as opposed to small and medium-sized unions. <BR> This study focuses on the compensation determinants of national union presidents. The objectives are (1) to examine the relationships between the president's salary and characteristics of the person, his tasks, and the union and (2) to analyze the effects of variations in union size on these relationships. 

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The Product Manager.

McDaniel, Carl; Gray, David A. Fall80, California Management Review, Vol. 23 Issue 1, p87, 8p.

This article examines product management from the viewpoint of the marketing manager, an individual who is usually the immediate superior of the product manager. The objective of product management is to focus managerial attention on specific products or brands which could not be adequately managed by one person. Product managers need clearly defined authority and specifically assigned responsibilities. At a minimum, product managers should be given responsibilities matched with commensurate authority over units and activities directly linked to a product's marketing effort. Recent descriptive analyses from several studies of product manager behavior and performance provide support for these views, though some evidence indicates an imbalance between authority and responsibility at various decisional points in the product management system. Another issue receiving recent research attention concerns the product manager's relations with staff and functional managers. This linkage role may range from that of an expeditor of product information to a strong influence agent for significant product change.;    

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A Contingency Model of the Management Learning Environment.

Gray, David A.; Quick, James C.; Laird, Ann. 1979, Academy of Management Proceedings, p39, 5p.

This paper presents a systematic, contingent approach to management education and development. The model contains key factors (educational and developmental goals, instructional style, knowledge organizing schemes, instructional techniques, and learning styles) of the management learning environment and suggests several contingent factor relationships through examples of two management learning situations. Accordingly, the purposes of this paper are (1) to present and briefly explain a contingency model of management education and development and (2) to illustrate the model through two hypothetical examples, an introductory management course and a supervisory training program. 

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