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THESIS

Michigan

[1 Univer

LIBRARY

 
  
  

  
 

Sta tc
sity

Aw".

THE UNIVERSITY:
CONTRIBUTCR TO EXECUTIVE DEVELCEMENT
IN THE FOCD INDUSTRY

By

Thomas 9. Tazpey

SUbTitth t9
Mightgan State Univeraity
in partial fulfillment of the requixememts
for the degree of

M-‘STER Of BUSINESS :‘Bb’iINISIRnIITFJ
College cf Business and Publig Service

Department of Marketing and TranSportation

19§3

‘v

't

W ,
ll,

PREFACE

My purpoae for writing this thesis stermefl frem
a curiosity abeut the problems cf management develop-
ment within the food industry. When I fitst began this
studye I was under the impression that the feed industry
was indeed backward in regard to develepment at manage-
ment persrwwel0 Since that time. my ideaf Fate been
somewhat altered on the subjeet as the serge ef endeavor
in the area has beeome knewno Such informatien I wish
to convey ta these who are interested in exeeutive
development within the {sod industry.

I wcuid like to express my thanks to the following
organizaticns for providing me with the opgartxnity to
broaden my edueational experienee: The Natienal Associ-
ation of Food Chains, whose scholarship I re:,ived;
Campbell Soap Con, scholarship sponsor; and Jewel Tea
Cog, who regommended me for the seholarshtp and assisted
in other ways.

Recegnltion is also due to Dr» Edward M, Barnet.
Director 0‘ Programs in Mass Marketing Maraceeze} at
Michigan State Universitya and my adviser, and to
Assistant Professor Daniel M,.Slate, formerly of Michigan

ii

State University, both of whom constantly guided me bask

toward the straight and nartew.

Special thanks go to my wife, who has gut up with
and without me for many long hours. and has typed this

paper in its entirety.

iii

PREFACE

Chapter

v-‘w‘

A--Mi;h£gan State University‘.

TABLE OF CQI‘JTEFHS

O 9 9 9 O O O O O O O O O O O a O O

Cfi‘S‘JI'n' CF EXEC'JI IVE. DEViLO?M¢:IU . 0

THE $3.15le ICANCC'. CF DUCAIIFI‘J IUD
EDUCATI'JNAL PRCXSELUKB . . . . ,. . .

FT}

MICHIGAN STATE LMIVERs-IIY o o a. . a
OTHE R ‘JE‘JIVE Rf:- II IE 3 I." II H P R CGRAM'? IN
I" Cd.) D I iI R IB 'J 1‘ I ON rtND F OLD MAP. KEI -
INC II£\I\Ia'\GE~EP\iT o a 0 O 9 «‘2 O O O O

A METHOD PCR AFQRQACHING EXECUTIVE
DEVEL‘JF’IV‘LIZJTQ c 9 o .9 O o 9 0 0 a 9

SUMNLJHY AND COM-II. LISTEN. 9 . . . o 9

O
O
0

B--Cornell University. . . a . .‘. .
' Co-Uestern Mishigan University . . .
D--Un;versity of Soutte*n California
E-sUnLversity of Delawazeg o . t . o

’ F--Un;versity cf Massachusetts . v o

BIBLICGM‘I’I‘K'OJDOSiDDQ-s0099a~¢oo

iv

11

I. INTRODUCTION

Within the last twenty years a positive approas
has been developed to deal with the problems ni develop-
ing effective leadership. The Second World War. fitting
as a catalyst. forced many to assume positions of
leadership en the battlefield and in the buslness world.
One of the host Important of the myriad effetts of the
war on the economy at our nation was retcgnltlon of the
fact that refsonnel mast constantly be traiwe’ and
developed. in order to be assured of an effective supply
of men with leadership for the future.

The years following the war produced the greatest
absolute expansion of business and industry in the history
of the United States. The number of enterprises intreased
rapldly. and demand for management personnel explnded
proportlnnately. Even established organizatlcns were
caught shert. A large share of the insumhent industrial
leaders and their understudles either had reached or were
nearing retirement. The job of management had become
more complex in terms of size. volume. numbers. exastness.

influence and decisions than ever before. In two decades

1.

2.

the natita “ad gone from a period of deprsfsten. with a
great sgartity of work, to the post-war boe~, with inset.
ficient qualified labor to fill all jobs.

After the war. an unbelieveable amount at literature
on training and development poured onto the markets Many
a book and magazine claimed to hold the solution to the
problem of “xeeutive deveIOpment between 'ts covers.
Management responded by scooping up these ”panacea“ in

an effort te a . - niece the needed personnel. Many
enterprises attepted some of these do-it-YOUISQlf books
as gospel. and attempted to apply them at random. Some
were successful in their efforts. possibly betause they
were luckya or happened to understand a good author.
chers were not as successful" and to this day are re-
luctant to try methods which since that time have proven
successful.

The post-war rush to colleges; accentuated by the
number of enrolling veterans fortified by the subsidies
of the 6.1. Bill. will ultimately represent an enhante-
ment of the manpower capital resources of the natione
However. current and projetted estimates indicate that
the demand will not easily be meta This is discussed in
greater detail in Chapter II.

The feed chains. merchandising innovators of the
nation. we‘e confronted with the same prohlen as everyone
else. The post-war baby boom. and the loosening of

government regulations on the economy were two major

3.

factors contributing to the rapid growth of the food
industry. Annual sales intreasesl which hovered around
$1 billion a year during the war, averaged almost $335
billion doting the 1946-1948 period.1

Although the number of stores in existence has
decreased; the average sales per store has inereased, as
well as the size oi the average stores Thus super artets
(stores doing $3?53COO or more per year) have doubled in
number from 1952 to 1961. at the expense of the smaller
stores, and the average volume per store has risen to
over one million dollars.2

Forward-looking chains recognized that with a
prOportionately smaller number of stores of a signifi-
cantly larger size. it would become necessary to atqnire
higher quality personnel, Therefores att-ntion was foeused
on programs of development essential to meet their needs.
Realizing that they could not supply theoselves with ade-
quate programs. thains turned to the universities as
promising training grounds.

The year 1950 is significant because the first uni-

versity program tailored to the food industry was initiated

“—1: -._H‘_r-Q¢CaO-.—..OC.HO¢

 

m”... ...-... r- .-o— H o-‘-.--H-g..-‘.-.— g—O‘

 

luFacts in Grocery Distrisution,?gggh Annya} Surge!
bx_££pg£essigg_§g£§§£_ New York. l96l). pps"F:4 andwF-z4.

21bid.. pp. Po? and F-lB. An excellent study of the
pattern of growth in the food industry is presented by
Willard F. Mueller and Leon Garoian, £529 es in the Marge;
Structgre g; grocer' Betaildng (Madison. HI".: Ufilversity
m w s. tress, man. 215 pp.

 

 

 

 

 

4..

then. Since that time. other programs have been developed
for the food industry. This paper is concerned primarily
with these programs.

However. lest it be thought that universities are
the only contributors to executive development. other
facets within the industry are pointed out. Most medium
and large sized firms have their own toapany training
program. Many programs include ln-tovpanv training. and
even outside training by professionals as part of their
development of executives. A large part of sush outside
training is offered by retail and wholesale trade groups.

Retail organizations such as Super Market Institute.
the National Assosiation of Retail Grocers of the United
Statess and the National Association of Food Chains con-
duct seminars and clinics on various problems of store
management. and also provide valuable information concern-
ing the myriad aspects of activity within a food store.

In addition. S.M.I. holds a mid-year meeting for tap
executives. and the Grocery Manufacturers of Amerioa con-
duct meetings in November and July which invariably deal
with certain aspects of personnel development.

At the wholesale level. the NationaloAmerioan Whole.
sale Grocers Association has taken over Operations Incor-
porated and offers seminar training to tradespeople. In
addition, the Cooperative Food Distributors of America
and the Independent Grocers alliance make available train-

ing programs in many fields.

5.

Finally. the American Management Association offers
an array of programs for all industries in the nation.
These programs cover many areas of exeoutive deveIOpment,
as well as other areas of interest to management.

These and many other programs are available to firms
in the food industry and supply necessarv training for a
given demand. This non-university training, however, is
of a different type than this paper considers. Trade
group programs are usually aimed at the short-run or
immediate objectives of companies. whereas the university
programs emphasize more long-run objestives. although

immediate objectives are often realizedt3

Hypothesis

In approaching the reoognized need for more formal
educational programs for the develOpment of executives
with knowledge in breadth greater than that normally
obtained through experience and training on the job,
some universities have developed special curricula rele-
vant to the food industry. These spatial programs in the

several universities vary in structure and purpose.

' v :g..e-—v—~: V...- 0-.-

 

me—M.‘ “M

 

‘--‘

3Interview with Dr. E. A. Brand. Michigan State
University. June 28, 1962.

Problem

This paper is a study to determine the extent to
which universities are aiding the food industry - chain
stores in particular — to develop executives by planning
and providing preqrams for personnel of various education-

al levels.

Objectives

The objectives of the study are: {l} to show how
universities are helping the feed industry to train
future leaders by providing formal training and planning
appropriate programs for exeeutive develepmenta (2) to
present a methdd for approaching executive development.
and (3) to enable the reader to evaluate results of

efforts in this field.

Method

Because of the nature of the problem and the amount
of time available. the historical approach is used,
supplemented by primary and secondary sources; The
historical methed develOps an outline into which back-
ground facts are fitted and formed. Collection of facts
constitutes the first step, after whith attention to
detail is emphasized in order to lead the searcher closer

to truth.

«l

Elimination of vagueness and doubt is attomplished
in conjunction rith attention to detail. The next step.
a very difiicult one. is to relate the facts without dis-
tortion. or in other words. to present the facts in an
unbiased and unprejudited manner. With the preteding
accomplished, a pattern is developed through the use of
order. form and time. The method is ecnplete when the
ideas developed flow easily from intr*4""ion to con-
clusion.

The construetion of the paper will be: (1) to
present the recent history of executive development. in
order to establish a frame of referente for understanding
the problem, (2} to show the results of efforts by the
food industry to develop adequate programs for future
leadership, {3) to present a methcd for approaching
executive developmenta and (4) to draw tontlusions based

on the facts presented.,

Significance of Study

The aims of this study are (I) to point out what has
been done by or on behalf of the food industry in the
area of executive develOpment. and (2? to indicate what
can yet be done to enhance the present situation. With
these aims achieved, this study should enable these chains

who were not sure of the value of suth programs to make

8.

better decisions regarding their worth. It should also
help the chains already using such programs to improve
these programs by critical analysis of their objectives,
in terms of the objectives of the firm itself.

II. GRQNTH LP EXECUTIVE DEVELOPMENT

Development of Food industry

Although the supernarket is of fairly recent origin,
the chain concept of distribution is nothing new. In
fact. as far back as 200 B. C. a Chinese businessman
owned a chain c; a great many units. And among the ruins
of Pompeii. destroyed in 7? A.D.‘ was ~cnnd an advertise-
ment leasing nine hundred retail shnptt From 15th aertwry
Japan. we have the Mitsui system of apothetary shcpss
one of the wealthiest and most powerful businesses in
that country. On our continent, the Hudson's Bay Company
had a string of trading posts running before l7bC. Here
in the States, A & P began the modern chain in 1858.
{'llaved by Park & Tilford, the James Brothers. and
3, J; Hoolunzth.

The Twentieth C-ntury produced a spestatular growth
of food chains. From 1919 to 1929, the estimated volume
of chains grew from 5% to 30% of total retail sales.
Although the :hains followed the independents into super-
markets. orte tie foundation was established they

trashed into the markets in a fashion similar to that

9.

an
I F
it.

. l
of the discount stores of today.

bince world War II, the food chains have ex ended
into many fields. but their growth has been primarily
due to five factors: (1) eXpansion upon the domain of
specialty stores. (2) eXpansion into non-food items.
(3) pepulation gains-almost 2% annually, (4) higher
incomes. and (5) independents becoming chains by defin-
ition or merger.2
This rapid growth was not unique to the food

industry. but was cznnon in all industries in the United

States. Jitn this great expansion and indastriaiization

J c-
f " °
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came such

Manpower Requirements: Present and Futuge

Industrialization created a need for greater and

‘

more precise knowledoe. both technical and scientific.

Because of the new and complicated machinery. many new
jobs were created, requiring skilled peepie with special-
ized knowledge. with the mass production techniques
being employed. it was found necessary to decentralize

operations to a certain extent, to realize economies

4- ; A___h~ n— h.

1T. N. Beckman. H. H. Maynard. and W. R. Davidson,
Princi leg of garkgting (New York: Ronald Press Co..
5 pp. 132-43.

2Lionel D. Edie & Co.. Inc.. "Industry Analysis-Food
Chain Stores" fietail Food Trade. Dec.. 1960.

 

ll.

sacrificed in entrali eat .on.

Because of industrialization and ezpa nsion,
specialization and decentralization. inte3r ation and

continued

0)

automation. the management-labor ratio he
to rise. and now stands at 12”” (1:8). and is eXpecLed

to be 14% by 1975 (1:7).3 Mr. Keith Davis. the Secre-

tary-Treasurer of Arizona State Uni versitL recognizes

a shortage of managers and believes ttat it is more
serious that the shortage of scientists and engineers.

To prove this. he goes through a somewhat elaborate
system of figzring proj- cted increase in the labor force.

new managers needed. shrinkage factors. re glasements
needed. etc., to tone up with a grand total of 8.60 7 500

new and replacement managers needed by 1975. Mr. Davis
onsiders educational institutions as a major source

tinue to

01
g:

of talent. and estiT to that if they
produce 92,000 graduates annually for 15 years. we
should have on hand 1.380.330 potential maragersl only
about 7 million short of what we need.

The Great Depression of the 1336's has caused
repercussions that we are only now bog'nn‘" to feel.

Eesause of the bad times. the birth rate dozing this

period dropped significantly. New. with 9:0 th

4‘

BKEith 36115. "Management in Ferspective...ManaW nent
Brainpower Needs for the 1970's ” touenal of th, rcaieri
2"! 1“. —‘T’:“’—: -— -——-_ -» ....

‘3
t
;i Easessezel. Vol. 3. Lo. 2 (aas.. .u s'« 125- ‘?~

12.

and eXpansiOn well underway. we are feeling this drop in
birth rate. in that there is a distinct lack of personnel
in this age grouo to fill in between the older grOUp
presently retiring. and the newer group still on its way
up. This poses another problem for management.

another ”crystal ball gazer." F. H. Cassell. Director
of Industrial Relations for the Inland Steel Corp.. has
made a series of ten projections for 197C._that may be of
interest to many in management.

(1) The age group 35-44 (Depression babies) will
decrease in size during the 1960's.

(2) The workforce entering will be proportionatel
larger (26 million will have entered in '60's -
an increase of 40% over the 1950’s.

(3) Educational enrollments will be up-highsohools
55%. and colleges by 70% increase.

(4) Of those of high sthool age. 70% will graduate
(l960-60%).

(5) Those entering the workforce without a high
school diploma will nuwber 715 million.

(6) One-third of the workforce will be women; one-
half of these will be 45-54 years old.

(7) Those 45 and over will number 5.5 million; one-
half will be proprietors or managers.

38) White collar workers are increasing rapidly.

9 The fastest growing occupations will be in the
professional and technical fields; this correlates
with the increased demand for edusation in these
areas.

(10) Mobility will be greater. An estimated 34
million will move per year.

Cassell also notes. with disappointment. that 55% of

the top 25-30% of males never finish college.4

A; __4—‘ h;— A A __—

4F. H. Cassell. "The Challenging Years for Personnel
Planning. ' Personnel. Vol. 38. No. 4 (July-Aug.. 1961).
pp 0 46-54 a

 

The American Council on EduoatlonJ has predicted
oesopational erployment for 1970, and shows increases
in all groups except indus rial labm wees (r 0 change),
farmers, and farm laborers (~16%). As might be
expected. the professional and technical groups led the
field with a 69% increase, or from 6.5 million in 1957,
to 13.4 in l 73. The next in line was sales. with a 39%
increase.

The oocut‘tional trends caused by in: strialization
and expansion can be seen both in predistions and in
past occupational patterns. True, automation is displac-
ing many people on the farms and in the factories. But
it is also creating eany maze fiobs in tee laboratories
and in the schoole- in new industries and new soienoes.
The benefits agpeax to outweigh the lossesa The extreme
ends of the lntome brackets are tendinu toward the
middle. The standard of living is $1252“ and very few
things are out of teeth of the average family. Our
eConomy has truly responded and gzown wits the times.

The econom‘, of course. does not grow in a vacuums
And with growth and expansion, a demand is created for
exe6ut1ves to step in and take over from those retiring,

or to begin new jobs treated through etonomlc growth.

—— A— A _______ —l*_ . ._*_
F— ‘v—v rfl-J- ...—w

~—

5A Fact Book on '1ioher Edd mn,.~meritan Cajncil
on Education T155» Lngtfin, 19C. ca”HICe of Statistical

Information and Research. fl), 9. 181.

14.

However. executives are not born, they must be developed.

This was painfully pointed out about twenty years ago.

World War II Executive Development and Recruiting

Executive development began during World War II.
when many cofipanies had been relieved (f their mane yenent
personnel by Uncle Sam. The firms ner’ ’ «1 potential
management available, so salesmen were sent to harvard
University to study production management. Several
things were learned by management.6 The program was
very successf i. It proved that men of fozty and over
can learn: they were very receptive and interested.

From this pilot study. began a great move to send tOp
management to school. Harvard did not remain the only
school with executiv; deveIOpment programs. By 1954
seventeen universities had similar prograns. This
figure jumped to thirty-two by 193737 and is probably
much higher by now. These programs are not night-school
classes, but full-time, on-campus programs. not open to
regular students. The courses run from two weeks to

almost a year.

uh- ___¥ ‘_ _ ‘4 L— ...__.
1..- v.

6Edward M. Barnet. Speech to Food Distribution Class
at Miohigan State University, CCtober 3“. 1061.

73eorge V. Mose "Executive Deve1ofnent COJrses in
Uriversities (Revised)."8tudies in Personnel Polio No. 160
( .ew York: National Industrial Cflnferefioe*§oard_h nc.. '"‘
1057),; Pp. 3'10.

121.:
‘

It took the Second World War to awaken the leaders
of industry to the need for manpower planning and pro-
jection. In fact. seven out of ten companies have just
started recruiting since the War. Part of this. however.
is due to the fast that literature on the subject has
been sparse. and none too inviting for busiressmen assus~
tamed to facts and figures. Even in 1951 it was found
that one-third of the companies sampled had written
policies and procedures in regard to retruiting. And of
those conqu' .... ’ ' Muruiters. the job was transi-
tional and l=~u a. 1 Ian were astually experienced. This
inexperienre was found to be the major vastness in college
recruiting.a

Those companies ttat do spend large sums recruiting
and training college gredoates, erpeot to get many of
their future executives this way. They believe that most
of their frtwre exetutiees will be College trained‘ and
thus consider their test as a long-term investment. They
have sirea’y learned that those who sucre*d in school
usually 3? also in business.9

If one reflects on how many organizations have execu-
tives who are on tte boards of two or more companies. it

”H"NM'WN*‘—O~fic O"-"—&¢ ......” ...-n»-.—.-o‘.—H ~-H-”M--.—

8"hhat Makes College Recruitin Go Wrong?" ggsippsg
Week. Vol. 17, No. 1 (Jan. 14. 1961‘. pp. 70-71.

e, "College Graduates in Industry.”
Stugi s ig_Personn§l olisx_fig. g2 (New York: N.I.CeB..
O D

16.

becomes apparent that good talent is scarce. For
example. 922:3 Egyiew claims that of one hundred com-
panies. sixty vice-presidents will be needed in the
next four years. Fourteen percent will need new presi-
dents by 1967. Seven board chairmen will be needed by
1965. If anything. these figures are on the conservative
side.10

Although these and the former projections cannot be
said to represent directly the needs of the food industry.
they by no means exclude the food industry as needing
better and more management personnel in the future. Any
industry can use improved management. The food industry»
because of its rapid growth, and due to the fact that it
has had a reputation as a less desirable occupation among
college graduates and others‘ needs such management

personnel to continue its growth and enhance its image.

Recognition of Need by the Food Industry

Food industry leaders recognize now, more than ever
before. the importance of the individual and the need
for future personnel planning. For example, Mr. James
Cooke. president of A.C.P.-Wrigley. recognized the impor-

tance of the individual. all the way down to the last man

 

«- —~- -. —C~—.—'-.-r’ H -..-b

 

.7“ .- OHM-Or .o...-. -..—.“o— ...-

 

lo"Plotting Future Manpower Requirements,“ EEEPBFE§DE
Review. Vol. 50. No. 12 {Dec.. 1961), p. 44.

17.

in the stores. Addressing a SMI Convention in Detroit.
he brought up the fact that responsibility, which was
once strictly an executive function, must new be brought
down to the lowest level through communication. he
stressed the fact that memos and bulletins are a one-way
means of communication, and are not good enough in this
day and age. With his main theme that “People make the
difference," he ended his address by stating: “The two-
way avenue is the only safe way. The employee must have
his say. too, and he must have it face-to-face.”ll
Mr. Edward M. Muldoon. vice-president and general
manager of the grocery division of Beatrice Foods.
summed up the views of his company regarding executive
development in a speech to a grOUp of food industry
students at Michigan State University. He began by say-
ing that ”the executive supply squeeze is on." He
explained that due to the birth shortage in the 1930's.
there is a shortage of manpower now existing in the 25
to 35 year old age bracket. Also. the recent population
growth which has helped spur the economy. has helped
create the shortage. To give a comparative example of
the need for management. he cited the present (1960) sales
of his company. six hundred million dollars. and compared

...- ...-mm--.’

 

0* ”Mac-w--.-

 

 

 

“~W

11”Communications Vital in Push-Button Era," £299
TQEiCS: V01. 15. N0. 7 (JUIY. 1960), pp. 6'21.

18.

them to an estimated sales of one billion five hundred
million dollars by 1975. Right now, Beatrite is looking
for management personnel. in fifteen years they will
need even more talent.

Muldoon mentioned that Beatrice now employs seven
graduates from M.S.U.’s Mass Marketing Program, and he
was happy to report that all were "doing fine." Like
it. Cooke, he is a firm believer that "everything depends
on people.“ Therefore. he believes that to make an exec-
utive's job easier, the thing to do is to build good
men. “From good men some good results. and results are

he measuring stick of the success of a company."12

The leaders of the food industry are in no way at
odds with the need for management talent" Looking into
the next ten years. Harley V, McNamara. president of
National Tea Co.. summed up the Challenge of the sixties
in the food industry. by predicting ten improvements.
First on the list is; "Better training and education of
personnel for future management positions."l3

In the same predictive fashion, Mr. Ned Fleming.

president of the Fleming Co.. said:

 

.—

 

 

 

..-..H..-.o-u Q~c‘-.—. HG-‘ m- ”—..—WW“ .-

l‘idward M, Mujrjoon, Spt’fi’Ch t0 161.1.stndents 0f MESS
Merchandisivg, Nov., 1961.
1‘"?n L Industry Leaders Survey “Golden 68'5' ' 493d

Tepics, ho}. 15, How 1 (Jan.p 1960). pp. 11-12.

19.

The decade of the 60's will see much greater
emphasis on peOple within the company. There
will be more careful selection and far more
intensive training and individual develonment...-
It has been quite evident that the one distin-
guishing factor of any business is its people -
their outlook 22d ability to please Mr. and

Mrs. Consumer.

Efforts of Food Chains

Industry leaders realize. therefore. that some sort
of management training is needed to meet the demands
described. A recent study gives an indicatio; of what
some of the chains are doing individually in this area.
§ug§£ @5553; yerghgngigigg conducted a recent survey on
the extent and kinds of management training used in the
food industry. In the study. general recognition is
given to the need for develOping high quality middle
management people. A growing recognition of the impor-
tance of management training is eXpressed. with trends
indicating that larger chains promote more extensive
programs.15

The survey gives specific examples of various tools.
methods. and programs used by different chains. For

-example. Safeway Stores describes a course for District

 

*O-Mm‘u rum-~m.-m-.-o—o—~—a— .1 v V;W

14Ibid.. p. 16.

15"What's Wrong with Top Management?" Super Market
Merchandising, Vol. 26, Ho. 2 (Feb.. 1961). pp. 55e56.

Managers that has been very successful. Alsoi led Owl
presents its “anagement Horkshop, where junior councils
or boards are formed at various levels in the eompany,
and the personnel discuss and try to solve prcblems cen-
fronting them or their superiors. were tonformity is
considered a disease, and each individual is encouraged
to think on his own. more or less in training for future
management positions. Finally. Colonial Stores employ
report cards. or ”Executive Appraisals.” in order to keep
tabs on promising future executiveso and at the same time
assure that no one employee is forgotten.

However. most organizations in the industry are not
set up to train their employees adequately for executive
positions. They therefore have come to rely on institu-
tions of higher learning to help develop the abilities of
their personnel, and at the same time teaeh them some of
the new tools of the trade that can't be easily learned
on the job .

Thus many firms in the industry have realized that
their individual programs are limited in scope. and that
by utilizing the available facilities of nearby univer-
sities. their ability to train personnel multiplies. This
is true because of the training available both in breadth
and depth. Because of the many subjeets offered. a
greater variety of personnel pan he accommrdated. and

training in one subject can be achieved in almost any depth.

s

however. a firm or individual might ask. and justly
so. "of what significanee is university training to me
as a member of the food industry?" Therefore, :efoze a
detailed explanation of the various programs is pre-
sented. enough time will be devoted to the meaning of
higher education in the food industry to justify the
eXistence of such programs.

The next chapter will portray the role of higher
education in retailing. It will show in what ways
education pays. and will reinforce the previously men-
tioned claim that the food industry needs edusated

pEOplé o

I I I. . THE S IGIKJ IF ICANCE OF ED LCAT 10H

AND EDUCATIONAL PRCGRAME;

Government Study

Aside {rem representing substantial investments on
the part of tte student or the sponsor. tertain benefits
accrue from the additional education gained from these
Prcgramso In the Eishégse Eseeeeés iseeré for Junea
1962.1 the money value of education is indicated by
citing a recent Labcr Depaxtment study which showed that,

year for year, a higher level of schoeling means higher

average incomes.
Table l.

Averagg‘ineome fer Males 25 Yea§§_§g “and Owe:

Woffichoaf‘“ "”‘”“*"“~"”" - - ~ "-M --~--
”5392;2’932- 1946 1949 1956 1959

a M . cm. W.—.—.-. ‘W—‘Q-O-o ..v. .9- .-—7m ‘ or-’o-.-..---—m

High School 1’3 years $2,449 3,226 4,480 4.618
4 years 2,939 3,784 5,439 5,56?
College 1-3 years 3.654 4.423 6,363 6,966
4 years
-_--..,..££-_z=s=£s-.....4.z§;2].__-§.e_.1..79....31229,.n2e296.

 

Source: Oecupg}igpgl_3utln9§ angtgrl . Vol. 5. No. 3,
Sept.. l96l. U. 3. Dept. 0?. abnr.

”-- 0"..- .—--

 

...

 

-' - w- '-

 

m-O’-~o- -..-.—.—.»‘..--.-.—

1John L. O'Donnell. ”Human Capital.” The Miehiea

.... .. -,‘-

. ;
Econogig Egspgg, Vol. 4, No. 6 (June. 1962,, pp. l-z.

 

 

22.

k)
‘ d
0

Further scrutiny reveals that the absclnte dif-
ferente between the earnings cf high schosi and sell ege
graduates rese continually {rem a low at 51,538 in lgdo.
to $3 639 in 1958. This is all the mere significant
when one considers that during this period the incomes
themselves were steadily rising, and the proportion
of college graduates in the population almost daubled
from 1950 to 196?

The study 909 on to point out the way in whieh

0"

the earnifi gs iigures ref at occupational trends

Those cacopations with the highest inc: ease in in one
appear to to elate hi.fi .ly a th the aseupations men-
tioned previewsly in this paper, by the American Council

L-.\
"-JS

"D

witn fine grea est future growth.

m-

on education as
{(v _ _A - 2‘ > 0
{see Page a.) Thus 14% entrant tre d clearl‘ is indi-

cated by the sharp rise in professional and managerial

A differfint perspettive can be btained by consid-
ering the est‘nated lifetise income of bet} grants, and

T lie 2.

Q1

comparing these figures as presented in
Ceniparisons wittin t‘i 5 table show that a cellege

education in 1949 represented a 62% differential ever

the high schenl graduate, which by 1958 rese to a‘out

73135

I’V/w'.

24.
Table 2.

istimated Lifetine Income for Males,
gimi.i_ .2385 25 to 64
Years 0? ochool

 

 

 

 

 

Completed“ _ fié__l949 . 1956 ‘__ 13§§__

High School 1-3 years $121,943 169.501 175.779

4 years 148.649 208,322 215,487

College 1-3 years 173,166 243,611 ' 269.135
4 years

_g or more 241,427 thJBl 366.990

 

 

 

 

3

Source: Octupat onal Outlook Quarteglx, Vol. 5, No. 3.
e “.

It must be remembered that education alone is not a
guarantee of a higher income. But at the same time. it
seems reasonable to assume that the college graduate will
have a decided advantage over the high school graduate,
just as a trained person has an advantage over an untrain-
ed person.

The study, therefore. supports the thesis that edu-
cation pays as far as the individual is concerned. But
by improving the individual. does it not seem logical
that society also would benefit through the greater con-
tributions such a person is able to make? Further. it
is implied that business also benefits, for it is willing
to offer larger financial incentives for trained personnel.
thus recognizing the inpattance of investment in hunan

capital as essential to eeenomic growth.

.0
.. “0
pa
5
"1
a
9;
D
L,
(+-
M,

C‘ .-.M ‘ ‘2 ... . .. . .. .
somewhat Simiiar eontla.ions are reathed in a ms.e

specific study recently Conducted on "The Rcle of Higher

'w
:dueatien in Fond Pet ai if ng."‘ The story irzlufiej 4X3

former students of M.S.U ‘5 Programs in Eo“i Marketing

Management. who have graduated caring the past twelve

Years. and also a Control QIGU? “5 43“ ?€¥‘3“ “ ‘39

he temperahle to the soesiai

L“!

eontrol grown was fiesigned t
students. Thus they were seleetsd with respert to (l) age.
(2) position during the last ten years. and (3) educational
background. as similar to the special students.

Basically, the study ”demonstrates eonclusively that
measured in dollars and Cents of salaries. “d;:at ion
pays. Formal edusation. blended with maturity and exper-
ienCe. pays even more.'3

The data portraying the profile of the students
upon entry to the program is presented in Table 3 for

comparison and contrast of the three participating grQLJDS.

Q. vi —— - .—

 

 

4. .- -. ....--

2L. Silverman. "The Role of Higher Education in Food
Retailing.“ Address to the N.A.F.C. Annual Convention in
Chicago, Oct, 17, 19%}. 1? pp.

'9.
r a

‘8»

Q,,:. Li
Study oi Ritriga e-_
Managemert irogrzms:" 3 pp. (”5h ograpnefi;a p»

26.

   

 

 

Table 3.
Profile at Entgy .__ gggeial “raj. Undernrad.
Age (years) 26 2e 21
Education (years) 12% lo 12
Married (%) 78 77 17
Work - less than 5 years (%) 20 46 54
Work - more than 5 years (96) 80 48 26

Position: Operative

(below Dept.Mgr.) (%) 21 13 33
Dept. Mgr. (%) 16 lo 4
Asst. Store Mgr.
and higher (%) 63 59 8
Income: Under $2530 %a 2 8 62
$25hOo$4999 %‘ 54 56 24
$5000-$7499 % 29 31 14
Over $7500 %§ 15 5 0

Positi

 

In

n

.5.
K4 ‘
”ha-o

Dept. Manager

assistant Store Mgr. (m.

Store Manaoer
Above Stare Mgr.

Other

some
m

A.

E.

C.

speak for the value of the program.

Total Avwrage-

Ait Gramps

27.

the stuients and

he pieteze:

Table 40

the

Present Preflle

Growth after Geaduation

CEO-bk.)

Income Geewth.

eeotrol group at

 

C.._or.~.t.....m1. .er... 11... ......__
(%_ 27 a 2 o
”‘ 15 e 2 a
(%) 48 32 15 17
(%) 10 47 72 59
(TE) 0 9 22')
$8700 $95fi0 $10,430 $8190
years 7700 7700 575m
years 89¢O 9000 8153
years 9100 10.300 97%fi
years 11.253 35,200 12,;m0
Control Group
Yeats Ago - 10 ygadgs; ago __8 f: v_4 2 yrs. d Q
$4fi06 4480 5890 7060 8500

The figutes now begin to take on more meaning and

For example. inflame

growth after graduation is increasingly higher for those

with more education.

The one exception is the special

student, who usually has less edaeation than the graduate

and undergraduate students. but whose insore is listed
as higher two years after graduation because of his
greater maturity and eXperiente. Over the long haul.
however. he does drop behind the other two groups in
income.

By comparing the income growth figures of the stu-
dents to those of the control group. it is evident that
although the members of the control group have more
than doubled their income in the last ten years - from
$4000 to $8500 - they have yet to come near the dollar
income of their counterpart the special students. let
alone the other two groups.

In several instanees tte data presented in the study
gives e'ifienee of the inportanee of the factors of exper-
ience and maturity. (be obvious lnstanoe is feund by
looking at the present total average intone for all

:onps. The graduate student earns almost $1000 more
t3ao the sneeial student. who is of equal age but posses-
ses less education. The special students however, earns
almost $1500 more than the undergraduate who has more
education but less experiente. But. note also that after
eight years (See p. 27. Profile) the undergraduate earns
$12,500 while the special earns $11.250.

Besides paying salary-wise. the added education
appears to be rewarded with positions of greater author-

ity and responsibility. Thus the study points out that

29.

while only 10% of the control group held positions above
that of store manager, the percentage of former students
in such positions was 50% or better for each group. Even
though within the control group 58% had attained the
level of store manager. 84% of the special stwients and
96% of the graduate and undergraduate students had
achieved tt's position. adding further eVidense to the
contention that education pays.

The stady goes further than just determining the
salary and position of the former students. It attempts
to determin- such things as: the malor benefits the
students derived from the program, the feelings of imme-
diate supervisors as to the program value, whether the
present position is a step toward higher management, the
position of the store manager-terminal or a stepping
stone. and the importante of a college education in the
food industry. The intention again is to determine the
effects and implications of higher education.

Besides indicating the value of education in the
food industry, the Silverman Study pointed out areas of
improvement that should be considered by the chains.

The conclusions were based upon response to questions
designed to penetrate meaningful areas such as those
mentioned in the above paragraph. For example. over 90%
of the students and the control group highly reoommended

the food industry as a oareer for young men. However,

(A
F)
0

less than half recommended store operations as a career
position. Such statistics indicate that the image of
the store manager may be in need of upgradings

Furthermore. returns by some of the students
pointed toward a breakdown in communications between
top and middle management. Actually. 15% of the students
felt that their advancement had been hindered by attend-
ance in the program. However. 60% of these students
attributed the hinderance to their immediate supervisor.
while none accused top management of suth resentment or
lack of understanding. In responses concerning the
immediate supervisor's feeling on the program's value,
31% stated that the sopervisor was either not aware of
the program's value or was resentful of college men in
the industry. Again. there was an absence of criticism
concerning top management. Finally. for those students
and control personnel who do not see their present
position as a stepping stone toward higher management.
the majority blame their immediate supervisors. Aside
from this being a communication problem, as indicated
in the study. it could be a problem of middle management.
as described later on pages 74-75.

In either case. problems such as these point out
more clearly than ever the need for more educated peeple
in the food industry. Everyone who attends the develop-

ment programs at Michigan State University cannot hope

F‘l
...?" c

to become president of a firms nor is it intended that
they be. There is a need for better ereettiuer at all
levels of management to help rid .he industry cf preju-
dices. to "ngrade the image of stems manag—sent, and to
help solve the many problems that will be tonstantly
springing up. This is the general aim of the program

at M.SsU.. and the other university programs. The profile
of the former students indicates that they are attempting
just this, by working their ways up the ladder to jobs

that refleit their capabilities.
Conclusion

The two previous studies are but a part of the
gxowing body of evidence that indicates: (1? education
pays as far as the student, soelety, and business are
eontezned, and (2} the food industry needs educated
personnel at all executive levels. The Silverman Study
placed so much emphasis on this last point that four of
the seven conclusions indicated this one facet.’)

It is not intended that the data presented be
directly applicable to any or all of the other food
programs. However. the Silvetman Study pointed out the
value inherent in the M98.Us program; and the government

P

study shcmri the money value of educatflor " "eneralo
Might not a valid assumption be that a “Afiu get;eiation

would exist between Michigan State students, and the

3?,

students of similar programs? If so. this would indi-
cate that these programs are indeed meaningful for the

food chains.

IVs MICHIGAN STaTE UNIVERSITY

The food industry in the United States has recog-
nized the need for management tralning and has entouraged
schools to establish programs to train men for the future.
The National Assetiatlon of Food Chains has been very
influential in many of these endeavors. In fast.D it was
the main force behind the curriculum of food distribu-
tion offered at Michigan State University. Cornell Uni-
versity, ard the University of Southern California.
Since its inception in 1930, at M.SBU.. close to $1
million has been invested in the curriculuw by the NsesF.C.,
regional assotiations, manufactuers, chains. are Suppliefs.l
The seleetion of programs presented in the neat awe
ehapters is not intended to be all~intlusive, bLt to be
representative of the type of programs offered by various
schools. From the analysis it will become evident that
two distinct groups offer the programt One group comprises
the Business schools, and the other group the Agrl-busi-

ness* schools of state and land grant institutions and

 

9-.— ~

 

...-tho H“‘.‘-".~“Q “a. O &V&’m. 6‘-~.--.-

 

W‘s-

* A wrtd created by Dr. John H, Davis. of the Harvard
Business F'hool. in 1.57.

1Merle Mthnnls. ”The Food Distribution Curriculum,
Some Questions and Answers," finishes? galliefnie {spears
Jog-gel, (April 17. 1959.9.

330

agricultural colleges.

The programs offered by these two groups of schools
vary in structure and purpose. depending on which philos-
ophy they are influenced by. The first group could be
called the ”Why it's done.” school. The main objettive
of such a school is to prepare men to face the new on the
basis of reasoning. It may be said that the student is
educated in preparation for dealing with the unknown.

The second grenp could be called the ”How to do it"
school. Primary emphasis is focused on training in
order to perpetuate a method. suth as is found in AQri-
cultural Research or other soientific fields.

The attempt at distinguishing the two philosophies
is not meant to discredit one or favor the other, but to
bring out the fact that the two schools of thought do
exist and sash serves a vital purpose in our world. What
kf'fi of world we live in determines what is best for us.
Tossg someone who is interested in or concerned with the
”How to” school would benefit most from the agriculturally
oriented programs. while the ”Why" men would fare best in
the business oriented schools.

However. lest the impression is given that all the
business or agricultural schools are on about the same
level. attention is called to the fast that a wide spee-
trum of schools is presented here. representative of

various levels of educational endeavor. This is

' ('1
‘VA \th.

benefitial for the food industry because of the reed
for a variety of programs - some narrow. some broad.
some specific. some general - as the various situations
and sponsors demand.

The next two chapters will bring out the distinc-
tions between the programs and show which are suited
for what type of people. such as fiestern Mithigan’s
program is ideal for high school boys whose goal is
store manager. whereas Michigan State's programs are
broader erd deeper in soope than store managementa and

Cornell” programs, betaose of the agricultural affil-

w

iationp cover an entirely different speatrnm.

Most Of the edttational institutions of todav have
been infloenoed by the mesotiatien learning theory.
which grew up with exeoutive developmert as we know it
today. Before the Second World War. the concept of
Redundancy was basis to the promotion and advancement
of executives. Thus the path of an accounting exeou-
tive. for example. was a long and narrow one. perhaps
beginning as a clerk in an acsounting department at
age 20. and culminating in the same d°p5rtmaFt ?5 0f
30 years later as Eead «stoontant. Through soth a
presses, heweveti individuals learned through over-learn-
inga if this be possible. Suth a time-sonstming process
meant that those few who finally reaehed the top in

their departments were usually nearing retirement. As

(...)

was pointed Out earlier. this was the situation the
nation faced at the end of World War 11.

Since the war. necessity required that many new
tOChniques and methods be tried. Recent research
indicates that the Redundancy concept is no longer as
valid as once thought. Replacing Redundancy as the
major learning theory is the concept of Association.

The concept of fissoeiatlon requires that the poten-
tial executive be associated with the various positions
and people necessary in his path of development. Train-
ing is usually broader in scope and the individual moves
up the ladder rapidly. stopping only long enough to
learn the essentials in each job. Thereforel redundaney
is reduced. and generalists are developed with a much
broader understanding of operations than their former
counterparts of the older school. Contributing to this
theory that one does not need to know every detail of the
job before being promoted. was the turve set by Ford's
Whiz Kids. These individuals traversed the management
scale from bottom to top in a period of about ten years.
at which time they were ready to move into top manageoent
positions.

The programs to be presented here are influenced by
the Association phiICSOphy. Some programs emphasize
pre-assoeiaiion or learning through early identification

Lth teitniaues. This is expressed as undergraduatw

programs for stu.ents cat. sf high ssneel but not yet

in the work force. The indivi d::al is pre-trcir;e d s

(:1

‘L

as to be more pregare te take his plase in tte business
world.
Other programs empha size post-asses laticn or

94*

training of an individual who has been out in the bus
ness world long enough to develop and establish himself.
and acQuire some degree of competence in his field.
This is a return-to-school type concept wb ich stressed
refresher courses and training for higher level manage-
ment positions. It is expressed in these programs in
the form of special and graduate curricula.

This chapter des ribes sen.e of the mere significant
programs available in the fosd field at Mishigan State
Un; M'ersity. Those departments such as Y me Enoncmicso

utritlcr Science. etu.. havifig little to do With eAecu-

H
9
1)
f f
F!
’2'
I.)
F”
m

tive dexelOJment are as: iqsludedl Eriet

of interest to the industry. Spear;ia1 emprasi is given

to the Mass "a: kettiflg {rigrar.s because the author is a

Pf.

primary scurce 0 info: ndt ici on these pregrams. whish
are similar is these that will be mentioned in the neVi
chapter. filth a kuowledge of wnat susn prrgrars ran
and cannot do, their usefulness becomes were definite

“ .zr ..'z--4.‘ --...
for ttose wuo wig“; be iuterested.

Thze. diiwig ons 0f the University, the College of

‘1

CO
C)

Agrisnlturo, the Sthool of Ho el. Restaurant and Insti-
tutional Management. and the College of Business and
Public Service, have shown enough interest in the food
industry to establish programs to train men for leader-
ship in this rapidly exparfld ng field of food With

these and other departmental interest in the indo str/.

U)

M.S.U. is rapidly gaining a reputation as the "center of
knowledge for the food industry."2

Offering a wide variety of activities in the food
field is the College of Agriculture’s Department of
Agricultural Eranomi rs, which (1)5 - lusts research in
all phases of food, from production through distribution.
insluding wholesaling and retailing, (2) provides off-
campus extension programs for interested agriculture and
industry personnel within the state (3) ton sets one to
two day seminars for disstsing current pro oblems and
disseminating research findingsr and {4) offers the Per-
sonal Success Programs. oft-campus. to members of the
food industry. The Personal Success Program attempts
to provide executive development training on a miniature
stale. The duration of the prog ram is ten weeks.b at
eaeh indivi.dual attends only once every o:.her week, in a

total of five days. Curing this period. the individual

—__‘.
~—
'—

2Jaehnig. David L. "“ichigan State University:
Center of Knowledge for the Food Industry,” 6-page brochure
of programs in food available at M.S.U. (Mimeographed). p. 1.

‘ ‘ .: A I" = V - a' w. N ' n ' - . ‘1 Q. ta 2‘. nah ' f‘. . 4’ .
aaneide.s the relationship between niLAEIf a.d ”is 30b;

‘ ’- - a l _ ,' _‘ .’ . I ' . ‘ ,- . O o a A
and 34593533 the impartan.e o: tne l€$pfirsrfiilltle5

The internatiOHAlly {areas Sahool of Hetel. Restau-

rant and Instit :tional manaoerent otters food as one of
4

i

the six contentrated areas 0. stodgy This program is

er ted. with major emphasis on food

He

managerially or
standards in ditferih cultural and international areaso
Quitk-ireeze dry and 1arn,.e oriented foo} prMoior ion
are only two of the many researeh proieots being conducted.
Froddstivity of the program is attested to by the fact
that it has published more books and artieles in the last
four years than all of its other counter p.arts in Ameriea

combined.

m
V
’I‘
Y“.
?
,M
{i
1?}
J
H!
C)
x
l
'v 3‘
J)
*<

' i;“igan State University's

Miehigan State University's Executive Develerment
Programs .in hass Marketing Management, {formerly Food
LMa ketin-g Nanaaenen E were launehed in 1955. thraugh tte

efforts of the National association o1 road Chains. The

school offers a earritulum in Business Administration

 

flung—ca"..- “ " '—- .1 ——'u-w-- .7 w

 

Mu“

 

1'
siege}. Pea 4-5-

, 4"Gradoate L ehool Cat alog, 14:1 " Mithigan State L'nin
versity Publieatioh. Vol, 54, No. 14 (Jone 19o1;. p. QC.

5Jaehnig. pp. 5-6.

A
4 .2-9

through the College of Business and Publis Servise to
the food and other serviee industries serving the public;
The purposes of the programs are:

(l) to provide a business educational program

suited to the dynamic and fast-changing needs

of the food industry. (2) to provide types of

programs fitted to different age levels. grad-

uate. undergraduate and speoial, (3) to meet

the demand of new types of managers with adein-

istrative skills and know-how required in the

growing complexity of intensified competition

and (4 to capitalize on the quality of men iden-

tified by their employers as most likely to have

greater potential for responsibilities beyond

their present posigion by investing them with

greater knowledge.

Today, as in 1950, the food industry realizes more
than ever the necessity for future leaders. The caliber
of men needed today far exoeeds that of any other gener-
ation. The complexity and vicious competitive forces of
today's market require of the manager skills unheard
of fifty years ago. The nature of management itself has
changed in this period of time. The old Ma and Pa store
has been replaced by the supermarket; the department
store is being threatened by the disoount house. Rapid
transportation systems and massive distribution centers
assure a continuous flow of consumer goods through the
channels of distribution as never before thought possible.

Computers and electronic brains provide quick and acsurate

___‘__— ____..__
'—

6'Mithigan State University's Exeoutive Development
Programs in Mass Marketinx Management.” (formerly named
Food Marketin Management? 14-page information brochure
(Mimeographed . p. l.

41.

information so vital to survival in today's r thfifis
marketplace.

This change in the nature of management is paral-
leled to a certain extent in the edatational field.
Liberal arts is still considered a nezessary foundation.
but it must be supplemented with the tools of modern
management. web as astounting, distribution analysis.
marketing. advertising. paekagingi traffic flow, \
personnel. economies. international affairs. predestions
to name just a few.

Michigan State University's Mass Marketing program
is oriented toward new contepts in management. as
indicated by its resent change from Food to Mass Market-
ing. so as to entompass marketing in food and allied
items. The program is divided into three sub-programs.
each aimed at a distintt level of education. The Vaster's
program provides further training for the rollege gradu-
ate. The Speeial program allows those with little or no
college background to enhante their present potential
through a variety of cours-s. The Undergradlate program
offers a major in Mass Marketing for those who have oom-
pleted the basis university tollege curriculum.

The lass Marketing Program is set up to provide a
comprehensive approath to business problems, with special
emphasis on problems pertinent to food and related items.

Qne course is espesially designed to bring all three

42+

groups together to discuss current problems. In this
course, student participation is the medium through

which experience is traded and knowledge gained :oneern-
ing all aspects of the industry - retailing, wholesaling,
manufacturing, organization. policy formulation. ets.

Another feature of this course is the special trips
that are conducted each quarter to various manufacturer's
plants and to retailer's warehouses in the area? These
trips provide the stwients the Opportunity to see and
inspect current operations. some of which are the most
modern in the industry. Furthermore. company executives
are available for a session of questioning of the why's
and wherefore's of their operations, an enlightening
experience for all concerned.

As if this is not sufficient. the course also
attempts to bring the industry to the elassroom. Leaders
in the business world some and speak to the class. and
at the same time'besome vulnerable to the penetrating
questions of the students. many of whom possess ertensive
knOWIedge of the current situations and problems affllet-
in; the speaker and his business. The Speakers are
selected in conjunetion with the subjeet area being
studied; ? faster which brings added interest ts the
class;

In an attempt to emphasize the setial aspests of

business. a fraternity was initiated for the food group.

Pi Sigma Epsilon became a nationally thartered profes-
sional fraternal organization in 1957. and new is the
tenter of social activities for the members. The pri-
mary efforts of the fraternity are devoted to "bringing
outstanding business leaders before its members as
dinner Speakers.”7 Chapters of the fraternity have been
set Up at the sister sthools of Southern Calliornia and
Cornell.

Adding to the foregoing {asters a trainees sehoel

s re‘cgnized as being among the top five ir the

n-a

tha.
nation today, gives a eemhination that is practically
unbeatable. The facult“ oi the business school is an
assortment of business leaders. researchers, and nation-
ally and internationally knnwn authorities in their
fields,

with this type sf assistante available. the students
ean hardly help but bring back to their empleyers new
knowledge and ideas. new approathes to old problers; and
minds epen to the suggestions and opinions of fellow

workers.

Graduate Program

The graduate program in Mass Marketing is distinetly

different from a regular master's program. Qualifitatien

m.‘ m...” r-OH—c-f—fi h:‘.-.w...-c--Q—c-C:..flo-tc. r'C-(vi C C"I’f‘- e». - ‘. Gesf‘c. O -
I'
.

1231,59; F5; 79

m

requirements are a 3.0 {B} undergraduate average. and
work experience of two or more years. Students with
less than a B average will be prowlsionally ascepted
upon successful completion oi the Miller An“lcgles and
Graduate Admissions Tests. However. regular asteptante
is made when the student proves his ability by eaLntain-
lng a B or better average.8
Candidates are exposed to an intensive eleven-month
program, (three full terms, plus a ten-week summer
session) under the assumption that their previous edu-
cation and work experience enable them to master more
work at a greater rate than the average candidate. This
tends to be substantiated by a recent study so dusted
by a doctoral candidate at M.S.U.9 The study lndlsated.
among otter things. ttat the greater maturlty resulting
from the high requirements tas already proven its

effectiveness with foroer students. The length of the

H

program attests to its lnterslty. Whereas two years 5

OJ

standard length for the master's degree, this arteler ted

program is condensed into eleven months.
A glance at the M.S.U. Appendix, pp. ?7~*4, stews

*W- ---c-O-..r~—.~o——o--c-.—O 1-..- P—O—‘sms- H‘csc—c -o-o~~1~' f 9! H P: s- 1 ...; 5-?“ffl.

8"M.S.U.‘s Graduate Program in Mass Mar?€tihg Manage~
ment,” 4 pages. (Mlmeographedl. P. l.

9lawrenoe Sllvernan, “The Role of Higher Education
in Food Retailing.” Address to the NsA.F.C. Annual Con-
vention in Chicago, Cot. l7. 1961. 10 pp.

G;

‘ v1! ‘

the bread icendatien upen which the mastei's pregram is
built. The nucleus of the program is farmed by the
Core courses. a tightly knit, well integrated grcup cf
ceurses ccvexing the bread facets of business adminis-
tratien, from mieze to maeze Eeonemiesi ahd inelading
under Administratlen ite: Theory and Action. Research
Methods, Central. Programming and Foliey.

Since basically the program deals in bxeed. general
eoneepts. to be filled in late: with smaller details.
the student is enabled tc understand were easily the
functioning of the entire firm and all its parts, and
thus himself funetien mere pxcperly within the framework
of the organizatione

As pointed cut before, the ratienale fc: sveh an
expcsure lies in the belief that the ”Why" approach is
necessary. especially if one is eoneerned with future
decisions, future problees. that must be selved thrcugh
reasoeLng.

The MBA ptcgzam at He£.U. is aimed at developing

.
‘

future exezutlves. Its sueeess een be ;udged t2 the

people it draws. The students repxesent all aeeas ef
the business wexldo A large segment eomes item the Air
Force. whe have seen {it to send cffieers - Captains tc
Colemels - fer the past three years; With sueh a group;
a tremendous cress-fertilizatien cf ideas exists, to

the benefit of all ecneetned. The Mass Marketing

candidates represent a significant past of the student
body in the MBA program.

Besides the required Cote courses. certain area
sourses are required which cover the major field.

These deal moxe specifically with mass marketing. such
as merchandising. logistics and administration, and

are attended by all students in the program. A seminar
class is also required for both the special and the
graduate students. in which current topios are disoussed
and graduate students write a thesis. A total of fifty-
one hours of credit must be satisfactorily completed,
and, in addition, a four-hour “Core" exam, covering the
required coutses and a four-hour ”Area” exam ooveting
the major field. before graduation. ‘

The Mastex's program brings together all aspects of
the business environment studied in the corrses and
experienced in day to day activity. It helps the sandi-
date to integrate this knowledge so as to develop a
positive and systematic approach to business problems.
A major advantage of the pzogram is that it aids in
eliminating the “functional fixedness" many cf the stu-
dents may have developed while out in the basiness wotli.
The new environment. in many cases, develops broader
fields of reception.

The MBA program aims primarily at improving the

existing thought processes and analytioal abilities of

.q

.r.

the students. Also attempted is a broadening of indi-
vidual outlook. 50 One C3” develop a grea er appre ati r
of his responsibilities in tommunity and outside affairs.

Further. the potential executive is taught to think

94-
‘9

ad

L;-
w

thro ugh the problems tnat eon. rent him in his ~b, ins

5

(TI

of cor startly running for lelp. All of these ebjeotiv

are see; t in order to make the ind Mi

‘1‘

b tter and

(l!

Hi

5

more efficient in his present job and instease h

4

potential abilities to t.andle hi9 er leHel jobs later.13

Special Progran

The Qpetial program is a unique program aimed at

de spectrum of people. from those who have completed

*4!

a w

high sohool to those who have :ompleted undergraduate

work in college. with anywtere from two years experienoe

on up. The average ; ob experie..oe for this gre up has been

five years, and the average age is 28 years old.11
Since work experienee is more significant for this

group than formal eduoation, the asademic load is less

severe than that required of the MBA oandidates. In

many eases, he Curriculum is tailor-made by the program

ms... .n---‘.‘.—-a- 0'- O r. O-.. woflaru -‘mo-c—”.-- 0-0.-- "‘wnrwrn r--—--»"‘ 0-.-

1 n _
“George V; Mose: and a. V. atCullong.. "Executive

Gavel.opmert Courses in Universities.” Stu.ies in {erspgpel
P?li§£ :5"?: L4:)- {llew EIWk 5‘39}... 959, 1;J47”E’ .10

11"Miohigan State University's Special Program in
lass Marketing Management,” 5 pages. {Mlmeographed). p. 1a

 

In
' T)

director, with careful consideration given te the
student's present and future needs. as well as his
limitatiors and strengths. Major emptasis is usually
placed on basis English courses. eommunieation skills.
improved reading courses. etc. (See appendix A, p. as)

The Special program is business administration
oriented, with a variety of elective courses available
(24 recommended). This program presides speeialized
training for persons at the level cf store ns<3,er 6:
sales manager, who are working their way up the lajéer
of managementi zhus. same of tne recommended courses
are in Advertising, Stcre Security, Packaging, Food
Selection and Procurement. Statistics. and Psychology.
Aside from the retomnended courses; the special student
can. with the approval of the program director. select
any other courses offered in the University Catalog.
However. aeurses that cover material easily a quirea
through on-the-jeb training are net encouraged. as the
short time available is considered too valuable. Those
who complete this program are awarded a Special Program
Certificate by the school.

The Special program is Mithlgan State's answer t3
the 65% of high school graduates who, for one reason or
another, do nct attend college. within this group are

some of the best minds in the country. and unless some

W’pcrtunity i: presiiei fer trese people. tbey say
. . if) . -
refer realize tneir tall patentials.*e This year ct

fermel sshnoling prevides t e opportan**, for these

H. tfleir thinking. develcp new ten-

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learn new eettmc and teehniquas that tan be

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applied back on the jet.

The work experience at this grenp is valuable not
only to themselves, but else to the one .erc rsduate ané

graduate students with when they participate in the
icon (ourses I; an a.mssptez sf eager sharing and

ning. and lei Lv tea erers w: 1th atkrnwlanueq repute-

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tions in the fiell, new and old idea get bashed anj

tnras hej t0 the benefit Cf all coneernefl. From this
group will come many nf tte industr3's future general-
ists and specialists, willing to take the r.eks cf

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ianVutlen la wider is oezelmp wltttu ttevtfio

feel industrw in its «arises aspeats, er a n€.iqj of
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MI a-c—‘O-m‘w‘ -‘ ”Cu-HM“- 0".-- or-C‘-

‘2"Michi gan State qn‘“ersity's Executive Development

21‘ng ams ill ”Wilhgc ...) :3Anasztitlg o“'la!lagementp" p‘ 0 Q3

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egree in Busines

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course leading to a Bashelor's
ndministration. The first two years make up University
College or basic college work. and provide a solid
foundation in Liberal arts which is so necessary for

T.‘
J

SUEVival in today's c aplex world. resnmen and soph-

1L)

omore curriculum constitute all required coursis. except
for one elective. the last quarter of sophomore year.

The required load is 16 eredits per tern, for a total

of 48 per year. {See Appendix A, pp. 36-88)

.Enriors and seniors majorin in Mass Marketing
Management are allowed greater seleetion of Courses.
and can take load“ varying from is to 18 eiedits. .he
required courses for the major provide a well rounded
Curriculum in business, with a firm foundation and

resognize and penetrate torrent busi-

O

adequate depth t
ness problems.

Approximately seventy elestives are available for

D

hose

0

I

the undergraduate major in mass marketing to
from. For those interested in the orgin and development
of food products. ten tourses are offered in Agricultural
Eeonomios. Food and Poultry Sciense and Horticulture.
Forty electives are offered in the related business
fields oi accounting and Finance, Business Servises.
Economics, Marketing and Transportation and Personnel

and Production Administration. Also offered are electives

C
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:1 rsgtrolog3, sottologj. soees“ 73;:ndltem anfi
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yerslttnatxsn tn toe Mass Nareettno uniergrairate

-gin until juntor year,

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program does not aetually

However, all undergrsdoates are eligible for ”RVEQISth

Ln toe tood fraternitV, Pi elgma Epsilon, and it? acsoms

1

pop ing activities. Such astivitie~ ifielooe honor ry

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alone 5. d§StldQliSfldd visitio" spzakers and athlet7c

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high gen qtgte .nr;ur3;93's JndgrgrafiJate Erourax
_ . ’ ! , , . '
l N s Marketlng Mdua3erent." 7 pages. (Vlmeograohed).

V. OTHER UNIVERSITIES WITH PROGR/WS IN FLND

D‘ISTRIBL’IION AND FOLD MARKETICE PJLJ."JAGE.‘-“E?3T

This chapter presents the food programs offered by
other institutions of higher learning. The innovative
efforts of Michigan State University in initiating the
first university program tailored to the needs of the
food industry were not completely realized until the

late 1950's.

(I)

inte that time. however, similar programs
have sprung up rapidly. attesting to the value of M.S,U.'s
efforts. The programs are presented in chronological
order to give an indication of the growth and development

of the movement.

Cornell University - 1958

The efforts of the Cornell University Graduate
School of Business and Public Administration. the new
York State College of Agritulture. and the National
Assosiation of Food Chains were culminated in the fall
of 1958, when the first slass enrolled in the Exesutive
Development Program for the food industry. Thus Cornell
became the second of the preposed group of three schools
to offer the N.a-F.C. backed program.

52.

The irogran offers the entire facilities of Cornell
University to the students. This inelodes: (l) hew York
State College of Agriculture. {2) New York State school
of Industrial and Labor Relations. (3) the Graduate
School of Business and Public Administration. ana
(4) the College of Arts and Seienees.l Thus, flexibility
is achieved to the point where courses tan be taken in
each school simultaneously. This is desirable since the
aims of the three groups attending are not always similar.
Therefore. the eorrisolum is adjustable for eath student.
while program identity is maintained by common participa-
tion in the Food Distribution tourses.

Seminars are pepular, and the guest speakers who
attend are some of the foremost leaders in the industry.
As is true of the programs at Michigan State University.

speakers are coordinated with the coarse turrently b ing

\‘0

taught in Food Distribution. so that the professional
ideas on the subject can be learned and challenged.

Also, field trips are made to nearby manufacturers'
plants and retailers” warehouses. which provide the stu-
dents with the opportunity of learning the many methods
and tethniques involved in the prodoetion and distribution

of fee! and related produc s. The stJdents are also given

 

4—».

 

“some—.-Nr- ”A‘s-o —_ —- ....“ ‘ ‘— ' ——v -

1"Exeeutive Training Program for the Food Industry,”

New York State College of Agriculture. a unit of the State
University at Cornell University. A brochure desoribing
the program, pp. 6-7.

CI,
4‘10

a chance to discuss current problems with the executives
involved in the various Operations.

The Beta ehapter of Pi Sigma Epsilon. affiliated
with the Alpha Chapter at M.S.U.. exists as the center
of formal and social activities.

The Special Program begins in September and ends in
June. encompassing two full semesters. The spé’ial
program requires a minimum of twenty-four credit hours.
with a 70% grade average. The New York State College of
Agriculture awards a certificate to those who successfully
complete the program. Work experience is emphasized to a
greater degree than academic work. and the courses are
focused accordingly. {See Appendix B, p. 90)

The Gtadoate program requires a minimum of one talen-
dar year to tonplete, two terms of which must be in
residency. Furthermore. the course program must be
approved by a committee. and include a major and minor
subject area. Candidates are registered in the Graduate
School, however, they major in the Department of Agricul-
tural Economies. a situation which indicates the dominanee
of the College of Agriculture. Even more evidence of the
presence of the "How to" philosophy is found by glancing
at Appendix B, eSpeeially pages 89-90. whieh gives the
description and number of the eourses in the various
Cornell programs. The vast majority of courses are

offered by the Department of agricultural Economics.

*1;
in

making the ;\I3§$a..'n pr imaz‘ 5.1} A6} {Cultn‘gg‘al’ wlt‘f, 37"}? a

few courses available in the Busin s sehoel.

('0
L0

The Undergraduate prog:am is a full four-wear en-
deavor, culminating with a major in Agricultoral Economies.
Transfer from other institutions ean be made to the New
York State College of Agrieulture for stwients desirous

of a Eachelor of Seience degree.

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mignigan University - 1959

P? February, 1959, Western miehigan Universit‘.
located in Kalamazooi Miehigan. offered a program in
Super Market Distribution. .e program represents one
of the first efforts in :ooperative edJaation 1n this
area. The 2-year sorrieulum offers both classroom edu-
cation and on-the-job training and erperience. (See‘
appendix C, pp. 0J-95 ) A 4—year curriculum (not yet
formalized) will lead to a Bachelor of Science degree
in the School of Applied Arts and Selenees.

The two-year program, lasting slightly over two
years. offers courses in speeialized study, general
business and general edueation areas. Alternation of
semesters provides a balance between the elassroon
study and corresponding application of the principles
learned daring onothe-job trainingt The program corri-

e and

(7‘)

r i???

(D

tulum is flexible enough to provide erp

learning opportunity for the wide variety of baskgroands

of the students who attend. It reqnires that the stujent
be a high school graduate. and that the university accept
his ac=demi¢ credentials.

The Super Market program has an Advisory Committee;
made of industry representatives who promote education in
the field of food distribution. They also serve as
advisers to the program and assist in ”correlating the
on-campus instruction with work experience in the super

market industry."2

University of Southern California

The Food Distribution Currisulum at the University
of Southern California was established in September. 1959.
as an extension of the program initiated by the N.A.F.C.
at Michigan State and Cornell. The original plan of the
industry called for a fourth university in the South.
When completed, the food industry will have a program to
offer in each of the four corners of the nation.3

$nuthern California offers four college-level pro-

grams in Food Distribution.

____ ____._. A”
‘— vv—w v v

2Western Mitnigan University, "Super Market Distri-
bution,” a 4-page brochure of the program, Kalamazoo.
Michigan, p. 4.

3'The Food Distribution Curriculum. Some Questions
and Answers." reprint from the Egutnern California Gregers
Journal (April 17, 1959).

 

{1) fi speéial, One year, rjn-493“ee Program
Chen to qualiiied high s¢h0013531 tss tr
t‘;udents w;:r 29:9 call;ge trai nanL (2} $15
veaz' 5 st: d far c.e gxee credits fat semiars.
gracuaLe s certs. an ctfiexs hu<ng suitigiert
P3101 edufiation t0 qxalify. (33' A four-year
T“09r&m Eeading to a 8.3. degree. (a) Aafizc-

V78: program leaiirc ta 3 MLB.A. degree.
[3899 Appendix D; Ff)» ‘fz‘ffi-ln’fi‘:

As the structure and function of the VariCfiS programs

becomés known, it becomes mate exident t‘ at sinilaxities

L

exist between the progzams of M,3.U. and :outuezn

Pa 1
‘v' Q.

.'-~

fornia. not cnly due t0 the fact that both are part of
t}e N.M.I.C. sponsozed prcgram, but also tme use both
at e ofie red by business aghools. Eecause 0f this, they

are both congsrred with the "any" apprcaih tc prabl9m$.

7
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\cutrern Califcrria's Graduate School cf
mirfinistxotic n requires a first-3ear pr :9: in bSLSC
stujinz for all students who do not have an undergtsduate
na*or in BiSiRESS at a sehool Mzich is a mewber cf the
areriran Max:549ricn oi Ccllegiate €:hool.s of 8.3! rrss.
The courses are of graduate level. but do not caunt as
part of the 3Q-unit requirement for a master's fegree.
However, (LU-pun“ 9 work from anv auxed ‘ted mhzersity
is usually reiignized and may be substituted wrere appra-
ptiateo

The Graduate School offers two master's degrees in
Business t dninistration The first requirés a minimum

of 30 units cf work, 10 required care units. and 12 to 14

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41b 13.

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required majoz units. The remainder of the pzsgras
consists cf elestives in the major field.

The seccnd master's degree in the Graduate Sshsel
of Business Administratisn requires a previeus master's
degree, plus a minimum of 18 to ‘2 units of additional
graduate wcrk. If the previous degzee was earned at
Southern Califctnia, only 18 units are requires. ether-
wise tie minimem is 22. A thesis is lntluded in the
requirements. as well as a comprehensive examination.5

Scattern California participates in the N.ALF.C9
sshslarship program, which is sponsored by some at the
same exganizatiens that aid the two other sehools in
the greup, plus local manuiattuxezss Wholesalesss

retailers and int nested gr2095.

(D

Tte fihiWGISitY es Velawsse - 1959

.- o A ’

‘me University of Delaware's bshnnl cf Agsxsu tare
has a Fond Distribution Pregxam which emphasiz's the
research, extension, and teaching aspects of tke feed
field, This prcgram is an innovation whish derelcped
from the university's basis effcrts in agzlsultures Net
tentent with developing and applying ssientifi: prinsiples

1C the growing or 'produstisn" end of agricultxxe, the

m" ~1 7'~¢._‘_-..... g.“ M-F.~QQ""--u-‘ o-.»s-¢=o-¢ro-c=-.c test me. n. «...-v”: 0"»

5"Bulletin of the University of Southern Califcrrla
Graduate Scheel of Business Administration. 1950-62,"
University of Southern California, Vol. 56. No. 5 {C&t. 15;
1960:. pp. 29-30.

1,; I

‘“re"a*c 5 sf 5 sh «3:33ass strive ts dew. Ml

V . .
3.6"“- BT'FIE“.

_‘(:

p
the ptihsfiples of feed distrsb ties in the sa we wanLL L
A (entlnulng xesearsh program was initiated in
1959, with the aid cf trade sxgasizatiers of tfle iced
industry and the Sr all EMLs ness AdLinistratienL The

reseaxch lnsludes selveys. ease analyses, in-sts 29 test-

.’

ing and experimentation, and asanls tra ti we ma agenent

'2

studies. It is natienal in steps. with part t3.
ss;staqu at Ceorgetswn Unlve tsity, in Has 'irL..tI:n, C CH

ans at the Universlsy sf ?tah. in Salt Lake Ci t‘j. supple~
meeting the Felaware staff 0f «any prc *.ests 6

M5 an example of nanagement researsk. a resent
fiétighal study was Qflfiaufitefi @eueslno Qua: are tncesaafl
btckexa fires L The stesy defifiei ft: the first time
the mast s~eces -$ful 2a: gerent peas: C(es fr: b'ekezage
sales feraes. Alse, pertinent stmsies are made :sts err
leg the vatleus aspects of merchandising; engineering.
ans packagtng,

The extensis: aspett of the prsgzam aims to ”testes
improved managesent practises, greater efficiensles in
iced handling, and mess effective mexshanéislng amerg

7
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iG?d fissttnuvfith flfiflpdniGSL ‘ :0 cs"i V? . t~9 -f 9ni§f~

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.s- a; s L- .— 3: 3 aa‘-z..:~ :--Nc ‘8.-tf-‘~‘ 3‘ are 8‘...a-;-¢a..c-u -oumu-fifit‘reLQL39-c c-t- . --'W--~

fireLs t, of felaware, ”The St cry of Fe 2 Tistribw-
the ‘Jnifiersity at [elaware,“ li~page leaflet
n9 the feed Distributlsn Section. Newark. Delaware.

60.

various techniques and methods are eeployed. Individual
Firm Assistance is the backbone of the extension program,
Supplementing this are Training Clinles, Trade Association
Counseling, and special research applioations.

The teaching aspest of the program eneompasses the
undergraduates, graduate students and tradespeeple.
Liberal arts, business management and speeialized courses
in food distribution reeeive primary emphasis. Under-
graduates bave the option of working toward an Associate
degree in a two-year program; or a Bachelor of Seienoe
degree in a four-year program. (See Appendix E, ppLICl-103)
Similarly. graduate students may take a one-year full
study program for a Master of Scienoe degree, or a two-
year program which offers the same degree with a food
distribution research assistantshipL For the trades-
people. a special extension program is offered. However.
qualified students in this group may supplement previous
education and beeome sandldates for a degree. Again.
implicit if not explleit. is the emphasis on Scientific
courses. charasteristlc of the "How to" philosopryL
Like Cornell, it is the School of Agriculture that offers
the programs and thus plays the dominant role in deter-
mining the philoSOphy to be taughtL

The program further maintains an Information Center
containing research, periodicals. bulletins. handbooks.

and visual aids for the use of companies cooperating in

the prcgram. #150 availatle an loan at? thcusands Pf

ether doeuments {tom the {nofi flistributian files.

Th9 University Of Massachusetts - 1959

Sihce Septe.mbez, 1959. the Cellege of Agriarltwre
cf the Univezsit 3' of Massa: ? Aetts has 6 ‘fered twa gra-
grams in {god distribution. The basic four-year (nurse
of study prepares the student f0: flareprs in rana ere
in ”the {sad industry and government agangies ac“;?tr96
with focd prdQQtiQfi. precessing 8rd marketing.”8
special awe-year intriculum developa present store level
parser nel fox advarAed aanagenent in the iced industry,
a intriculum fez Master's candidat:s is expemted ta be
afidei in the near future?

The basia four-yea: garriiuluA 19355 to a Basbelmr
cf E£§ence deg: 99 in F006 Distribgtign.
3edrs co: .ist at {aurdation c OJISQS in arts and scienfes.

Tfie 165 t two yeaxs are we r9 specialiZPS, empkasizing

bgsgness mar a‘ewoat. eioncmiAS. and specializej goazsme
.., . - .~ Rf ,. ...: N .- 3 m ,-
isn‘t-911,59 th" thri QUE aSF.-e‘..wt$ i“: fQQJ md-Fk’st‘ngm E15?"

tivgs represpnt a siganiAant amsunt of crefit nguzfip
dating which teghfiical or saientififi cptions may he

piaked up.

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b: ," a a II ' ' . ,- ,V '
"veneral infcrmatlon Eulleti T." unxvsrsity or Masa-
— .- . ‘ ' O ’ - I '- ’ ‘ " ‘ .
dihufietts d mmrerst. \01. .1'1. nuc 111 (nug., 1964);

62.

The two-yedr Food Eistxlbdticn cu

attemLts to develvp mere fully

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management PGsit

of an Associate

the program. It is aimed at "those phases

tribution that require a thorough understanding

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store operatlons."’ .“e scurses are

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1d the many areas it covers

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program if ludes a three-month period
training following tke second samester
year. DeIALIQd £33259 des <;ripti on for

presented in appendix {a FD. 104-135)

The Graduate School affers inréZS in fifilit :9-
lated to tOWd distribution. but as yet tuer ;a *3
zonneation between the graduate degrees and :53 *304
distribu.1o on Curri;ulnm. Segrees offered b theCSrdd
ufte School are in A3r1« 15' 31 Storm :rics, rnni Salem

v-a q- 1 ‘ '3 I" z ' ‘ T ‘
aqd rLCd Techno-03;. ¢LMLLJI dpg*eoc 3:9 n3w3.LJ
n‘fered *” lxrgo uerersities uhtsugh trait ngritglt

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ignocls. brt gene:ally bade no canneition wit

kndustry, such as the fcuj distributian prsgrAA

VfiiV¢rsiiy cf Maqsa;huspttg,
Vood Distrfbution." 5-page bulletin A

6

41/183903 p. la

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" vataIque at the Qfadlige :fih
VprSit‘,’ Of N’rd 5-599 NmTGISt. Ma.) '5») ‘V’Clc
1921,03.

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“G hmu*ed in a new bu lfiifig on wfiish {onstrn’.ign startfii

a
Liét SWwfiéfe‘l

fla‘ ' - i-‘ th T-Q . k r‘ ‘ ur- .
I”? Flidjtf'T’!‘ W’JS "ftfit’ivllfihfi’u t“; Vtt Ij‘uok7fi S, In

r4-
4‘4

coepera tan with the {0&3 industry of thn Unitéfi Statefia

It Offers d fQJr-yqsr liberal arts prcgran, aug¢gutej :y

 

M ”WWW—M " "..—“-’-'—JA- ...~- -- ._-;_ x—‘fi' CJWWt" MW‘— .m.’:oo*v\a—-c '--
1 Letter itOm Jaflps J. O'Connar; Exacatiue Sizeczgz
9 academy mi 500d Maxketing, saint Jasopn’s C011?99¢

~13

'3elphia 31; fat; Md? 8. 19529

éd.

a spatialihed major in the various faiets ot tori mar-
ketinga

The liberal arts aspntt of the Arafiemfs tortitula
is diretts4 by the Colle'e. and the Jesuit Tcs:hers. a
religious order of the Catholic Church. which has been
educating young men for over 400 years. The food market-
ing aspert' are tonduttsd by academically quolifisd
instructors in the spetialized areas.

The primary objective is the deveIOpment of young
men "with a broad. national outlook for careers as
executives and administrators. competent not only in
the comolst specializations of the food industr'a but
tognizant of its many humanistic and sooial responsi-
billties.“2

The exatt program turrlaula is in tormulative stages;
However, the nature of the courses to be offered has been
defined. Some of the more general tourses are: Business
Responsibility. PhilosoPhy for Business. Psythology.
Finance and Realty. Procurement and Logistics. and Her-
chandising and Advertising. More specific tourses
offered are: Dewelopment and Characteristits of Food
Marketing. Operations and Staff Organization, Fool Market-
in9.Laws & Regulations. Food Industry Accounting. Research

"**“r’s in Marketing. and Use of Markettnfl I?{“r*3t13‘!

N
a,“ _ _ ,__ M- . .
h¢.--“M x- I- m -‘mu‘- - ...—~ —=-_-D .. “W'Q-M-..’ - -—‘

12~ . .
.ét. Joseph's College, “The Atademy of Food Market-
inga"45-page leaflet desoriblng the Food Program. p. 4.

 

- v

q

The Aeaiemy proposes to estaolesh a Fooi Marketing
Library. “59:9 all sooxtes of {see marketing information

will be attamulated. organized, and disseminated te tr e

indJstry. Far het*oz 9 re Let h .ffsrt will be aimed
at "laboratory" testing and evalu ion of cfiarrer -t ijeas
and prattlzes, and icfiblflfiuéfit oi tonaepts and metteds

benefitial to the food indnstzy.

Thus. close toordlnatioo and cooperation will exist
between the Academy and the feed indJstry. This is
already evident by the presense of some of the outstand-
ing leaders of the food lndwstry on the Aeademv's Boarfl

of Governors.

The pzograns presented in this and the previous
chapter ate only part of a larger selection of innovations
presently betoeing availeble. They indltate the progress
made in this field of endeavor over the last few yeazs
and the attention given to edueatten and develeprent by
industry. Even high Sihouls presently offer courses in

iistribet: e Education, Feed Marketing and the like.

However, tPls re? reeents not a theeat. but 3 SUEFIGment

:0:

to the moxe prom n

‘D

at progtams alteajgm ti 995 in this

tEth

Reasons far Variety of ongtams

By now it is evident that there exists a waxiet‘y of

66.

ejosational progzams offezed by many tolleges and unl-

a“?

versitles of America, and that these programs exist a
fill a need or number of needs. The reasons for send-
ing some kinds of people to some schools and other kinds
of people to other schools would most likely be based

on (1} the needs of management. (2} the individual con-
cezned. and (3} the proposed school or shoals.

05 primary consideration of coarse. is the needs
of management - be it store managers in three years or
vice-presidents in thirty years. If store managers are
in demani a program sash as Western Michigan's is ideal
for high school boys who could ultimately work up to
manager positions. If highly skillofi people are in
demand. programs sueh as offezed b; Tsanell. Delaware or
Mass.. can prowlde excellent teen i:ians ln igrlfultoral
Etonomlcs. Agricultural Research or similar fields.

If long range planning is emphasized for future
growth, programs such as are offered by N.?.U. are avail-
able to proeloe a broader outlook. a wide: scope. in
hopes of developing men who can deal with the future and
formulate plans based upon the past and utilizing good
reasonlng.

Once the needs of management have been def‘red. the
anLVidual besomes of prime importante. for it is he who

must be able to fit into some future job. Therefore.

factors such as family background. former environment.

67,

gype and 1-3vel ei ejoeatinn, lewel of aspiratte n. eteyl
msst be eonsidered as some of the reasens for sensing a

tertaln individual to fill a Certain needs

The fird factor to be consider eJ is the setoels
involved. Again, many factor: influe.ee the seleetlon
of the proper seheel. sueh as; subjects taught. apprea h
or phi ln csophy used. quality of education; lezel ei ede-

eation. length of t e program. cost. and overall feasi-

bility. ”nless the final sele€*ion ls earefallg made,

4'95

however, much of the effort ean result in a waste 0
times none, and effort.

Manv fir~s exereise extreme gate in plannzn3 the
futuze of fuel: eeplnvees. in order to aenleve maxing:
resjlts and main+ain happy employees. However. some

claim they are not as able to invest the time3 effor

and money 1h t others de. But. regardless of size at
firm, money at time aaailable, eextain pnoeefiuzes must

'1

be Sellcued in order to insure a minime eonttol one
and development ef tbe patential ewerutlwes of the fire;
The next chapter attempts to provlje a methofl for doing

juSt tl‘ato

FOR n3. "1 AC! N3 EXICLK' IVS. ”CLCTLC‘IWVEE "I

Researth

Leaders in the food indestry 2e:c:c 30128 the reed for
good management as mJeh as. or even mere than. other
industries. Yet, there still appears to be a hesitaney
on the part of seme to invest in this area. There is no
unit ef measure whereby the valoe of Van63979fit training
can be measured in dollars and eents3 Many, therefore.
ask, 'How Can we be expetted to spend money, not knewing
the return on cut inuestnent?’ This is a valid question.
one whleh all businessmen s'.oo ld ask themselves before
making an investment. Howefer, Hillard E. Bennett. author
of the resent beak, N‘anaJeJ 3elg_tlon, :flwrafiifg gag
Tralnggg3 has his own views conserning this area3 33. Ben-
nett campares research in his fleli with scientific re-
search, only to iind that the surface has hardly been
s: rat be? in tFe tieli of exeCutlue oeselnonnft. Despite

almest universal agreement as to tte wealt? sf untapped

pate ntial, tte funds 6 allabl e are meager w. en @ee mp8:
1

to those dompefi into ph)s Cal and stienti-ic researsh3
‘ I'— D ‘
n’lllare E3 Bennett, Man or telettinn, EdoMatier are
, -. -----, , --. a a 0-.-v ’ I. ...“...
Ira: {fig {rew Y3rk: N3 Q ow~dlll Eoet CO3. lan. 1959}.
F ' ‘.:".(~..

68.

69.

As a partial solution, Bennett proposes that manage-
ment be postulated as a profession, and thus elirinate
some basic obstasles3 For example: (1} Management
development would become a necessity, and thus would be
regarded as a fixed cost of doing business, not an added
cost. (2} Selection would become more exacting. because
"anybody can't become a manager.” (3) Management edu-
cation would have to be a long-run plan, not a temporary
or annual affalr3 (4) Management would not be consid-
ered a skill, to be forgotten after 5 P.M.. but a pro-
fession, to be studied Constantly. He Consludes by
saying that ”the genuine professional never considers
his education complete.”2

HP? company intending to develop an effecti e
management development program must first do some researen
on its own to find out its lndlvifioal needs and desiresa
and to develop a program Most adaptable to its use.

There are two methods that sen be used to estimate
manpower requirements. The first method is a trend pro-
jection. This method eeploys tte use of key ratios with
retirement, separation, promotion and sales figures.

These ratios are used to projest sales and manpower needs
for the next five or ten years. The second approash is a
man-by-man method. This employs the same ratios as above.
In addition3 supervisors check existing jobs and anticipate

...—c‘wqa.‘ "...—g." a f.‘u-G§—.-.-.—w~m‘~.--O. ‘ r‘.-‘t'.. &-&--—--‘---&fl. rr‘w—

2 . 3
.1de.; pp. 1?-l99

m

70.

new requirements‘ an adfiefl feature whith helps make the
predlttions mere exatt. These methods have been employed
effectively by such companies as the Minesota Mining 8
Manufacturing C0,, Columbia 635, I.B,M,. Sylvania, and
the New York Fort Authnritytg

Once the method has been chosen. there remains the
preeess of construeting a preliminary plan, based on tte
needs and available resources. Essential to the effect-
iveness of the plan is the need fcr accurate forecasting,
whith can be aceemplished by following a logically ardered
outline: (1) Translate sales foretasts into job tategcxy
feretasts. (2) Maintain accurate retixement records, (3)
Exshange personnel data with similar firms. (4) Consult
the Department cf Commerce frequently regarding industry
growth. (5) Consult the Labnr Department. especially the
Cecupatgpgg} gyggggg «margeggx. for tzends within job
classifications. (6) Cheek turxent prefesslonal employ-
ment ratio with that of 1936 (base year), and (7) Fill
manpower gaps quickly by training current employees or
hiring new ones.4

With the previous methods and steps employed, the
development plan is started. It is now essential to
define precisely the objectives cf the plan. A commonly

used set of objectives might appear similar to this:

9-...o-OrN-“= 5.0.“ ' Oz"‘ ... a- -

 

 

~m—‘fv--.~-'.~.—e ‘ 0" Cu ‘ .- --§---—M-‘—.‘

3”Plotting Future Manpower Requirements." pp. 40-44,

‘Ibza., pp. 42-44.

p”-

71.

(13 Intrease Management E‘fetti "er essl
{2: Bugld a F9SEI"E Ct Nan,-WPEO

i3) Test Exetutiee Campetenee.

24) Improve “0:519

(5) Attr att LesL uatl e Ferecrnel.5

dnat is important here is that the lnoi ”1d ua‘ firm wake
up its ewn Obj ettives, 50 that it will have a ta 1102
made plan, designed to fit the needs and xeawirements
ef that organization and nnt another's.

A company ttet takes the time and effort to inves-
tigate the area 0f exetutive develnpm nt, enn develop a
plan tc prcdute their cwn manpower needs. will want to
knew just new effeetlve their plan 11s..e Therefore. it is
necessary ts establish control measures to determine tte
value nf the plan and wtere it can be impxnuedl VeriOus
tests cr statisties can be employed ta measure the effect

of the prcgranl The 1y; <ed will fiepend upen tlrtvt-

"D

stantes and the type 0f infczmations m.gnt. An experi-
mental attempt to tontrel variable faztcxs wes Cnfpleted
by Daniel Gocdacze. His tethnicue involved (cur ~ajcr

steps. (1) He employed quantitative triteria tn :eflett

t
5

. ~ n {A .
tranges in des ire d behatlexl t(: k

ed tantrcle to

(I)
m

.1.
hold textain variables constant. {33 Fe 1394 statisti-
cal techniques tc 7.935%“ e the changes asse’la+e' wit h

training. (43 He sed a b ilt-in design, éevel red as

M”&. . 'Yf-i "L 0' “v-" - a1. ... ¢~¢ 0". .- ro‘ -o-u-O‘- ‘L-C-D- oc¢-o:~o‘“.c:' . wo-H—wc‘o.

sf ~ - .- - ~
w. n. Bum . A 3:32 2.3 : emf-m st “is ,1 he}: 23.:
Prattltes in E001 CTsxrirzfie.a anttlisheé, kithlgdn
r0 s'II—‘Va-‘F-r-rc-f: . a up 3:3. 3. 3— 1‘}. '1‘ 7‘ I H'- ‘v- .5 a
tats univexsltg‘ lege,

Pit: cf tte pzezfem an: I t as an arc.rd'x e: site:-
. é-
zhcugnt.
Hiti t9 flan
again it mdfit be 6W; tasized that the tier mnc+ be

tede to fit the tempany; For the Inwer-level jnbs.

1!}

[and

01:31 skills. For the higher-leve

will be stressed; One of the main benefits derived fr.

aphasis will be placed upon idlnual ability and teen

0 -.- C '
jets, tread ton ept

a “911 d9‘919Ped 0‘09! Sheuld be ta rid the personnel

of "Functignaliz tier." - the inability of a me”: to

his specific {unstien within the firm as a complete enttt

It is neeessary to use the II 1e appreath - tl

defiring otjettives - insteaj ef the commenly used

View

strtgun appreath. then the true values and applications

are identified With the paycff. the tdfis afifi sknwma.

(V-

. - 9.‘ ,‘ .... Nu» _ ‘ .-.‘,
.en leallte thet a man ten be lee tn the lejjvr. b

Q
. . O _ ' ( I ”v
"35‘ c L? Ififlce t: (I Ali’s

O-C-‘B -Vr-j . c~o -.. ‘...- o 0-..- . I ”-0 - 0'. O D .-H-‘o-’-.--.-.—.'- s”.--~.~C-- ”v—O-t-O ‘

.f.r&r‘j} p: D
ifental :_v31nati 1 of Management Iralr
‘9.

, . ‘3,“ _ - r ’.A.
:I’drf'tmz’~" " Foo ,(l’r-“egfi ‘VOIG 5‘50 “'0~ 6

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l '.1‘-k"t0"v01)F‘B.“ l' :- "j‘. GIN-S; {9199
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‘20. 5‘; ‘A“Qvfl't!fl

' ’-. "'3‘ ' . . r~ . -
vdEK tcitrnssa ~19f.fiine 50-?lfipfiéflt-uénaflti
f' " ' ‘ ta 9 ’- ‘Jn- .-L : ‘ ‘-: .' ’ “4'
‘~ :'V~’St'arx;e . .“ 6:139" II};1 I‘sji; K53: C‘s&. l‘.’:, \'01. 2.)“ I‘Q.
t “ff—1-??? .‘_-3 - - u 't“ ‘I. ~ “I" ““““““ J --O
I ‘Q"'9’I°coe £4“‘-';, ‘p. tell-“4‘“.

HI"

..‘7

'ir-‘rs
‘1.

‘1'

.v ‘
”all

ut

may, 1‘}? E.) , p.

Q: rlncip-les 8:1

in citing Daniel NI Gonnqrrel "The IVper-
: I”
...t‘
I E r;
{I ’2

\.’ .1» v

AW dfigrtsaias Company :83 probably fivd 393 number
cf plahs that can use available resources to achieve tne
desized Objectives. In fact. the company that can devel-
op its own staff 0f teackers frcn within. by str9ssing

se elf-w .prcvemeut, 13 we‘l on its way toward develgping

c..mp9tent EXEQL‘~1VES. This nethcd is less castly. and

(4..
r:
(‘V'
.3 .
m

*ucb :uze effeifi. we if e”p133ed pxrp 51y am

right atmGSphere,

,d an effective devela~~

P0
m
\b

any campany that has dew

rtain reaglts. as yet.

f'\
‘0

went p: c'taT wauid expegt
ttese zesults can't be measured quantitatively or in
dollars and cents. Sgt a qualitative i.p: .vemert in
the individual flan b9 exp9cted. In general. his

thoug“t p30€€$$95 and analytical at ilit files should be

keen:o The individual shculd have developed a breadcr

cutlcak. a greater appreciation 0f rig respcrsibi lities

'b to

fa
(I)

I A
J.
{T
('0
Q:

in and Outside the organizatinn. F9 shat.z
think his problems through, instead of annimg to the

n

bass. Fis effiertiv mess in his presant jwbs m: Id in—

J

1—.
(”r

(tease, and pstential for randliwg bigger cabs shahld
C
be increased.

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- k ‘ ‘ G '_- g — ’ ; c ‘4 L« .
s; h;-tf i ¢e~ J + 0 :2 11am 193“. 9i reeti WzL) tap

“5319 0th9:5 130k H?“n it as an expense. dfflfi sigh
pzograw3 are eansiéered as an inveatmant, ottsn the only

pzoblem is lack 0f sufficient funda.

b9*3w=9 of the 193a *a~hn:'AI “at :r9 of t afina=an whiah

Catis fagti<n \fi‘ chivation areato g‘:tlars that

...... —__. w. ,- , - a. 3-210‘w-‘wh ..

can be faur .d at any 1::21, in all gigan.1zat lama. How-

ever, might they act present ajied problens hers. beiawse

51}

the maze dynamic mat u*e of the p9ts annel an exeiu-

(‘3
~.

'1

tive develacme Mn prcgrams? These people may neei difo -
ent stimuli. incentiV35 ahd rewards than the average
workers. If so, the flrgawizat ion will have to regognize
these differences in order to retain these people.

Criefliiiififl is a czablem directly :9 Olated to

f ‘ o . m.‘ Nor. ‘ ¢n ~ * . r ‘ ' ‘- ‘ ' ’ yt - .
i991”?! .V\ [float pt. :Jléo a?) U 0“ 1859:;5 Stx’i! L'V ? 1:3.an 51:};-
2P rslty on PnPLutivo dPPPlnmePt progfams (Pnrsath

at CCIEPQPS througfi thP £3¢ntry. painted out €379 ggar-

?‘ .-

ing Przars in the area Pf orientat QM. it was found

utiV?$ «30 535 r10

that thPSP PXP

If»

their compaans befczn attPnéing a prsgzan, were iPaPt
able to dPstibP t .P harp 3P or 119 progra r they atPPPPPj.
Similarly. thPPe with P3 fieiinite pUIpOS9 in m-
plan‘ .02 assi:1131.' r9 3P5 relating the knPwlPfigP an
Piperienae gainPd 19 thP *P'Pan; . a110P fififle they

I?tUIO?d.11

We 3_;c . Althqugfi 59193110“ Pf tfie person to

;f... .

 

Q

send may be Pasy in: tap PaqaaaPpP., a ptgblpm 31139;
whpn t 5e 311.5:1tg is iwal PgaLP Pd Pawn thP liPe to the

sperating 13V91+ T19 swxpP -1sars have thP “1311. of

5Pndlng thPir stt man and tnen Prying to to; 13:9 132.

{3

0H? wore

or of PPPding t1aP "Pst PxanAh 19, and hizin

LL)

disinn 15 a (24:131 on? galling for

‘U

person; The.fi:

mate Jr? 14d3.T-<

v

If 33d tairifiue 1n exéPt to a;h1eve long-

‘ .1

{UH {3.037.103'1’; {303131

{ter the injivifiual is SPIPPth; thPrP is still

'1'

th e prfibln“ Pf pruoPr Pr*ontat LP wbigh mafiv titps i

casePd ianfl £19 liaP 1n Pififllan {zshion tn the aux1Prity

ma-— ---—4w-.«~”wuu ~vn.«~’-—~-‘- J~_c‘_--c m-‘-.n u—v --- - fi'.;"_~~-- II ~~ ;

llKennPt11 Re Wfdrews. "PPaatian t3 Urzi-JPrs;

t, H 1-
Pment ircgrans." Harvari BusinPss Keview. VQla 39. NP» 3
i ’_ 7 _‘ f" ‘\ ‘NF ““"-. Of"..-
s‘JKxfi‘f-cunég 11412.15, 93). 1114-134“

.' n 3 '- ‘ — V an, - , . .. ,, . - .
to unea;e tie Andiv,3133¢ Lien x593. t%e PQSyCOfiibility

@f brieiing is pratably not fully andezstocfl by tsp
management. This is indigated by the infiidente of
“purposelessness.” as pointed out in the Ha:vard Study.
égiigggg. In conclusian, it is proposed that tfie
key concept underlying the whole idea 9f exeemtive
develcpment is attitude. By this is meant bath the
attitude of the atgarization and the attitude of the
individual. Only by maintaining such an important in-
gredient in praper perspective to the job is it possible

to work effeatively and with interest. It must be

remembered that ”Attitwfie will be our best ally at our
, .a%
worst emery. **

 

 

9- a - ,\ §
1L5. A. Erand. bp99£h :0 food uistributian Class at
Mlzh gan State University, Feb. 5. 19c2.

‘u’ L I. C; '. 3:1.“ 'nPi’ £3.1ij COEK‘LUS I (RIC;

1’- ’ ".-. A 0 Q"' ‘ ' f. .
Ahi$ tweaks 685 been evna91ned with exeeqtiue

develgpment witr;n the fsed indestry, with particular

5.

'33.:

(I)

emphasis on the 3319 the universities clay in
develepment. It was Hypetheslzed at the start that
some universlfiies rave develflped 5991131 gartizula rel-

evant to the fonfi indJstrV. and that tFere scecial pro-

gxams in the se eral universities vary an streetwre and

Ihe first ifapter presents the problem area, pro-

1

pc 395 the h1potfesis. and Qutlines a method of attatks
The seeond :“aptet presents a ahranelcgy Of execg-
tive d9 elggm eat as a means of setting the stage far a
preps: understawfling of the bypsthesie or prcblem to be
attazked.
with swab baC'g round info :maticn in mind. the
third ghaptex baztows tram governmeft and private stwiies
to preve the m3}“e of higfier 912:3tiow as a means cfi
justifying the Mistence oi the exez4tixe develegment
Programs within the toad indistrye

x

moxe *han adequate ,5; tifie at an presented for

v .

" I'D

the Skistemsie 0i 9ij {31: 09,131 5’): 34318-315‘ Chapter IV

79.

launches into the prograes offered by Michigan ftate

a.-
”A:
D
3
0
3
\
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University. first exposing the wise sele:
grams available in the different schools, anf {men
analyzlng in depth the Executive Development Prnqran in
Mass Marketing offered by fine Business 56*ool, The
depth analysis serves as a means of approarhlng the
other programs on a comparative baslsr snoWlng what

they do include that is similar and different. and what
they do not inalwie. From such a presenta in“ one say
judge which programs are best for his partgiq; r «reds.

As was pointed oat in the hypothesis. the several
programs vary in strostore and purposel Tne first part
of Chapter IV clarifies this varianee as it exists in
the basic Ph11¢4093w finiarlying the agricultural and
business sshools oiterlng the programsr These differ-
ing views cause essential differenoes in the emphasis
and the end product of the several programs.

Chapter V covers a representation of universities
who followed M S.U, in offering food programs to the
food industry. St. Joseph's C llege reports twelve SJeh
programs in the area of food marketing alone, the most
recent of which was started just last year. This growth
implies a greater attention to formal education on the
part of the industry, with consequent resognltlon of the
fact that suocess in school is often followed by suasess

later in life. The effort put forth by these universities

nfi°d b” the exte. t of their

\

f.
(U

programs. The pro 9: am Curricula o: tered b" the variows
sshools is presente1 in the Appendixes.
However, even with the rap: 1 3 owth of development

programs. it is believed that there is sore reluctanee

r0-

ze Fe

id”

to invest in exetutive fiev eloo.nent. even to real
minimum of gain. In order to help remedv the situation,

4

3“ apPEOQCh is éQVESEd in Chapter VI that weelj give sgfh

f.‘

firms insight into their own 51 uatlons, and guide them

along necessasy paths toward a plan of action; Thus sew-

eral methods for estimating manpower tequirements are

presented. followed by a plan of ‘etien based 09 their

needs and available resowrtes. In order to 0on5 out

the approach. the importance of the i leidual is

stressed and proolem areas cited. it is saggestee that

sue” an approaar ls useful as a gxije to eiat tine devel:

onnent for ttose not {a Mi la with tte swhjeétl For

those more knewle1geable in the area, it tan be used as

a tool for tewpaxison and/er evalaatlae of other programs,
Most authorities agree there LS no ooe best metho:

or type of program for any or all sit Hati.ns¢ Beiause

of tr- e cooplexity of an ififiiai 5131‘s enszenuent. bask-

gr‘ Qw.n needs; ete., adaptation to one' s oartl allar neeés

be omes an initt idl factor of importancey Thus the types

and wethods oi programs are; to a 1egsee. litte1 to tte

individual. Le ocie demanos ifldiiiiual varl ”ti ns be

81.

recognized in this manner. in orde r te o‘tain ljeal
results. To do this. hewever, does not wean that
patterns of develepment cannot be set up. Does not the
fact that the individuals involved are often at a cer-
tain level at autterity and res p(m H11 g inditate
trat they haLe somewhat similar hatkgteunds? if so.
future needs and present weaknesses can most 1 Lkely he
categorized inta several groups. Thus a framework can
be created upen which is built an effestive prcgram.
However, oversimplifieation ta the point of uniformity
in content and methed is perraps one of the gxeatest
dangers tc eyezutive development.1

It has been shown that colleges and universities
are potential manpower resouxtes fer industry. Educa-
tional prcgza . ca want tape to substltu te knofileige fer
eXperientea but can offer distinct advantages tc many
cempanies. Anang the majer advantages are: (l) the
opportunity fer the individuals to get away item dall y
work pressures, {2) a stimulating environment of a
fairly homogeneous gro=:-:r, wit h retezrg eous tagrgrounds,
(3) freedom cf expression in an atmneghefe vein of woxk
canstxalnts. (4) a mental testing grc:nd fcr aggressive
and overccnfldent executives who can na eh wits with

authntities in the field. (5 ~ savings for small erganl-

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Elementary Csalogy
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Appendix B £ont'd.-~-oornell

Sigth Semester

”-

 

Coursa Hg. Qe-eg£g§ion

9. 2co.115 Prices
Ag. 2:0.128 Econ. o; Managerial Decisions
CKteno

Tchg. 102 C231 & Jritten Expression

Electives-2 Business Management

222252. ....“ 0~ 225.2..t 1m

 

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Fa

Ag. 5:0.151 ab

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Eight gemester

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*‘Ag. £50.14? Marke+ing Institutions
*Hotel 119 Personnel Administration
*1. L. H. 4 1 “ersonnel Admin. in Superv.
* ' ” 2 3 urvey of Ind. & Labor Rel.

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3 hrs.
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Appehdix C zcnt'd.---Jestorn Ni:h£gan finiversity

Sflrfing Sphest9r - Jfifik
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Coordinatej Marketing Prat. 4 hrs.

IN."
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:23... 9.: Li». 2.51.9.2 - 7'3. Q2 ’9 .21
200 Prin. of annamics 3 hxs.
231 Super Mazket Supervision 3 hrs,

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116 Family Foods 2

Cl Prina of Economias 3 hrs.
1
5

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of tme 33=UWit reqwifmment for a wasmer '9 fifllree, None
may be usei in: FL. Liu¢ fféiiw in %*6 “5-;nit requirefi
221.5931”. “WWW” * Cratiits
Acctg. 90 n‘ Bunting 51nda.srta;s 2 hrs.
Aaétg. $9 mcgcanting FrininLPa 2 hrs,
3:5.li.5018b The American 7u55'933 .;$t&T 2-2
2.3.IgTafihC finainoss Statist‘:s-~T.frs. 2 hrs.
Pair”. $01 lmtzos *0 NanagPTe"t 2 hrs.
3,1LM" 534 BJSiFZcSQ 'dw 2 hrs.
Ele~19¥36 52’}? 1:823 "4091 Ma? 3991M: 2 hfs‘.
513.2393. “51 Eifla“;e 3a: way: Banking a du:. 2 hrs.
EinLEF,E. 592 EL an; oiuxve?: Buriness Finance 2 hrs.
V RT. 501 Nafk.9t.in g Smr¢ey 2 hrs.

“#3 3diitfiona1 Qwurfié £201 tha follgwin.:
magtg. 2
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5:5’1'7’ 51: ’3 'ig Cf Afiatizan .suct 195 2 hrs.
895.1.7. 5&4 , 1at; -~ Interfiejiate 2 his,
Eglefi', 511,3 .5 '2;T:‘~\I.},~ (Vi Ekifiir‘i‘fss Ewiiiy ,2 {its
Fin‘fiR‘E‘ 511 flpfipardtive Finangidl Irstithlons 2 hrs.
M” S T’ 513 M3Tk9tifi3 Afivinistrdtinn ?_;E%:
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Apppnjix

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4523b Advanzej Problams of Food

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Analygis 9f Amari;an Inusstries 2 9:5.
Bus. Stat‘ -- :nLerfiediate 2 hrs.
5th“1° 9i Bgsiness Ecliay 2 hrs.
Co narati'e FinanCial Institutions 2 his.
PM ;keting Aflvinistratiwn 2 hrs.
impervisc;v Training 2 hrs.

I
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Marka* i ales A:131ys§5€2)r

Eist. Cost Analysis 2 Ca? t: 01 (2)
njfertLSAn-D N:anagefi@nt 2)
Retailing «anagpwrnt (2
Sales Managewent (2)

Prcblems of Bus. Manageneo t (2-2)
Eleétives

a) Wyn...” h)

 

(4L)
'3

Total Hours

credit:

t!)

413 Fond Store Uperatien
415 Food M :{handlsing
Food Chain Admin.

us (dung

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0’1

Total Hours 1

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Fersonnel Relaticns

Vrcblems of Food Dist.
hssentials of Marketing
Elective:

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Unlversity of Massaehusetts
Department of Agricultural and Food Economies

Y

geeeial Curtizulum in F005 aggfribgtion

First Year

First Semester
(Sixteen Weeks Resident Instruction)

ggu:se Title Lescripgion

Agrieultural Eoonosics 3-1 Practical Economics
Bacteriology 5-1 Basteriology and Rural Hygiene
agrioultural Ezonomies 5-3 Introduetory Accounting
Mathematics 3-1 General Couzse

Agrieultuxal Economies 5-19 Consume: Behavior

Poultry Sciense “-9 ?oultry Products

F:actieal Celense E-7
Upeeeh Z-l

Seeond Semester
{iixteen Jeeks Resident Instruction followed by
Three Months Placement Training}

1/

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4—4—-

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{D
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Course Title

Agrieultural Economic. 5-2 World's Fooj Supply
Agricultural Engineering 3-12 Food Handling

Vegetable Craps 3-6 Marketing Methods
Agrieultural Ezonomio 3-8 Aecounting Prinslples
Agrioultezal Economies 3-12 Salesmanship

Deity Teohnology 3-8 Selection and Evaluation

‘ of Dairy Profiucts

 

1C5.

Appendix F oont'd.---U.

of Massathusetts

Ee-ond Year

w~ A-

C0urse Title
agricultural Engineezing 3-13

Agricultu:al 5:9neexgs 5-17
English 2-1

FOOfl Management 3-13
Vegetable Crops 1-3

 

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Refrigexatxona Heating and
h;;-Cunfiitl0ning

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Animal Etiente 5-8
Agricultural Eeono it 3-24
AgricUltural Eeonomlcs 8-18
Agtlcultural Economics 3-20
Food Technology 5-2

Agricultural Economics S-lO

Meats and Meat Fxoiufits

Transportation

Fooi ctoze Management

Food Distribution Frobleas

Fundamentals of Fooi
Preservation

Business Law

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107.

Appendix F cont'd.---U1 of Massachusetts

second E9W9§E§£

 

Course No. gesuigtiqn

Eng. 26 Masterpieces of Western Lit.
Econ. 26 Problems of the National Economy
B.A. 25 Introduetion to AECOuntlng

Science Option
Humanities Option

M13. 26 Military SE ien nse
Physical Ed dsea ation

Junior Year

 

 

 

 

 

 

 

 

First Eemestgg
ngrse_flg. Descrggtggg
A.E. 80 Food Process Engineering
F. T. 75 Food Preservation
F. E. 75 Food Marketing
Electives
Seooq_ Egieste;
C Agrse No1 Dessrigtigg
A1 E. 80 Food Process Engineering
Stat. 79 .Statisties
Mgt1 61 Principles of Management
Electives
Senior Year
First Teggsteg
-nn:se No1 ggsgrgptiog
81 A1 67 Labo:-Mgt1 Relations or
Eton1 79 Nab Problens

Economics Cption
Business thion

Technical Option
E19; t Ewe 5

Credits

3 hrs.
3 hrs.
3 hrs.
3-4

3 hrs.
1 hr.
1-2

 

Credits

3 hrs.

3 hrs.
3 hrs.
3 hrs.
3-6

 

108.

Appendix F Eont'd.---U. of Massachusetts

uefiond “emester

 

Course No. g§55t§ggggg Creuigg
B. L. 70 Business Law 3 hrs.
F. E. 96 Seminar in Food Distribution 3 hrs.
B. M. 54 Eetsonnel Management 3 hrs.
F. E. 78 Food Mershandising 3 hrs.
Electives 3-6

 

3 a5} E99} 99 figgbgg gjgggtigg. The American Counsil
on édacation. dasEanton. D.C.: Cffise of
Statistical Information and Reseaxsh. 1959.

Beskman, T. N.. Maynard, H. H.. Davidson, H. R.
Prins'glgé of Marketipg. New York: Ronald

-.. ”‘

:ress 60.. T§57:'.*‘-

Bennett. Willard E. Mangggr §gleggjgg. ti _“fion and
Traig}ng. New YozF: 'MEbraw-Hijl book Co..
IBc.. 1959.

Mueller. Willard F. and Garcian. Leon. Changes in 353
M31k?§ i££2§$y£§ 31.9993953 893?}-299fi "Madison.

Wissonsin: University of WiEEonsin'Press. 1961.

Flanty. E. G. and Freeston. J. T. Feve}§p}ng ygna 3933}
Abiligl. New York: Ronald Press Co..‘1 4.

Riegel. John W. Ex+cgggyg gevglo mept. Ann Arbor. Mich-
igan; Tfing ivers y oiflMZCEigan Eress. 1952.

(

urtir‘g and ‘er Cd3.a_§

——o—. O» m— mm ....-

O

Andrews. Kenreth R. "Reaction to University Develcpment
Programs." Haggggd Business Review, Vol. 39.
No. 3 {May-3559. I961}. 1T3-I34.

Cassell. F. H. ”The Challenging Yeass for Personnel
Planning." Perspngg}. Vol. 38. No. 4 (July-
Augop 1961). 46-540

”Communications Vital in Push-Button Era." EggQIIgpégg.
Vol. 15. No. 7 (July. 1960?, 6-21.

Davis. Keith. ”Management in Perspective...Management
Brain-Power Nesfls for the 1970's." Jouznal 93
the Acafienx of Managggggg, Vol. 3. So. E'TAug._

156032'125-177.""

 

 

 

110.

£319. Lionel E. Co. ”Zn€=stry Analysis oFon~ Chain
btores." Retgjj 5;-9 §;§;;_iflei.. 1960E.

”Food Industry 1.96dez3 Survey 'Solden 60'5'. " Foo:
Twigs... V01.» 15; NO.) 1 (Janeb lgéj'OE-b -- 4'189

habbe. -tephen. "College Graduates in Iniustry."
Studie in ferso nel folégy HQ. 89. new York:

.. 5
National Indzstrial Con eren nEe Board.1948.

COTpanies Think About Back—

Huneryager. L. 6. "oh cs
ans,” Personnel Jourral. Vol. 33.

at
to-College rrog

I
No. 6 moan. 195,2. .7”? 19.
Maser. €97;qe #. an} MJLCullLogh, A. V. "Z:e@utive
:lopment isjtfi" in ’r versiti ." thdfigg
‘n ergonrw . ?3}§§X ‘_P 16L. vew3;31k: Laticnal
lfidnSE 7;31 Con fe re encze Boar31n€.. 1957.
”Elrtting Future ParpoWer Requirements." Manaog;§g§ g”.
E.':s'-;_flp V01. 5:39 NO.» 12 ifs-5993; 1954?, 33:,4‘40

Foakrass. Jack. "Executifie' evelopment -Se¢ant1cs a_
akmtanc e?“ ezsg:nel Htglpjspgatggn. ‘01. 22.
H09 6 (‘40 o. 19:”,p 35" 4.3
”What Makes Coll ge heartsiting Go htong?” Pusine esé week.
Vol. 17. No. 1 (Jan. 14 1961,. 70-7..

What' 5 #5150“? with 10p ‘flandacfirnnt ”Sugg}; Market Mee-
Chand isinq. Jo], 26. No. 2TFeb. .7351” ,‘ZE-67.

u lggtis and Regoggg

n. e 1"..- ...

[.

"Bulletin of the University of Southern California Grad-
uate 'chool of Business Aiministration. 1960-62."
Unzuer. *1 0. Southern Califoxria. V01. 56.
“'09 5 (~:~to 15; 196010

”Bulletin of the University of Southern California School
oi Easiness. 1932-64." University of 3outhegn
Calitcrnia. Vol. 57, No. 15 (Mareh_15. 1962}.

"Bulletin: Undergraduate Catalog and Announcements."
Western Michigan University. halamazoo. Michigan.
Vol. 57. No. 4 (April. 1962}.

lll.

"Catalogue of the Graduate School, 1961-63." University
of Massachusetts, Amherst, Massa. Vol. LII.
No. a (Move. 19oo).

"Executive Training Program fibr the Food Industry."
New York State College of Agriculture. 8 unit
of the State University at Cornell University.
A brochure describing the program (1962}.

"Facts in Grocery Distribution," 28th Annual Survey by
Progressiyf_§§g§§3. 1961 Edition, New Yorke

"General Information Bulletin.” University of Massaehu-
setis at Amherst. Vola LIII. no. 111 (August,
196 2. -

”Graduate School Catalog. 1961." Michigan State Univer-
sity Publication. Vol. 54; No. 14 (June. 1960Ee

"The Food Distribution Curriculum, Some Questions and
Answers," reprint from the Southerg Califorggg
Grocers Journal (April 17, I555}.

an EMEEEE‘S‘. w...“ ial
Barnet. Edward M. ipeeeh to Food Distribution Class at
Miehigan State University. on Oct. 30. 1961.

Barnet, Edward M. "The Significance of the Silverman
Study of Michigan State Alumni of the Food
Marketing Management Programs.” (Mimeographed).

Brand. E. A. Speech given to Food Distribution Class
at Michigan State University, on Feb. 5. 1962.

Brand. E. A. et al. A Study cf Administrative Policies
”0-“. . c— . ‘7'" \f2- svv ”-..-o.“ -.I' n;¢- 9-3.0»...-
and Practices in Foo: gégtgjfiutigg. Michigan

1) tate Kurt E'C‘I‘S iiyp-T9589

Cornell University, "Business Management Curritulum."
Department of Agricultural Economics, New York
(MimeographedEe

Jaehnig. David L. ”Miehigan State University: Center of
Knowledge for the Food Industry." 6-page bro-
chure of programs in food available at Michigan
State University» (Mimeographeat.

I‘ll
. dill.

 

 

kl
P
1")
S

"Miehigan State University's Executive CeVQIOpment Pro-
grams in Mass Marketing Management." (Forwerl
named Feed Larketing Management). 14-page
infernation brochure (Mineographed?o

"Miebigan State University’s Graduate Program in M355
Marketing Management." (Mineograph9d3»
"Michigan State university's Special Program in Mass

’n-

Marketing Management," \msneographedf»

”Michigan State University‘s Undergraduate Frog: m in
Mass Marketing Management," (Miweographed}.

Muldoen. Edward M. gpeech to M.S.Uo students of Mass
Marketing, {Novas 19613.

St. Joseph's College. "The academy cf Food marketing."
6-page leaflet describing the Food Program.

uni-"€‘1'$§-tY 0f Delaware. "Food Distribution Curriculum,"
(MimeographedEa

University of Delaware. "The Story of Food Distribution
at the University of Delaware." lO-page leaflet
describing the Food Distribution aeetion. Newark.
Delaware.

university of Massachusetts. "Courses of Study in Food
Distribution,“ 5:339? bulletin or programs.
Amherst, Mass.

University of Southern California. "Curriculum in Food
)istribution." \Mimeojraphed}.

western Michigan University, ”fiuper Market Distribution."
a 4-page brash re of the pragram. Kalamazoo;
MiCho

Letter

_'-‘

!m

 

Letter from James J. O'Connor, Exeeurive Eireetor of the
Aaademy of Food Marketing, Laint Joseph's Col-
lege. Philadelphia 31. Pas May 5a 1962.

 

 

 

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